Site: Mass General Brigham Incorporated

 

At Mass General Brigham, we know it takes a surprising range of talented professionals to advance our mission—from doctors, nurses, business people and tech experts, to dedicated researchers and systems analysts. As a not-for-profit organization, Mass General Brigham is committed to supporting patient care, research, teaching, and service to the community.  We place great value on being a diverse, equitable and inclusive organization as we aim to reflect the diversity of the patients we serve.

At Mass General Brigham, we believe a diverse set of backgrounds and lived experiences makes us stronger by challenging our assumptions with new perspectives that can drive revolutionary discoveries in medical innovations in research and patient care. Therefore, we invite and welcome applicants from traditionally underrepresented groups in healthcare — people of color, people with disabilities, LGBTQ community, and/or gender expansive, first and second-generation immigrants, veterans, and people from different socioeconomic backgrounds – to apply.

 

 

Job Summary

GENERAL SUMMARY/OVERVIEW STATEMENT:

As a not-for-profit organization, Mass General Brigham (MGB) is committed to supporting patient care, research, teaching, and service to the community by leading innovation across our system. Founded by Brigham and Women’s Hospital and Massachusetts General Hospital, MGB supports a complete continuum of care including two academic medical centers, community and specialty hospitals, a managed care organization, a physician network, community health centers, home care and other health-related entities.

The Vice President of Medicine (VP) is the lead department administrator for the Department of Medicine (DOM) for Mass General Brigham’s Academic Medical Centers (AMCs): Brigham and Women’s Hospital (BWH), Brigham and Women’s Faulkner Hospital (BWFH), Brigham and Women’s ambulatory sites, and Brigham and Women’s Physicians Organization (BWPO), Mass General Hospital (MGH), Mass General ambulatory sites, and the Mass General Physicians Organization (MGPO).

The Vice President will serve as one of the principal architects of a unified Department of Medicine across the AMCs. In doing so, the Vice President will work with the Chair and SVP to develop and execute upon a multi-year plan to horizontally integrate most activities and structures that are presently distinct across the two premier departments of medicine. This will require not only strategic acumen and interpersonal sensitivity during a time of significant change, but also the development of a strong, integrated administrative leadership team that can simultaneously support ongoing integration efforts and the day-to-day operations of a large department with broadly distributed people, ensuring the continued successful day-to-day functioning of the clinical, education, research, and community-serving activities.

The DOM is the largest academic department at both BWH and MGH – and will likely be the largest in the country when fully integrated – and supports a balanced portfolio of clinical services, biomedical research, and education. The DOM is a Harvard Medical School (HMS)-affiliated academic department with >1,900 faculty members, ~20 combined divisions plus research institutes, >500 trainees in accredited programs, nearly $695 million in annual total direct research expenditures, and annual operating revenue of >$1.15 billion dollars across both the hospital and physician organizations.

Reporting jointly to the SVP and to the Chair of DOM, the VP is ultimately accountable for the overall administrative and strategic leadership, operating results, and cost center financial performance of the applicable areas, and serves as an institutional leader across both the physicians organizations and the hospitals. The central leadership team within the DOM report directly to the VP, and most division administrators within the DOM report jointly to the VP and his/her division chief (research division administrators will report indirectly to the VP via the senior research leader within the DOM). The Vice President partners closely with leaders within the Department and its divisions, as well as leaders across MGH, BWH/BWFH, MGPO, BWPO, and MGB.

The Vice President will have accountability for managing the resources of the DOM, to meet the AMC-wide expectations of performance, MGB integration, and optimization. Due to the senior level of this position, the VP also regularly communicates with, prepares materials for, receives direction from, and provides counsel to the Chief Operating Officer and other executive leaders. The scope of this senior management role spans the AMC entities.

