Executive Director Finance, Vanderbilt Clarksville Hospital

Vanderbilt University Medical Center•Clarksville, TN

4d•Onsite

About The Position

Vanderbilt Health - Executive Search Team is conducting a search for an on-site Executive Director of Finance at our newly acquired Vanderbilt Clarksville Hospital facility. The Executive Director of Finance is a key member of the facility's Senior Leadership team and serves a leading role in ensuring the accuracy of all accounting, budgetary, and financial planning activities within the hospital organization. This position reports directly to the Vice President of Finance for Regional Hospitals but has significant dotted-line responsibilities to the President at Vanderbilt Clarksville Hospital and will be actively involved in the day-to-day financial management of operations at the facility. The ideal person for this role will be someone that can work collaboratively with all stakeholders and identify opportunities for financial optimization within the organization that aligns with the clinical mission of Vanderbilt Health.

Requirements

Bachelor’s Degree
5 years of relevant experience with progressive responsibility in healthcare finance.

Nice To Haves

MBA or advanced schooling
10 years of relevant experience in healthcare finance.
CPA
CTP
CFP

Responsibilities

Direct supervision of hospital finance staff and other select operational departments at the discretion of the facility President, with dotted-line responsibilities to centralized Revenue Cycle, Purchasing, and Accounting teams.
Ownership of the preparation process for all budget, forecast, and long-range planning efforts for the facility, ensuring the accuracy of all future facility projections based on knowledge of current-state facility financial trends.
Preparation of month-end close explanations for financial and operational leadership and active involvement in the close process to ensure that stated expenses match realized revenues in the closed period.
Validation of statistical data reporting for the facility through deep knowledge of facility financial operations on a day-to-day basis.
Use facility costing data to analyze key service lines and offer suggestions to the hospital President and facility leadership as to ways to focus on service lines that generate higher margins and deprioritize service lines with smaller or negative margins where appropriate.
Serve as a resource to assist with processes and operational workflows in key hospital areas (including, but not limited to, Admitting/Scheduling, Materials Management, and Case Management/Utilization Management), with the goal being the identification of key tactics for metric improvement and cost savings (ex. reduction of avoidable days using case-mix adjusted length of stay as a guiding metric, avoidance of purchase of non-contracted supply items at higher costs, identification of process bottlenecks in front-end Revenue Cycle processes leading to denied claims).
Serve as the primary facility expert on productivity and position management to point out opportunities for staffing optimization and cost savings, using benchmark data to make data-driven decisions about the appropriateness of departmental staffing.
Work collaboratively with facility managers/directors to help them financially understand their departments while pointing out opportunities for more optimal management of financial performance when warranted.
General oversight of hospital day-to-day expense purchases to ensure fiscal responsibility and that items purchased are for true facility needs.
Manage the capital procurement process at the facility level to ensure adherence to routine capital budgets and that the items purchased are aligned with key hospital initiatives (whether those be margin growth, patient safety, patient satisfaction, etc.).
Ensure timely and accurate reporting of all financial data to all external agencies (ex. Joint Annual Reporting to the state of TN, synthesizing data for Medicare Cost Reports).
Work with centralized Revenue Cycle teams to identify back-end collection issues stemming from front-end process issues and suggest opportunities for potential revenue optimization/increased cash collections.
Work collaboratively with all key internal stakeholders (ex. audit) to ensure process compliance with all federal and state regulations.