PATIENT SVCS MGR AMBULATORY

Overview
To be part of our organization, every employee should understand and share in the YNHHS Vision, support our Mission, and live our Values. These values—integrity, patient-centered, respect, accountability, and compassion—must guide what we do, as individuals and professionals, every day.

The Ambulatory Patient Services Manager in partnership with the Medical Director (s) is responsible and accountable for oversight of outpatient practice (s), hospital sites ensuring achievement of YNHH strategic objectives and mission in the related patient service line (Pediatrics, Medicine, etc), teaching, research, and community service. The Ambulatory Patient Service Managers structure their activities to anticipate and respond to the impact of governmental and commercial carriers, including managed care and other market forces on health care delivery. They ensure that their unit (s) demonstrate superior outcomes, provide seamless high quality and efficient delivery of care, and maintain competitive cost structures. The Patient Services
Manager serves as the direct link between hospital strategies and the staff on the patient care team.

Patient and family centered care (PFCC) at YNHH is demonstrated by working with patients and their families
based on the 4 principles of PFCC: participation, dignity and respect, information sharing, and collaboration. This
includes providing service excellence by creating a great "First Impression" by demonstrating exemplary customer
service skills for all customer groups including patients, families/friends, physicians, staff and support department
personnel.

Adheres to the "I Am YNHH" service excellence pledge and promotes a positive work environment.

