Chief Financial Officer presso David Raines Community Health Centers

David Raines Community Health Centers is looking for passionate, qualified applicants to join our team! 

The Chief Financial Officer is an executive level manager responsible for the overall direction, management, and development of the organization's financial operations, including the fiscal and clinical information systems. The CFO directly supervises the finance/accounting, billing/collections, and IT department's staff. Oversee all fiscal and fiduciary responsibilities for the health center in conjunction with the Board of Directors and the CEO. The Chief Financial Officer reports directly to the Chief Executive Officer (CEO).

Duties & Responsibilities:

A.  Accounting & Finance Operations 

1. Ensure that finance operations, policies and procedures are consistent with generally accepted accounting principles and are aligned with all federal, state, private and certifica­tion board regulations. 
2. Ensure the development and effective management of accurate and efficient systems and processes for the health center’s finance functions (e.g., planning, budgeting, forecasting, accounting, billing, credit/collections, grants administration and reporting and decision support of financial and operational outcomes). 
3. Ensure the health center’s capital budget and resources are strategically aligned and effec­tively managed. 
4. Ensure that financial and administrative operations are continuously aligned. 
5. Utilize generally accepted financial tools and systems (including internal controls) to gen­erate/analyze data for successful safeguarding of health center assets. 
6. Ensure timely, accurate, and (as appropriate) broadly distributed fiscal reporting as required for internal/external business communications, decision making and financial management. 
7. Investigate, conduct financial analyses, and make recommendations to help guide deci­sion-making re: health center initiatives with major financial components or consequences [e.g., Federal 340B drug program; Federal Torts Claims Act (FTCA) liability protection program; and/or new/alternative organizational models and opportunities, such as mergers/ acquisitions, major expansion, financing alternatives, etc.]. 
8. Manage receivables (outside of patient A/R), banking, cash, and investments by optimizing bank and deposit relationships and initiating appropriate strategies to enhance cash posi­tion/cash flow. 
9. From a finance perspective, and in conjunction with Human Resources (HR), support the identification of optimal staffing models, compensation & benefits, and payroll, including providers. 
10. Direct the purchasing functions (e.g., contract solicitation and maintenance, vendor selec­tion, organization policies and procedures, etc.). 
11. Oversee financial and pension audits including compliance with all applicable laws and reporting requirements and correspondence with external auditor and state/federal agencies. 

B. Grant Management

1. Ensure timely and successful completion of financial components of health center grant applications, including Section 330 funding. 
2. Appropriately track and monitor all private donor contributions (individual/corporate/pri­vate foundation/other). 
3. Ensure financial compliance with all grant requirements (including Section 330) and Health Resources and Services Administration (HRSA) mandates. 
4. Ensure complete, accurate and timely payer billing and grant drawdowns/reimbursement to enable sufficient cash flow for ongoing health center activities. 

C. Health Information Technology

1. In collaboration with the Information Technology (IT) department, lead Health Information Technology (HIT) and financial management systems development/selection & implemen­tation for accounting, billing, reporting and decision support. 
2. Ensure interoperability between/among technologies, to optimize financial results. 
3. Know and appropriately utilize Electronic Health Records (EHRs), Personal Health Records (PHRs), Practice Management Software (PMSs) and other technologies as appropriate for financial operations and reimbursement. 
4. Ensure that IT infrastructure and staffing optimally support health center operations from a financial perspective. 
5. Demonstrate understanding of and ability to effectively manage and utilize necessary office technologies and software (communications, array/analysis, presentation, etc.). 

D. Organizational Leadership & Effectiveness

1. Advocate for the health center mission, values, and culture. 
2. Model appropriate behaviors and expect others to adhere to all health center policies, procedures, regulations, and laws (moral leadership). 
3. Lead the development and alignment of the financial components of the health center’s strategic plan. 
4. Identify learning needs and advocate for training and technical support to properly imple­ment financial policies and procedures; continuously educate executives/management and empower them to inform, train and support all staff members. 
5. Advocate for genuine diversity and appropriate inclusion within the Board of Directors, staff, health center-related community groups and vendors. 
6. Model and promote sensitivity to diverse cultures, behaviors and illness perspectives of patients, families, and health center staff. 
7. Maintain strong, positive, and mutually supportive relationships with the health center’s Board of Directors, leadership, and staff. 
8. Understand and manage the unique dynamics of the health center model and their impacts on the effectiveness of the finance function and CFO role. 
9. Maintain and utilize knowledge of current trends and information in health care (including regulations and reimbursement), the health center movement and Financial Planning and Management in daily decision-making and information sharing. 
10. Identify health center opportunities continuously through active participation in industry networks.

E. Professionalism, Personal Integrity & Effectiveness

1. Demonstrate commitment to the highest standards of ethical responsibility, credibility, and trustworthiness. 
2. Proactively and continually assess personal strengths/challenges and manage learning and guidance needs (e.g., participate in structured self-assessments and education, seek feedback and guidance and lifelong learning, etc.). 
3. Maintain knowledge of current trends and information in health care, the health center movement and Financial Planning and Management. 
4. Seek engagement in local, state, national and international opportunities for profes­sional development and health center movement advocacy. 
5. Communicate and listen effectively. 
6. Lead and/or participate in collaborative group projects with good outcomes. 
7. Maintain work-life balance and personal health. 

