Chief Finance Officer

Organization Summary

Community Care Cooperative (C3) is a 501(c)(3) non‑profit multi‑service organization governed by Federally Qualified Health Centers (FQHCs). Our mission is to leverage the collective strengths of FQHCs to improve the health and wellness of the people we serve. We fulfill two primary business functions for the FQHCs we work with: an FQHC‑led accountable care organization (ACO) and a Management Services Organization (MSO).

As an ACO, we negotiate value‑based payor contracts on behalf of our FQHCs, hold and operate those contracts (including many compliance, financial management, and population health management functions), and maximize the return to FQHCs of any incentive dollars earned. We are the largest Medicaid ACO in Massachusetts and operate a variety of business offerings nationwide. As an MSO, we provide several financial, operational, and technological services to groups of FQHCs, including Epic EHR licensing and implementation;

pharmacy operations consulting as well as the building and direct operation of on‑site retail pharmacies; billing and credentialing; employer‑sponsored insurance; and other services. We are a fast‑growing, dynamic organization developing new partnerships and programs to improve the health of members and communities, and to strengthen our health center partners. We have won “Best Places to Work” recognition from the Boston Globe for the last several years.

Boston (Hybrid)

The Chief Financial Officer (CFO) has primary responsibility for ensuring the financial success of the organization and sustainability under adverse conditions. As a member of the executive team, the CFO works collaboratively to support the vision and mission of the organization, participates in the development and implementation of the mission, vision, and values, stewarding the organization’s strategic plan, and serves as an organizational leader supporting all of the organization’s strategic goals.

• Leads actuarial work to understand, monitor, and recommend action with respect to ACO performance on total cost of care (claim cost)
• The CFO works with a dedicated contracted/partnered actuarial resource, and as appropriate with other actuaries (e.g. EOHHS’s actuary Mercer)
  • Drills down on cost and utilization concerns as needed to diagnose issues, identify potential solutions, and develop action plans
• Develops, explains, reports on, and ensures accountability for funds flow to and from the organization and member health centers, including DSRIP funding, other administrative payments, and performance payments resulting from the ACO’s Internal Financial Architecture (IFA)
• The CFO forecasts and explains the potential implications of changes in administrative funding availability and total cost of care performance on operations
• Leads analysis of the impact of potential changes in the IFA and member health center risk tier elections on enterprise risk and regulatory compliance
• Collaborates with health center CFOs on other issues related to the overall success of health centers
• Leads budgeting, forecasting, reporting, and analytics process, and supports planning and execution of all aspects of ACO operations from a finance perspective
  • This includes an annual budgeting process for the administrative functions of the ACO, and annual (and more often as needed) analysis and planning around initiatives to reduce total cost of care or improve quality scores. This also includes monthly monitoring of administrative spending against the Board‑approved administrative budget
• Ensures regulatory compliance in all tax and finance‑related matters, including C3’s 501(c)(3) status and 990 filing, Risk‑Bearing Provider Organization (RBPO) certificate, HPC ACO certification requirements, and EOHHS contractually required repayment mechanism. This also includes developing and maintaining an appropriate capital structure, including procurement of insurance to adequately protect against adverse performance on total cost of care
• Manages all performance‑based contracts—including the performance of any and all of the company’s contracted vendors/partners—working with other members…