 

Qualifications

PRINCIPAL DUTIES AND RESPONSIBILITIES:

Leadership

In partnership with the Chair and the SVP, determines the overall vision, mission, direction, goals, and objectives of the department and the hospitals’ applicable medical services.  Directs the strategic planning process, establishes and achieves long range goals, and ensures the implementation of strategic business plans that are aligned with the hospital’s vision, strategic plans, and goals.  The VP will have specific responsibility for work required over the next several years to accomplish the goal of integrating the DOM, including, but not limited to, work in the areas of analytics, communication, human resources, finances, operations, and compensation.Identifies, evaluates, and recommends new business ventures, affiliations, and partnerships consistent with the strategic business plans and the growth and market objectives of the department, the hospitals, and the MGB system. Works with departmental and hospital leadership and the Office of General Counsel to prepare the necessary business plans and documentation. Manages the renewal of any such arrangements.Ensures healthy and collaborative administrative relationships within the department, the hospitals, and MGB system.  The Vice President acts in the best interest of the AMC-wide and MGB system outcomes, above and beyond individual interests of the department, hospitals, divisions, etc.Develops and implements policies and procedures consonant with the hospitals’ policies in the areas of clinical practice management, research management, and teaching/training. Interacts extensively with the Chair and the SVP to assess administrative and financial needs and to revise policies and procedures to meet changing needs.Evaluates, initiates, and implements various systems and procedures, and revises as necessary to maximize efficiency.  Serves as a resource for resolution of administrative questions, issues, and problems.Works with management staff and representatives from other departments to evaluate, initiate, and implement systems and procedures and revises as necessary to improve and maximize efficiency.Continuously assesses and improves the efficiency of systems and processes, and overall expense management.Works with hospital leadership to evaluate and monitor performance of the AMCs to support the delivery of services and the operational goals of cost containment, quality enhancement, developing a culture of safety, and patient experience.Develops effective, clear, and precise methods of communicating with the Chair, the SVP, and with hospital and physician leaders, clinical faculty, and staff on a regular basis.Keep current regarding trends and developments in the health care field, particularly when they pertain to strategic planning, analytic and decision support tools, financial trends, evolving technologies and programs.Serve as a representative of the organization if/as requested.

Clinical Management

Under the direction of the Chair and SVP, and in partnership with hospital clinical leadership and the DOM clinical vice chairs and council, oversees, or partners with hospital in the overall leadership of, the department’s ambulatory specialty clinics, primary care practices, inpatient services (including the hospitalist program), and procedural services.Reviews the ongoing management of applicable medical services, discusses and resolves any administrative problems that arise, and directs the planning of improvements in existing clinical services.In collaboration with interdisciplinary hospital, physician, and nursing leaders, oversees and/or supports the development and implementation of process improvement initiatives aimed at improving patient safety and compliance across the continuum of care. CapacityAnalyzes data to understand the drivers of capacity; uses formulas and modeling to impact more efficient patient throughput.Optimizes value by encouraging use of data to drive decisions, depersonalizing processes and allowing clinical and administrative staff to actively engage in process improvement activities that reduce cost and improve revenue.Supports implementation of process improvement pilots where the goal is effective management of patient capacity.Coordinates with clinical leaders to implement standards to ensure the effective coordination of optimal patient placement. In conjunction with the BWPO, MGPO, BWH/BWFH, and MGH, and in coordination with the CBPO, oversees applicable billing services:Ensures that “front-end” procedures are coordinated and all services provided are monitored and tracked to ensure capture and timely submission for all services provided.Oversee activities of billing services to ensure timely/maximized collections.Works with MGB Compliance to ensure billing compliance.Reviews billing analyses and reporting; prepares financial projections and monitors performance relative to projections.Coordinates with billing services to develop billing policies and procedures.Serves as principal liaison for relevant services to BWH/BWFH/BWPO/MGH/MGPO, and MGB Compliance Office.Participates in BWH/BWFH/BWPO/MGH/MGPO compliance initiatives.Develops and monitors departmental indicators set forth to meet quality goals.Participates in, reviews results of, and takes appropriate action on audits to ensure compliance with internal standards as well as state and federal guidelines.Reviews all safety reports.In collaboration with the Chair and SVP and other leadership, leads the evaluation, development, and implementation of strategies for the growth, management, and integration of clinical services throughout DOM and across department, hospital, system, and network service settings.Assures compliance with BWH, MGH, TJC, OSHA, DPH and state and federal regulations. Partners with the appropriate compliance offices for audits as needed and/or directed.Partners with clinical and administrative leaders to identify, prioritize, implement, and monitor progress of information system enhancements and upgrades, as well as new system introductions. Provides executive supervision and sponsorship to the Boston Hemophilia Center’s blood factor distribution program until it transitions to the MGB Cancer Institute.