F. Quality Management/Improvement

1. Ensure utilization of proven quality tools and techniques to foster continual improvement in financial management (measurement, guidelines analysis, PDSA cycles, benchmarking, LEAN Management, etc.) while actively participating (self and finance team) in the health center’s Quality Management program. 
2. Ensure regulatory, reimbursement, accreditation (e.g., JCAHO) and other quality reporting and compliance requirements are met. 
3. Ensure center compliance with financial aspects of ongoing accreditation and Patient Centered Medical Home (PCMH) recognition. 
4. Maintain awareness, consideration, and integration of Quadruple Aim objectives in all quality initiatives. 
5. Evaluate the finance department structure, policies, processes, and organizational impact for continual improvement of the efficiency and effectiveness of the group and provide opportunities for professional growth of individuals. 

G. Reimbursement & Revenue Cycle

1. Guide health center staff in understanding critical revenue cycle/reimbursement mecha­nisms and issues. 
2. Negotiate and monitor payer contracts to include optimizing rates, building revenue, meeting agreed upon reimbursement and adhering to policies. 
3. Help guide investigation, analysis, and decision-making regarding alternative reimbursement models (e.g., Accountable Care Organization (ACO)/value-based models, risk-based reimbursement, etc.). 
4. Ensure that the health center successfully addresses state Medicaid and Federal Medicare Federally Qualified Health Center (FQHC) Prospective Payment System (PPS) reimbursement rate issues and optimizes related rates. 
5. Assure processes are in place to educate/inform the optimization of the revenue cycle within the context of the reimbursement method for all administrative and clinical functions that contribute to the capture, management, and collection of patient service revenue. 
6. Identify key performance indicators showing the strengths and weaknesses of the organization.

H. Risk Management

1. Lead finance and accounting-related risk management activities and Enterprise Risk Man­agement (ERM) program. 
2. Establish and/or measure finance and operating compliance with all internal policies and practices, as well as local, state, and federal laws and regulations. 
3. Ensure finance team successfully adopts ongoing risk management awareness and approaches. 
4. Negotiate and oversee managed care, risk-based and accountable care organization contracting. 
5. Oversee Medicaid Integrity Program, contractors, and recovery audit contractors. 

I. Stakeholder Advocacy & Collaboration

1. Cultivate and maintain strategic external relationships [including, but not limited to fed­eral/HRSA, state and local regulatory agencies; Primary Care Associations (PCAs); National Professional Organizations; Chambers of Commerce; Vendors; Grantors/Funders/Bankers/ Lenders; Auditors; Insurance (Liability, Health, etc.) and others as needed]. 
2. Help generate mutually beneficial partnerships and collaborations with internal team members and external stakeholders sharing common financial objectives. 
3. Continuously advocate for the health center and its community role with appropriate external entities. 
4. Guide finance team in learning about and taking an active role in community mobilization around health care reform and related issues. 
5. Advocate for the health center and the health center movement with lawmakers and other agency/association/cause leaders (local, state and national). 
6. Prepare and communicate business reports to support stakeholder understanding and decision making. 

J. Strategy & Innovation

1. Demonstrate business acumen and creativity in strategic finance and budget planning. 
2. Identify and evaluate a range of strategic options for funding operations and capital devel­opment, enabling and executing the strategic plan. 
3. Adopt and apply innovative methods and technologies to implement strategy and manage change. 
4. Contribute relevant healthcare environment trends, threats, risks & opportunities to devel­oping and existing projects/ventures. 
5. Strive to maintain both a big picture and detailed systems orientation.

K. Team Growth, Development and Engagement

1. Hire, orient, retain, develop, and ensure effective management of high-performing team members. 
2. Optimize team and individual performance in service to the health center and its mission (e.g., manage expectations; provide timely feedback and recognition; ensure individuals have the knowledge, skills, mindset, and support needed, etc.). 
3. Mentor key members of the finance team to build strong leaders for the future (including succession planning). 
4. Model and create a work environment where staff members demonstrate unconditional respect, collaboration and kindness within the finance department and health center (including all staff, Board of Directors, patients, families, and community residents). 
5. Model and coach team members to develop self-awareness, knowledge, sensitivity, respect, and openness to cultural differences. 
6. Facilitate self and team knowledge and utilization of Emotional Intelligence concepts and strategies to improve interpersonal communications and effectiveness. 
7. Lead the finance team with a transformational mindset, effectively manage change and engage the team. 
8. Model and facilitate finance team understanding and implementation of appropriate self-care/work-life balance.

Minimum Requirements:

Experience: Minimum Ten (10) years of progressive healthcare financial management experience preferred 

Education: Bachelor’s Degree Accounting or Finance. Masters Degree in Business Administration, Finance, Public Administration or Health Administration preferred. 

Preferred: Experience in FQHC; Certification: CPA preferred, but not required

Knowledge, Skills and Abilities: Demonstrated progressive leadership and supervisory experience; minimum of five (5) years relevant experience in a health care setting with solid knowledge of managed care costing and contracting processes; knowledge of fund-accounting, multiple revenue sources and consequent reporting requirements; knowledge of billing and third-party reimbursement procedures; proficient in computer-based data management applications. 

WHAT WE OFFER? We offer 11 paid holidays each year, paid time off and extended leave days, and discounted services to name a few. Eligibility for all benefits is based on position and job classification.  

WHO WE ARE? DRCHC exist to provide quality, accessible, affordable and comprehensive health care services to all. We have six center locations and seventeen school based facilities in five cities throughout Northwest Louisiana and corporate headquarters in Shreveport. DRCHC has a licensed patient pharmacy and a state approved Medicaid application center. We even offer transportation for medical and dental appointments. Our staff work as a team to ensure the mission, vision and purpose of DRCHC is achieved daily.

All applications/resumes are accepted online via www.davidraineschc.org or any of the external posting site such as Glassdoor or indeed.

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