VP of Ambulatory Services

The Vi c e P r e s ident of Ambu l atory Service s is re s pon s ible for t h e s trategic l ea d er s hip, operational integration, a n d over s igh t of phy s icia n practice a d ministrati v e function s a n d ASC function s acro s s t h e Arizona Market. This role en s ure s phy s ician practic e s trategy, operation s , a n d a d ministrative function s align with org a nizational prioritie s , fina n cial s teward s hip, regulatory requirement s , a n d s tandard s for patient s afet y , quality, and operational excellence . This executive lea d s t h e clinic network, ambulat o ry surgical operation s , a n d patient acce s s infra s tr u cture a s a s ingle, integrated operating platform a n d s erve s a s th e primary a d ministr a ti v e liaison between the p hy s icia n group, APP gro u p, and clinic s taff acro ss the AZ HOPCo marke t

ESSENTIAL FUNCTIONS

Clinic a l Governance & St r ateg y Under t h e g u ida n ce of the C E O of AZ Market, lead the e x e c ution of s trategic and operational pla n for phy s icia n and a d va n ced p ractice p rovider (APP) s ervice s that s upport organizational prioritie s , growt h i n itiati v e s , and clinical excellen c e across the s y st em of care i n A rizona . Part n er with p hy s icia n leader s hip to s upport implementation of clinical p olicie s , operat i onal s tandard s , and evidenc e -ba s ed practice s that p romote con s istent, h ig h -quality care d elive r y acro ss the s y s tem of care w i t h in the ambulatory foot p rint . Advise executi v e lead e r s hip regar d ing h ealthcare trend s , p hy s icia n p ractice s trategy, operational risk s , reimbur s eme n t cha n ge s , and legislative or regulatory d evelo p ment s impacting ambulatory and phy s icia n practice operation s . En s ure effective all o catio n of fina n cial resource s to s upport p hy s icia n p ractice growt h , clinical exce l len c e, p atient access, provider productivity, and operational ef f iciency . Provide leader s hip and over s ight to p hy s icia n p ractice administrati v e teams, i n clu d ing administrati v e leader s and providers supporting the orga n ization's overall operation s . Lead operational improve m ent initiati v e s focu s ed on p hy s icia n p ractice ef f iciency, p atient acce ss , workflow optimization, throughput , and fina n cial p erforma n ce acro ss the s y s tem of care . In collaboration with re s earch administration, over s ee administrati v e coordinatio n related to aca d emic, re s earch, and compensation activitie s i n volving p hy s icia ns a n d APP s . Lead administrati v e coordinatio n and operational s upport related to p hy s icia n agreeme n t s , external co n tract s , and v endor part n er s hip s in collaboration with the Off i ce of the Gen e ra l Coun s el . Part n er on p hy s icia n and APP recruit m ent, onboarding, retention, and workforce p la n ning initiati v e s with p hy s ician s and S r. Director of Provider R ecrui t m ent a n d N etwork Growth . Executive Leadership a n d Stakeholder Engagemen t Regularly enga g e with the Se n ior Leader s hip Team (ELT) of AZ Market to p rovide s trategic u pdate s regar d ing physician practice p erfo rma n ce, operat i onal risk s , growt h opport u nitie s , i n du s try trend s . Develo p and maintain s trategic relatio ns hip s with p hy s icia n lea d er s , aca d emic part n er s , allia n ce s takeholder s , and releva n t profe ss io n al orga n ization s to a d va n ce operational excelle n ce and p hy s icia n p ractice i n itiative s . Prepare e x ecuti v e- l evel r eport s , d a s hboard s , analy s e s , and s trategic u pdate s for executi v e leader s hip and governing b odie s regar d ing p hy s icia n p erfo rma n ce and i n itiati v e s . Financial Performance and P & L Ownership Own the ambulatory P&L. Deliver budgeted volume, revenue, and contribution margin across the clinic network and ambulatory surgical operations, with accountability at the regional and sire level. Manage ca s e mix and p a y er mix. Part n er with p hy s icia n l e a d er s hip and revenue cycle to u nder s tand mix d river s , protect margin on h ig h -val u e s ervice l ine s and addre ss unfavorabletrend s b efore they compound . Control labor co s t. Es ta b lish productivity s tandard s b y s ite and role, ma n age worked h ou r s p er enco u nter and p er ca s e, and eliminate s tr u ctural relia n ce o n overtime, p remi um p a y , and agency s taffing . Over s ee s upply c h ai n cost per ca s e with out p atient centres through s tandardization, vendor compliance, and physician -part n ered u tilization review . Explain v aria n ce credibly. Present mont h ly operating results to the Market CEO with a d e f en s ible account of d rive r -level variance and a corre s ponding corrective p la n . Growth Build a n d maintain a d efen s ible v iew of a mbulatory v olume lea v ing the n etwork b y s ervice line, re f erral s ource, geo g raphy, a n d p a y er. Clo s e the gap. De s ign a n d ex e cute conver s io n s trategie s that s upport our a n cillar y s ervice s i n coordinatio n with the VP of Ancillar y Service s . Own re f erral operation s . En s ure re f erral intake, triage, and s cheduling proce ss e s convert dema n d rather t h a n d is s ipate it; elimina t e frictio n that d rive s p atient s out of n etwork . Support s ervice line expa ns io n . Provide operational rea d ine ss for new s ites, n ew p rovider s , and expanded outpatient service of f erings, i n clu d ing v a s cular a n d i n terventional program s . Part n er on p rovider onboarding. Work with Provider Recru i tment a n d Operation s to en s ure n ew p rovider s reac h p roductive volume within d efi n ed ramp e xpectation s . Clinic Operations, Access, and Throughput Standardize t h e operating model. Es tablish con s istent workflows, s taffing models, h our s of operation, and p erforma n ce s tandard s acro s s all clinic s ites while acco m modating legit i mate s pecialt y v ariatio n . Govern template s and s chedule s . Own p rovider template g overna n ce, appointment s upply, and u tilization of available capacity ; hold s ites accountable for t e mplate i n tegrit y . Improve acce ss . Reduce ne w patient lea d time and third n ext available appointment me t rics; expa n d ef f ective capacit y without proportional co s t increa s e . Addre ss capacit y con s traint s . Part n er with the VP of A n cill a ry Service s on imaging capaci t y limitation s that constrain clinic throughput and d own s tream co n ver s io n . Manage facilities and readiness. En s ure s ites are operationally s ound, appropriately equipped, compliant, and p repared for volume growt h . Ambulatory Surgical Operations Drive b lock u tilization. Impl e ment block allocatio n , relea se , and reallocatio n governa n ce at Elevatio n S u rgery Centre with transparent reporti n g to p hy s ician s takeholder s . Stabilize anesthesiaco v erage . Own the operational relatio ns hip with anesthesia part n er s , en s uring coverage reliability, schedule alignment, and re s olution of recurring s ervice co n s traint s . Protect schedule i n tegrit y . I m prove firs t case o n -ti m e s tart s , reduce s am e -da y cance l latio ns and t u r #J-18808-Ljbffr The CORE Institute