Research Management

Under the direction of the Chair and SVP, and in partnership with hospital and departmental research leadership and the DOM research vice chair and council, leads and maintains the DOM’s research administration infrastructure, including management responsibility for research administrators who oversee more than 65 divisional grant managers, ~1,200 lab and research staff, and >500 non-accredited trainees across 518,000 square feet of research space.Maintains an inventory of all research activities being conducted throughout the department.Oversees development and monitoring of research project budgets in collaboration with divisional research administrators and principal investigators.Oversees deficit resolution process for the DOM and the DOM divisions.Ensures that divisional research administrators and investigators are conversant with institutional research policies and procedures, including appropriate application for and maintenance of necessary IRB or IACUC approvals, protection of intellectual property and compliance with MGB and HMS policies on Conflict of Interest. Ensures that changes in research policies and procedures are appropriately communicated to divisional administrators, staff, and principal investigators.Works with division chiefs and principal investigators to identify and support development of appropriate areas of research, including assistance with related recruitments and acquisition of required resources.Works collaboratively with Research Management and Compliance as necessary to ensure the appropriate fiduciary and regulatory responsibility of the research enterprise for the DOM.

Education Management

Under the direction of the Chair and SVP, and in partnership with hospital and departmental education leadership, and the DOM education vice chair and council, directs the administration of the department’s internal medicine residency programs (190+ trainees at BWH, 215+ at MGH), 16 ACGME sub-specialty fellowship programs (~180 physicians), Harvard Medical School education programs (over 210 rotating students), and continuing medical education programs. Ensures compliance with the requirements for accreditation by the ACGME/Residency Review Committee.  Collects required data in an ongoing fashion and anticipates and prepares the necessary documents and records for periodic reviews.Oversees financial management of training program, including implementing and ensuring compliance with professional billing activities as applicable.Participates in design and implementation of changes to the Training Program.Monitors and updates training affiliation agreements with outside institutions; maintains and fosters relationships with those institutions where our trainees rotate, and those institutions whose trainees rotate to BWH and MGH.Extends teaching mission to all levels of staff and encourages continuing education for both employees and self.Works collaboratively with the GME Office and Compliance as necessary to ensure the appropriate fiduciary and regulatory responsibility of the education enterprise for the DOM.

Organizational Administration

Oversees the DOM’s Faculty Services Office, ensuring the highest performance of the unit’s processing of all faculty/fellow appointments and related activities.Oversees DOM credentialing for BWH/BWFH/MGH and HMS.Supervises/mentors DOM credentialing staff.Ensures that appropriate OPPE/FPPE process occurs within DOM divisions.Ensures efficiency of DOM internal HMS promotions process.Oversees DOM information systems.Supervises/mentors DOM technology staff.Coordinates with MGB Digital to arrange for hardware/software installation.Explores, evaluates, and implements new technologies and develops DOM information systems resources as appropriate.Oversees the development and maintenance of DOM Internet and Intranet sites.Manages vendor contract negotiation and purchasing with respect to clinical and business information systems specific to the DOM.Ensures that annual COI processes for BWH, MGH, and HMS are timely and complete.Serves on search committees for DOM division chief and other high profile DOM searches.Staffs, organizes, and sets agenda, and maintains minutes for monthly DOM division chief’s meetings; conducts monthly DOM division administrators’ meetings.Coordinates all DOM space planning, space allocation, renovation, etc.; ensures facilities compliance with Joint Commission, OSHA, DPH, and BWH/BWFH/MGH guidelines.  Coordinates space changes on behalf of the hospital.Coordinates the development, preparation, and distribution of DOM publications and communications; manages the development of the DOM’s annual report; coordinates the DOM’s quinquennial HMS clinical department review. Serves as the principal DOM liaison to other MGB and BWH hospital departments and services such as: Patient Care Services; Network Development; Marketing; Office of General Counsel; Development; Communications; Research Management; Research Ventures & Licensing; etc.

Capital Management

In collaboration with and responsibility to the SVP, oversees all physical space that is part of the portfolio.Takes a leadership role in planning and space allocation for all current and future medical services assets across the Brigham entities.Oversees vendor relationships as applicable.Partners with the SVP for all capital planning relative to DOM and applicable medical services.