EEO/AA/Disability/Veteran

Responsibilities

  • 1. The Patient Services Manager is specifically responsible to:
    1. Ensure that desired clinical outcomes are achieved through cost effective and efficient processes.
    2. Achieve seamless delivery of service by appropriately involving colleagues, physicians, other
    customers, and staff to ensure commitment, communication and cross-functional linkage.
    3. Collaborate in developing and implementing processes which achieve strategically relevant quality
    outcomes in specific functional area (s)
    4. Oversee and develop systems to ensure accountability for operations and managerial effectiveness.
    5. Articulate unit vision, utilizing resources to ensure staff commitment to strategic and unit
    objectives.
    6. Develop a team of highly skilled professionals who are effectively utilized.
    7. Provide leadership and accomplish objectives through innovation.
  • 2. UNIT OBJECTIVES
    1Collaborates with division/ unit leadership to design, develop, and implement clinically and fiscally responsive program philosophies, goals, and objectives.
    2Ensures continuous quality improvement forms a basis for unit/program activity.
    3 Formulates recommendations for programmatic change based on trends (market demands, research, and changes in clinical practice)
    4Establishes systems/processes that ensure effective unit/program operation.
    5Ensures establishment of evidence-based practice standards for all team members.
    6Develops, administers, and communicates practices and procedures that are consistent with institutional policies and strategies.
    7Understands, communicates all relevant regulatory standards to staff, ensuring that standards are met or exceeded.
    8Establishes systems to ensure effective utilization and availability of equipment and supplies.
    9Adherence to safety initiatives and maintenance of safe work environment for patients and staff (in absence of a Safety Nurse resource).
    10Offsite locations: ensures that safety policy and procedure policies for site are developed, communicated to staff, and meet regulatory standards. Include collaboration with building managers and YNHH offsite management team, and applicable YNHH departments.
    11Accountable for development and implementation of emergency management contingency plans for patient care management in times of facilities' closure due to weather, physical plant failure, etc.
  • 3. FISCAL MANAGEMENT
    1. Develops and manages a unit budget to ensure the delivery of cost-effective, quality care.
    2 Participates in financial forecasting and planning along with other members of the management team.
    3 Develops comprehensive analysis for financial and programmatic recommendations for division
    leadership utilizing consistent tools for resource analysis.
    4 Communicates comprehensive rationale for financial decisions and determines level of understanding amount staff and physicians.
    5 Evaluates the unit/program's operation for potential implementation of cost effective changes.
    6 Implements approved changes and monitors data for cost savings and customer satisfaction.
    7 Ensures that required resources are available (e.g. staff, technology) to meet unit/program priorities
    and reflect staff and physician input
    8 Facilitates staff, physician, and other health care provider compliance with financial decisions.
  • 4. HUMAN RESOURCE MANAGEMENT
    1. Provides vision and leadership to staff in a collaborative environment that offers job satisfaction, recognition, and stimulates innovative thinking to accomplish goals and objectives.
    2. Holds unit leadership and staff accountable for achieving high levels of performance consistent with evidence-based practice.
    3. Implements and actively supports the integration of change through open communication and use of change management skills.
    4. Ensures systems are established to manage the on-going development of staff and leadership talent.
    5.Ensures that systems/processes are in place for the recruitment and retention of adequate and appropriate human resources to meet patient, regulatory, fiscal, and developmental requirements for the unit/program.
    6. Ensures that all staff understand their roles in accomplishing unit, divisional, and strategic objectives.
    7,Ensures effective internal and cross-functional team functioning of unit leadership and staff.
    8, Accountable for staff education, including oversight of unit orientation, and annual competencies
  • 5. ORGANIZATIONAL LEADERSHIP
    1. Promotes the organization to all customers by interpreting and communicating Yale New Haven's mission and values, acting as a loyal, supportive, and informed spokesperson for the unit/program,division, and Hospital.
    2.Identifies and communicates opportunities for collaboration
    3.Participates in implementing strategic efforts by influencing unit leadership and championing projects within the unit/program, allocating resources, and utilizing project management skills.
    4.Facilitates inter-and intra-unit problem resolution and actively serves on committees for problemsolving.
    5. Collaborates with other internal professionals to define, reduce, and eliminate barriers within the system which may negatively impact patient care.
    6. Facilitates and/or actively participates in and contributes to meetings and organizational initiatives with division leadership and management.
    7. Leads unit-centered interdisciplinary initiatives.
    8. Promotes visibility of unit leadership throughout the organization.
    9. Participates in relevant community programs, health care agencies, charities, and professional organizations as a representative of the institution as appropriate.
    10. Takes responsibility for identifying areas for self-development and actively seeks opportunities and resources to meet developmental objectives.
    11. Takes responsibility for providing a positive learning environment for students working
  • 6. CUSTOMER SATISFACTION
    1. Develops customer relations' standards reflecting excellence consistent with Hospital policy for internal/external customers in collaboration with unit leadership and appropriate departments.
    2. Ensures that all staff are held accountable
    3. Ensures that unit leadership effectively models and upholds a customer service orientation with staff
    4. Models customer service standards and demonstrates value for all people in the work environment.
    5. Ensures that confidentiality of patient, staff, and appropriate management data is maintained.
  • 7. OUTCOMES MANAGEMENT
    1. Identifies and analyzes trends in customer service/satisfaction and provides leadership in resolving any negative trends.
    2. In conjunction with division leadership, establishes and manages a process for monitoring and controlling staff turnover by unit, title, and type.
    3. In collaboration with service line Quality and Safety administrator, Develops and implements processes to collect relevant clinical indicator data which serves as a
    reliable proxy for clinical effectiveness and quality of care.
    4. In conjunction with division leadership, develops and implements processes to collect satisfaction data
    from patients and physicians.
    5. Identifies and analyzes trends in satisfaction, quality outcomes, and practice excellence using data systematically to guide change in unit/program practices.
    6. Implements and measures YNHH, Nursing, Divisional or Service Line outcomes and practice standards as well as School of Medicine/Residency requirements
  • 8. KEY INTERFACES
    1.The Patient Services Manager interacts primarily with the following external interfaces. 1. Patients 2.Families 3. Providers: Physicians, Fellows, Residents, APRN/Midwifery Student, Physician Assistant.
    2. The Patient Services Managers interact secondarily with the following external interfaces: 1.
    Professional Counterparts 2. Vendors/Suppliers 3.Referral and Contractual Sources,
    3. In addition, in selected positions the Patient Services Manager also interacts with the following
    external interfaces: 1.General Public 2.Educational Institutions 3.Regulatory Agencies
    4.The Patient Services Manager interacts primarily with the following internal interfaces: 1. Other Patient Services Managers and Divisional Leadership 2.Medical Directors of Assigned Functional Area 3. Hospital Managers 4.Fellow coworkers of direct functional area, 5. Staff from ancillary support departments 6.Division Executive 7. Administrative Officers
    5.The Patient Services Manager interacts secondarily with the following internal interfaces: 1.
    Non-Division Directors 2. Corporation Directors/Managers 3. Clinical Advisors 4. Other Hospital Staff
  • 9. DECISION MAKING AUTHORITY
    1. Patient Services Managers have the authority to formulate and execute unit/program vision, goals, and plans consistent with Hospital strategies and policy. They determine whether needed resources have been committed and facilitate the acquisition of additional resource were indicated.
    2. They have the authority to advocate change in processes and systems to facilitate optimal health care delivery.
    3. They facilitate the resolution of staff, patient, and physician issues within agreed upon financial and regulatory limits. Patient Services Managers monitor and enforce policy as well as recommended changes to Patient Services Executives. They coach, monitor, and document staff performance and make recommendations for compensation and promotion.
    4. They represent Yale-New Haven Medical Center and the program they manage within the Hospital and in the larger external community

Qualifications

EDUCATION


Baccalaureate Degree in Nursing required. Masters Degree preferred.


EXPERIENCE


Five (5) to six (6) years experience including clinical practice experience and two (2) to three (3) years of demonstrated leadership/ supervisory/ management experience required. Ambulatory experience preferred.


LICENSURE


Current Connecticut State RN Nursing licensure and/or eligibility for Connecticut state RN licensure required. Nursing Leader Ceritification
perferred.


SPECIAL SKILLS


Demonstrated ability to direct a diverse work force in a fast paced ambulatory care environment. May be accountable for more than one site/location.

Demonstrated ability to manage multiple priorities. Excellent communication skills. Knowledge of and proficient in
the operation and use of computer-based information systems, to facilitate all aspects of care delivery .

Knowledgeable in budgeting and financing of operational units (salaried and non-salaried).

Knowledgeable of Quality Improvement processes, and capable of implementing concepts. Demonstrated ability to implement and support change required.


PHYSICAL DEMAND


Twenty-four hour a day accountability for all operational aspects. (On call systems for patient call/care) Exposure to biohazards blood and body fluids. Prolonged standing, walking, and lifting required.



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