VP Hospital Medicine Physician Officer THPG

Texas Health Physicians Group features an extensive network of primary care physicians and support staff united in a common goal : keeping you healthy, happy and fully immersed in life. We practice evidence-based medicine, with an emphasis on prevention and education to empower you to take charge of your health. With more than 1,000 providers and other medical professionals in over 300 locations, our highly skilled team covers the full range of health needs you may face. From primary care medicine to OB / GYN, cardiology and hospice care, we are dedicated to serving you and your family throughout a lifetime of changing medical needs.

The role of Vice President Hospital Medicine THPG is a physician leadership position that oversees, manages, and is held accountable to the overall value of THPG hospitalists and post-acute program. This includes oversight of clinical excellence related to quality outcomes, safety, and patient experience, along with financial stewardship across the service line. Ideally with a solid understanding of clinical quality outcomes and care coordination, this person will lead the team toward creation of clinical and operational pathways that contribute to the overall quality of care within our hospitals. This includes standardization of reliable clinical pathways and monitoring of appropriate utilization management. This position will closely coordinate with relevant THPG and THR leaders to ensure alignment and execution of THR’s overall strategic initiatives. The position is primarily responsible for providers that operate in a facility setting. This position reports directly to the THPG Chief Medical and Quality Officer / Chief Quality Officer Hospital Channel.

Essential Functions :

• Develop robust and evidence based clinical pathways that support and drive improvement in clinical quality outcomes. This includes, but not limited to, creating a data driven approach toward evidence-based pathways that also account for healthcare over-utilization. Incorporating clinical acumen to develop strategies specific to the connection point of clinical medicine and maintaining appropriate cost of care. This work will tie into the THR overall strategy as it aligns with all government, payor, and regulatory requirements. In doing so, understanding clinical appropriateness on behalf of our consumer is critical.
• Strategic planning, program management and implementation : Establish service, clinic, or provider-related strategic priorities and goals, and oversee planning, pilots, implementation, and monitoring of strategic initiatives to meet strategic priorities and goals (e.g., workforce planning, service line alignment with entity strategy). Oversee ACO programs facing Hospitalist and Post-Acute setting and implementation of quality, care coordination and performance improvement initiatives.
• Organizational coordination : Interface with THPG / TH leaders to understand and align on initiatives impacting Hospitalist and Post-Acute services (e.g., hospital presidents, TH leads focused on service line development); coordinate with other VP of specialty and primary care operations to ensure alignment on overall strategic priorities, goals, and initiatives and standardization across regions. Communicate with hospital presidents, TH leads focused on service line development, or other leaders to remove roadblocks. Coordinate with VP of Integration and Deployment to align on goals, requirements, etc. for new initiatives and monitor implementation in assigned clinics.
• Be the clinical voice and presence to create solid relationships with post-acute Medical Directors as well as each hospital Chief Medical Officer, Chief Nursing Officer, and Quality Directors. Finding common ground from a clinical and operational perspective is essential.
• As a physician leader, listening to understand the physician and stakeholder points of view to create reasonable decisions regarding clinical operational design and deployment from both THPG and THR. Oversight of staffing and productivity to ensure success in quality, safety, patient experience outcomes, as well as physician experience outcomes. Attention to service line physician burn out and maintaining the overall value for an individual hospitalist provider and service line is important to ensure retention of workforce.
• Financial metric and budget management : Review financial performance; ensure provider compensation stay competitive for medical community based on national and local benchmarking data; make recommendations for provider compensation changes per budget cycle. Guide and oversee capital and operating budget development. Monitor performance against budgets. Review / approve budget with Finance.
• Workforce – provider / staff relationships and development : Resolve escalated physician performance management issues, contracting issues, etc. Oversee continuing education.
• KPI tracking and management : Oversee KPI performance, identifying gaps / risks and resolving.
• Keep in tune with the overall “health” of the service including promoting Well Being initiatives, Professionalism, and monitoring the overall physician experience of working within THPG.