Financial Management

LeadershipMaintains the solvency of all funds under the VP’s purview. Examines, analyzes, and interprets financial reports for the purpose of giving advice, preparing statements and projections, and ultimately managing resources. Supervises the activities of subordinates who are responsible for being familiar with and approving all expenditures, assigning cost centers, monitoring compliance with budgets, and identifying and investigating potential problem areas and proposing solutions. BudgetingPartners with all required constituents to prepare annual budgets for the physicians organization and the hospital in the prescribed format for the responsible areas, and on behalf of service line advancements.  Presents and justifies budget requests to the Chair and/or SVP, and on behalf of service line advancements.Fiscal ManagementResponsible for the cost center fiscal management of all areas of responsibility. Establishes and achieves financial goals and measures, monitors, and ensures the on-going financial performance. Facilitates effective cost containment practices through monitoring of volume trends, proactive management of capacity (physical and human resource), supplies, service contracts, and professional services agreements.Oversees expense management issues; performs comparative analyses; develops and implements strategies for cost containment.Participates in the development and monitoring of physician compensation plans for divisions within the DOM, with a focus on productivity.Analysis & ReportingPrepares monthly financial performance executive reports for review with the Chair and executive dashboard reports for review with the SVP, and service line leaders as appropriate.Examines, analyzes and interprets financial reports for the purpose of giving advice, preparing statements and projections, and ultimately managing resources. In partnership with the SVP and the Chair, prepares analyses and forecasting for introduction of new programs/services and service line centers.  Develops and tracks recruitment and/or retention packages for high-profile hires.Understands and meets all financial reporting requirements in the prescribed format, per the direction of the SVP, the Chair, and the applicable budget office.Oversees and ensures completion of physician TEFRA (Tax Equity and Fiscal Responsibility Act of 1983) time reporting.OversightApproves all relevant capital purchases and tracks ongoing expenditures.Monitors all research, sundry, HMS, BWPO, and BWH funds as appropriate.  Oversees these activities where appropriate.Reconciles monthly fund statements.Coordinates with Accounts Payable, Research Finance, Payroll, and other departments as needed for resolution of errors or identification of charges.Assigns expenditures to funds as necessary.Supervises the activities of subordinates who are responsible for being familiar with and approving all revenue/expense transactions, assigning cost centers, monitoring compliance with budgets, and identifying and investigating potential problem areas and proposing solutions. Ensures that the highest standards of integrity, ethics, control, and confidentiality are maintained at all times across all financial and accounting matters under the purview of the VP.  

Integration

Under the direction of the Chair, Executive Vice Chair, and SVP, responsible for integrating the BWH and MGH Departments of Medicine into a single, seamless entity.  This includes the integration of all divisions, institutes, programs, and central management structures within the departments.Provides support for the development of Institutes (e.g., Cancer, Heart and Vascular) and Service Lines (e.g., Transplant, Weight Management) across MGB.Within the AMCs, advances coordination of select back-office services across multiple departments in an effort to ensure efficient and consistent operations.In alignment with other MGB entities, develop, support, and manage coordinated programmatic initiatives for care model development, care delivery improvement, cost reduction, administrative alignment, and network and business development.With counterparts across MGB, assesses the market’s need for clinical services. Monitors and evaluates the adequacy of planned and existing services and ensures the development of programs and services to respond to the market.Service LinesSupports service line development applicable to medical services, advancing the overall vision, direction, goals, and objectives of all service lines across MGBIn coordination with the leadership of the service line, review the ongoing management of multidisciplinary clinical “products” and “centers”, discuss and resolve any cross-service administrative problems that arise, and direct the planning of development and improvements in existing multidisciplinary clinical services:Identify, evaluate, and advance the design of service line centers of care, consistent with the strategic business plans and the growth and market objectives of the service line.Lead the service line and associated center(s) development and supports functional operations; serve as a central coordinating force for service line activities.Ensure that the disciplines are working in a clinically integrated fashion as designed.Establish effective systems to analyze and report on financial flows and ensure holistic and multidisciplinary fiscal management.Ensure business plans have the data, analytics, and layouts that ensure successful approval and execution.Support the advancement of service lines’ quality and service experience goals.

