AMC Senior Vice President, BWH/MGH Department Operations

Description

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.

Under the leadership of the Chief Operating Officers (COOs), the Senior Vice President of Department Operations (SVP) serves as the senior executive for three academic departments and two services across BWH and MGH (the “AMCs”). The SVP serves as the primary executive and the hospital executive partner to the AMC Department Chair in their leadership of, and pursuit of excellence in, the quadripartite mission of clinical care, biomedical research, education, and community service within their respective departments.Specifically, the SVP partners with the following academic departments/services:

Department of Medicine Department of Neurology Department of Dermatology Department of Physical Medicine & Rehabilitation Services Primary Care Value-based Care

The SVP collaborates directly and continuously with the Department Chair(s) and jointly supervises, with the Chair, the Department Administrator who manages the day-to-day clinical, research, and education program operations within his/her respective academic department.The SVP is responsible for the funding and indirect management of hospital FTEs who are deployed within those academic departments.

In addition, the SVP is responsible—directly, or in partnership with senior leader colleagues — for a number of ongoing, broad organizational requirements, including:

•Ensuring that competent, efficient, and coordinated patient care is uniformly provided to patients in ambulatory, inpatient and community settings;

•Ensuring that all educational programs meet institutional and outside regulatory requirements;

•Ensuring that all research initiatives are appropriately supported;

•Directing and developing the organization of services and programs within the scope of responsibility of the SVP;

•Managing all operating and capital budgets for the AMCs within the purview of the SVP;

•Leading the management team within the SVP’s enterprises toward attainment of identified short- and long-term goals and objectives;

•Advancing MGB’s commitment to diversity, equity, and inclusion;

•Executing strategies and plans designed to achieve MGB’s strategic objectives; and

•Collaborating with other institutional leaders to meet MGB strategic goals and objectives.

Reporting to the COOs, the SVP is ultimately accountable for the overall administrative and strategic leadership, operating results, and financial performance of the applicable areas, and serves as an institutional leader across the AMCs.

PRINCIPAL DUTIES AND RESPONSIBILITIES:

Leadership

·In partnership with the COOs, determines the overall vision, mission, direction, goals, and objectives of the areas of oversight.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.

·In partnership with the COOs and Department Chairs, support and help lead the integration of the academic departments across the AMCs.

·Serve as one of the principal architects of unification of the BWH and MGH departments for those departments which reside within the SVP portfolio.

·In coordination with the AMC President, Chairs, and COOs, oversee development and implementation of a plan to horizontally integrate most activities and structures that are presently distinct across the two institutions.

·Ensures healthy and collaborative administrative relationships within the AMCs and across the MGB system.The SVP acts in the best interest of the AMC-wide and MGB-system outcomes.

·Develops and implements systems and procedures consonant with the AMC’s policies.Assesses administrative and financial needs and revises policies and procedures to meet changing needs.

·Works with management staff and representatives from other areas 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.

·Serve as a critical leader in the AMC’s and MGB’s Enterprise Asset Management efforts - leading performance improvement initiatives, presenting data and trends across the AMCs, and working to optimize volume, utilization, and year-over-year performance.

·Develops effective, clear, and precise methods of communicating with the COOs, and with hospital and physician leaders, faculty, and staff on a regular basis.

·Keeps current regarding trends and developments in the health care field.

·Serve as a representative of the organization if/as requested.

Department Oversight: Administrative

·In partnership with the Department Chairs, supports the department-based administrative leaders as they ensure effective faculty development and general service offerings related to:

·Appointments/Promotions/Search Processes

·Credentialing

·OPPE/FPPE

·COI

·Information Systems

·Legal Services

Department Oversight: Clinical

·In partnership with the Department Chairs, supports the department-based administrative leaders as they ensure effective clinical administration offerings related to:

·Ambulatory Clinic Administration

·Inpatient Service Administration

·Surgical/Procedural Service Administration

·Capacity

·Policies, Procedures, Regulations, and Compliance

·Quality & Safety

·Revenue Cycle

·Strategic Growth & Development

Department Oversight: Academic

·Research

·Supports the efforts of the Department Chairs in directing the professional service and program research activities of the inpatient operations.

