Vice President, Clinical Services Primary Care

Vice President, Clinical Services Primary Care

Job Locations: US-KY-LOUISVILLE

Our Company

Abode Care Partners

Overview

The Vice President, Clinical Services (VP) reports to the Chief Medical Officer and serves as a senior physician executive responsible for clinical leadership and provider performance across Abode Care Partners. The VP directly leads the Regional Medical Directors and, through the medical leadership structure, provides clinical oversight and accountability across Regional Clinical Directors, physicians, and advanced practice providers (APPs).

Working in lockstep with the Vice President of Operations and Vice President of Business Development, the VP is accountable for ensuring that clinical strategy translates into consistent execution across markets, facilities, and service lines. Key accountabilities include provider productivity, quality and clinical outcomes, avoidable hospitalizations and readmissions, clinical drivers of total cost of care and medical loss ratio (MLR), documentation performance, and patient and provider experience.

The VP provides enterprise physician leadership across primary care and specialty services, including skilled nursing and assisted living care, home-based care, telehealth, behavioral health, specialty programs, and on‑call services. A major focus is strengthening complex care management, including reliable identification of high‑risk patients, proactive chronic disease management, timely post‑hospital follow‑up, interdisciplinary review, and escalation pathways that prioritize treatment in place and appropriate specialist involvement when clinically indicated. The VP may maintain an active clinical practice of up to 20‑40% of total effort, based on organizational needs, to remain directly engaged in patient care and inform clinical leadership, practice design, and continuous improvement.

Responsibilities

Physician Leadership & Provider Performance

Directly manage, coach, and develop Regional Medical Directors and establish clear expectations for clinical leadership, provider management, regional execution, and performance.

• Maintain a consistent leadership cadence, including regular one‑on‑one meetings, performance reviews, clinical leadership meetings, and follow‑up on improvement plans.
• Establish and oversee provider performance expectations across the organization, including productivity, quality and clinical outcomes, avoidable hospitalizations and readmissions, documentation performance, patient experience, and provider experience.
• Use provider-, market-, and regional‑level data to identify variation and outliers, establish corrective action plans, and hold physician leaders accountable for measurable improvement.
• Develop physician leadership capability and succession plans for Regional Medical Directors and other emerging clinical leaders.

Clinical Standards, Quality & Model of Care

• Lead development, implementation, and continuous refinement of the Abode Care Partners Model of Care, clinical standards, protocols, policies, procedures, clinical pathways, and EMR‑enabled clinical and process workflows.
• Promote evidence‑based medicine, sound medical decision‑making, patient safety, and consistent standards across primary care, specialty care, telehealth, behavioral health, on‑call services, and post‑acute settings.
• Ensure clinical standards support appropriate visit frequency, care intensity, and timely follow‑up - particularly after hospitalization or other transitions of care - while promoting efficient use of provider time based on patient acuity and cli
• Reinforce exectations for timely note closure, complete and accurate documentation, and accurate diagnosis documentation and coding consistent with clinical accuracy and compliance.

Value‑Based Care & Population Health

• Provide physician leadership for the clinical components of ACO, Medicare Advantage, I‑SNP, shared‑savings, risk‑bearing, and other value‑based arrangements, including clinical support of the Abilis I‑SNP plan as appropriate.
• Prioritize complex care management for frail and medically complex patients, with a focus on reliable high‑risk identification, proactive chronic disease management, timely transitions of care including prompt post‑hospital visits, avoidable hospitalization and readmission reduction, and HEDIS/Star and other quality gap closure.
• Promote appropriate identification and enrollment of eligible patients in Chronic Care Management