Human Resources Management

Supervises/mentors at least 15 individuals directly or jointly with the DOM division chiefs/vice chairs; ultimately responsible for over 8,800 employees and contingent workers across the DOM and helps manage HR-related issues for nearly 3,000 faculty and trainees within the DOM.Reviews all new hire letters for DOM faculty and recommends for signature by the Chair.Management ActionsCoordinates with Human Resources for the interviewing, hiring, personnel transactions (hiring, salaries, promotions, job descriptions, etc.) and implementation of institutional corrective action policy for staff. In conjunction with Human Resources leadership, serves as a primary resource for issues related to professional and non-professional staff benefits.Using Workday, initiates, approves, and coordinates with Human Resources for approval of human resources changes (i.e. salary adjustments, salary distributions, training records, etc.) for staff who reside under the VP's purview (or delegates said work).Prepares performance reviews on direct reports. Takes corrective and disciplinary action, up to and including termination, as necessary to maintain the highest level of staff productivity and effectiveness. Reviews workload issues to ensure appropriate staffing.OversightProvides direct supervision to and is responsible for the conduct, operations, and results of the professional and non-professional staff.Develops and implements change management programs including efficiency and resource utilization projects.In times of transition, supports areas that require interim leadership support.DevelopmentActively considers opportunities to grow the abilities, skills, and support of employees through professional development, enhanced communication vehicles, employee-focused initiatives, and otherwise.Culture/EquityReviews, supports, and ensures salary and wage equity for staff.Creates a supportive, educational, and development-focused environment for all staff.Ensures the support and maintenance of a diverse, inclusive, and professional environment for all staff.ComplianceReviews salary and wage issues; works with Chair and SVP to develop and implement compensation plans.Develops, implements, oversees, and approves departmental policies, procedures and systems and revises as necessary to maximize efficiency.Responsible for ensuring compliance with regulatory bodies and making managers aware of policy and procedure changes.

Other

Oversees general administrative matters.Develops letters, presentations, announcements, and other communications; all documents must be of the highest caliber of refinement and professionalism.Serves as a stand-in for the SVP in relevant meetings when the SVP is not available; serves on committees as needed or assigned by the SVP.Leads or participates in special projects and performs other related tasks as requested or required.

MINIMUM JOB QUALIFICATIONS:10+ years of experience as a leader within an academic medical center.Demonstrated track record of successfully leading teams.Experience working in a highly matrixed organization / environment preferred; healthcare industry experience strongly preferred.Master’s degree required.