·In partnership with the Department Chairs, supports the department-based administrative leaders as they ensure effective research administration offerings related to:

·Pre-Award Administration

·Post-Award Administration

·Policies, Procedures, Regulations, and Compliance

·Education

·Works with the Department Chairs, the Chief Academic Officers, the Chief Medical Officers, and the Graduate Medical Education leadership in developing and maintaining a quality clinical training program within the AMCs.

·Participates in administrative discussions on issues that potentially have impact on training and educational needs and ensures that the potential impact on these needs are considered as part of the decision-making process.

·In partnership with the Department Chairs, supports the department-based administrative leaders as they ensure effective educational administration offerings related to:

·Affiliations

·Program Design & Management

·Policies, Procedures, Regulations, and Compliance

Capital Management

·In collaboration with the COOs, oversees all physical space that is part of the portfolio.

·Takes a leadership role in planning and space allocation for all current and future applicable services assets across the AMCs.

·Oversees vendor relationships as applicable.

·Partners with the COOs for all capital planning relative to applicable services.

Financial Management

Leadership Maintains the solvency of all funds under the SVP’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. Budgeting Partners 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 COOs. Fiscal Management Responsible 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 the relevant departments, with a focus on productivity. Analysis & Reporting Examines, analyzes and interprets financial reports for the purpose of giving advice, preparing statements and projections, and ultimately managing resources. In partnership with the COOs, Chairs, and department-based administrative leaders prepares analyses and forecasting for introduction of new programs/services and service line centers. Approves all relevant capital purchases and tracks ongoing expenditures. Monitors all research, sundry, HMS, BWPO, BWH, MGH and MGPO funds as appropriate.Oversees these activities where appropriate. 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. Ensure 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 SVP.

System Engagement

In alignment with MGB and its associated entities, develops, supports, and manages 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. As a part of Mass General Brigham initiatives, leads standardization efforts aimed at cost savings, efficiency and best practices.

Human Resources Management

Management Actions

·Coordinate 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 PeopleSoft Manager Self Service, 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 SVP's PeopleSoft tree (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.

·Oversight

·Provides 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.

·Development

·Actively considers opportunities to grow the abilities, skills, and support of employees through professional development, enhanced communication vehicles, employee-focused initiatives, and otherwise.

·Culture/Equity

·Reviews, 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.

·Compliance

·Reviews salary and wage issues; works with Chairs,COOs, and department-based administrative leaders to develop and implement compensation plans in coordination with MGB.

·Develops, implements, oversees and approves 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

·Oversee general administrative matters.

·Develop letters, presentations, announcements, and other communications; all documents must be of the highest caliber of refinement and professionalism.

·Serve as a stand-in for the COOs in relevant meetings when the COOs are not available; serve on committees as needed or assigned by the COOs.

·Lead or participate in special projects and perform other related tasks as requested or required.

Qualifications

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 strongly preferred. Master’s degree required. MGB and/or HMS experience strongly preferred.

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 structure Business 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 budgets. Initiative: 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 Chairs, senior departmental leaders, hospital and PO leaders and administrative staff, research faculty at all levels, research trainees and staff, representatives of other 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 programs. Project Management: Proven ability to successfully manage highly complex projects. Innovation: Creativity in exploring and adapting new “measure to improve” and decision support approaches. Confidence 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 when to escalate problems. Team: 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 department. Interpersonal: 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 effectively. Time 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 & Collaboration.

DIRECT REPORTS:

·Administrative leadership for each of the departments, services, and centers within the portfolio

·Other operational leaders as defined by the COOs

WORKING CONDITIONS:

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, compliance, 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. Brings potential matters of non-compliance to the attention of the supervisor or other appropriate staff.

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