KNOWLEDGE, SKILLS, AND ABILITIES REQUIRED:Leadership:  Truly outstanding interpersonal skills and a high degree of social facility in obtaining cooperation and support from a broad range of people are required.  A demonstrated ability to interact with all members of the organization in ways that enhance understanding, respect, cooperation, and problem solving is essential.Results orientation:  Results-driven approach with experience/ability to achieve results in a metrics based analytical environment.  The ability to work independently and accurately and concisely disseminate information in both written and verbal formats is required.  The ability to independently resolve quickly most problems encountered is essential. Organizational Skills:  Outstanding organizational skills are necessary to manage many competing timetables and responsibilities and deadline pressures.  The ability to delegate, effectively supervise, and plan for the timely and successful completion of short- and long-term objectives is essential.  The responsibilities of this position require detailed, concentrated effort and constant re-establishment of priorities as well as complex and sensitive decision-making.Collaboration: Able to work effectively within a matrixed based organizational structureBusiness acumen: Budget management, data and analytics market knowledge, knowledge and analytical skills to support health care delivery and hospital operations, ability to understand and integrate system budget challenges into proposed annual budgetsInitiative: A self-starter who can develop roadmaps, frameworks and plans in an area with minimal precedent.  A successful track record of front-line management and the ability to provide support, direction, and development counsel to staff is required.Communicator/Facilitator:  Interpersonal, presentation and organizational skills and professional demeanor; Demonstrated sensitivity, discretion, and judgment regarding confidential matters are essential. Excellent verbal and written communication skills are necessary to communicate effectively with a large and diverse constituency, including the DOM Chair, senior DOM leaders, hospital and BWPO leaders and administrative staff, research faculty at all levels, research trainees and staff, representatives of other BWH offices, collaborating institution officials, granting agencies (NIH, industry and foundations), potential donors, representatives, and vendors. A good command of English language, including medical and scientific terminology, is critical.Program Implementation: Proven ability to develop and implement programsProject Management: Proven ability to successfully manage highly complex projectsInnovation: Creativity in exploring and adapting new “measure to improve” and decision support approachesConfidence in complexity and ambiguity: Understand and executes effectively amongst the complexities of an academic medical environment, and the broader enterprise.  The ability to work collaboratively with chairs, chiefs, senior executives, physicians, service line administrators, operations management, and other employees in a complex matrix organization.Judgement: Demonstrated judgement in managing sensitive issues and knowledge of when to escalate problemsTeam:  Takes personal responsibility in development a team and is passionate about a happy, highly functioning team with the most acceptable level of talent and performance for the responsibilities of the departmentInterpersonal: Excellent interpersonal, oral communication skills. Possess a leadership style that is open and transparent and an exceptional capacity to build strong relationships.  Manages conflict and achieves resolution effectivelyTime management: Exceptional organizational skills and ability to prioritize effectively. Flexibility to work independently and to handle multiple tasks with project deadlines. A tenacious, can-do personality that works to correct mistakes and get things done as efficiently as possible, often utilizing resources across services.Technology:  Competency in the latest digital capability to support decision support tools and environments (e.g., command center)Mass General Brigham values: Embraces values to govern decisions, actions and behaviors. These values guide how we get our work done: Patients, Affordability, Accountability & Service Commitment, Decisiveness, Innovation & Thoughtful Risk; and how we treat each other: Diversity & Inclusion, Integrity & Respect, Learning, Continuous Improvement & Personal Growth, Teamwork & CollaborationDIRECT REPORTS:The DOM Central Leadership Team structure is evolving, but is likely to include senior leaders in each of the following areas of direct supervision:Business Operations, including Finance and Analysis & PlanningClinical Operations (Ambulatory)Clinical Operations (Inpatient & Procedural)Education AdministrationFaculty AdvancementResearch AdministrationJointly supervising:DOM Division Administrators for clinical divisions (currently 9) with their respective Division ChiefsIndirectly supervising DOM Division Administrators for research divisions/institutes (currently at least 9) via the DOM’s senior research administrator with their respective Division ChiefsOther operational leaders as defined by SVP

WORKING CONDITIONS:Work in an office setting or remotely from home depending on project work that may require in person attendance or face-to-face interaction.   The Vice President will be expected to split time between the AMCs and their associated sites.Attends meetings in and out of hospitals and clinics.  May require travel to off-campus locations.Is available for early and late meetings and flexible to meet frequent deadlines.  Some evening and weekend work will be necessary.

SYSTEM AND FISCAL RESPONSIBILITIES:Accountable for the budget performance of all accounts within the purview of the position.Responsible for managing an effective, efficient team of resources, with stewardship.Works within legal, regulatory, accreditation and ethical practice standards relevant to the position and as established by BWH/BWFH/BWPO/MGH/MGPO/MGB.Complies with appropriate BWH, BWFH, BWPO, MGH, MGPO and MGB policies and procedures.Fulfills any training required by BWH, BWFH, BWPO, MGH, MGBPO, and MGB, as appropriate.Brings potential matters of non-compliance to the attention of the supervisor or other appropriate staff.

 

Additional Job Details (if applicable)

 

Remote Type

Onsite

 

Work Location

1620 Tremont Street

 

Scheduled Weekly Hours

40

 

Employee Type

Regular

 

Work Shift

Day (United States of America)

 

EEO Statement:

Mass General Brigham Incorporated is an Equal Opportunity Employer. By embracing diverse skills, perspectives and ideas, we choose to lead. All qualified applicants will receive consideration for employment without regard to race, color, religious creed, national origin, sex, age, gender identity, disability, sexual orientation, military service, genetic information, and/or other status protected under law. We will ensure that all individuals with a disability are provided a reasonable accommodation to participate in the job application or interview process, to perform essential job functions, and to receive other benefits and privileges of employment.

 

Mass General Brigham Competency Framework

At Mass General Brigham, our competency framework defines what effective leadership “looks like” by specifying which behaviors are most critical for successful performance at each job level. The framework is comprised of ten competencies (half People-Focused, half Performance-Focused) and are defined by observable and measurable skills and behaviors that contribute to workplace effectiveness and career success. These competencies are used to evaluate performance, make hiring decisions, identify development needs, mobilize employees across our system, and establish a strong talent pipeline.