Chief of Medicine South Shore Health and Educational Corporation Weymouth, Massachusetts

Transcription

1 Chief of Medicine South Shore Health and Educational Corporation Weymouth, Massachusetts Position Specification November 2015

2 Summary South Shore Hospital, located in Weymouth MA, is seeking an experienced physician leader to become their new Chief of Medicine. The Organization South Shore Health and Educational Corporation South Shore Health and Educational Corporation (SSH&EC) is a not-for-profit, tax- exempt, charitable health system comprising South Shore Hospital, Health Provider Services Organization, South Shore Physician Hospital Organization, South Shore Hospital Charitable Foundation and South Shore Physician Ambulatory Enterprise. With an A-bond rating reaffirmed in January 2015, over $468 million in net patient revenues, SSH&EC is a financially strong, leading regional provider of health care services to the over 700,000 residents of Southeastern Massachusetts. SSH&EC is governed by a 14-member Board, of whom eight are community volunteers. South Shore Hospital (SSH) is a 378-bed, not-for-profit, tax-exempt, charitable provider of acute, emergency, outpatient, home health, and hospice care, and South Shore Hospital employs 4,200 colleagues. Located 16 miles south of Boston, South Shore Hospital was founded in 1922 as the 20-bed Weymouth Hospital and has been in continuous operation in South Weymouth since then. In 1945, the hospital s name was changed from Weymouth Hospital to South Shore Hospital to reflect its regional scope of care and services. South Shore Hospital s 900-member medical staff represents all leading medical specialties. The hospital requires that all active medical staff members be board-certified within seven years of completion of an approved residency or fellowship program. South Shore Hospital is the only hospital in Southeastern Massachusetts with employed physician leaders of emergency medicine, obstetrics/gynecology, surgery, internal medicine, pediatrics, critical care medicine, infectious disease and cardiovascular medicine. The volunteer services department organizes the activities of more than 600 volunteers in the hospital, in homes and in the community. The hospital has the largest volunteer team in the region. Volunteers are an integral part of the hospital s team, providing support to hospital staff, physicians, patients, families, visitors and community residents. In fiscal year 2014, hospital volunteers contributed more than 90,000 service hours in the community and at the hospital the equivalent of $2 million. South Shore Hospital also is a leader in public accountability and in demonstrating benefit for its community. In fiscal year 2014, the total value of the hospital's quantifiable community benefits as reported to state and federal agencies was nearly $40 million. South Shore Hospital offers a comprehensive range of health care services to meet diverse community needs, including: trauma and emergency services, medical/surgical, maternal and newborn care, pediatric services, surgical care, cardiovascular services, cancer care, orthopedic services, comprehensive outpatient/ambulatory services, home health and other community services. South Shore Hospital s home health care division includes South Shore Visiting Nurse Association, Hospice of the South Shore and Home & Health Resources. South Shore Hospital Charitable Foundation generates philanthropic support for South Shore Hospital and it s not-for- profit programs. 2

3 Recognition for outstanding care South Shore Hospital has been recognized most recently in U.S. News & World Report s Best Hospitals issue as ranking number six overall in the Boston metro area. South Shore Hospital scored just behind Massachusetts General Hospital (ranked nationally) and Brigham and Women s Hospitals, Beth Israel Deaconess Medical Center, McLean Hospital, and New England Baptist Hospital. South Shore Hospital also ranked eighth out of the 115 hospitals in the Commonwealth of Massachusetts. Additionally, in recognition of the excellence of care delivered, SSH has been a Magnet designated hospital since Supporting Organizations/Corporations Health Provider Services Organization (HPSO) is a not-for-profit organization that exists to align the interests of the community, physicians and SSH in the provision of integrated, coordinated patient care. It is governed by a Board of five Medical Staff-elected physicians and four Hospital-appointed administrators, supported by an executive director. HPSO represents the entirety of SSH s Medical Staff members and is not predisposed to any one particular type of physician or practice model. HPSO is focused on three priorities to more fully engage and align SSH Medical Staff members in building a System of Care, including: The South Shore Clinical Integration Network, made up of SSH physicians and other care providers whose purpose is to strengthen clinical processes, communication and coordination to improve quality, efficiency and the patient care experience. The Professional Leadership Development Series, which helps SSH s Medical Staff members build their leadership skills to successfully navigate changes in health care delivery and payments. Strategic Planning, focused on standardizing clinical care, using data and information technology to drive quality and safety, and managing population health and cultivate the next generation of physician leaders. South Shore Physician Hospital Organization (SSPHO) contracts with insurers to enhance local access to affordable, high quality health care. It was formed in 1994 by physicians and SSH to preserve and protect the value and quality of health care for the people who live and work in Southeastern Massachusetts. South Shore Hospital Charitable Foundation generates philanthropic support to advance the health system s charitable mission. South Shore Hospital is fortunate to have significant financial support provided by a broad base of generous donors. In 2013, the Foundation, which is advised by a 60- member volunteer Board of Trustees, successfully concluded a five year $40 million fundraising campaign, the largest campaign in the health system s 90-year history. South Shore Physician Ambulatory Enterprise (SSPAE) is a not-for-profit which employs 65 physicians, almost 80 advanced practice clinicians and others committed to advance population health management and wellness within SSH&EC s developing system of care. The organization exists to organize, coordinate and integrate physicians, advanced practice clinicians and other ambulatory care providers into a broader system of health care to benefit the community with the goal of improving quality, reducing the cost of care, and providing a better patient care experience. The SSPAE engages and empowers physician leadership in the design and development of the ambulatory components of a 3

4 regional health system and advances the relationship between those ambulatory components and SSH&EC in southeastern Massachusetts. Clinical Affiliations South Shore Hospital enjoys strong clinical partnerships with Brigham and Women s Hospital, Dana- Farber Cancer Institute and Boston Children s Hospital. Experts from Dana-Farber Cancer Institute, Brigham and Women's Hospital, and South Shore Hospital collaborate to offer locally many of the advanced treatments currently offered at Dana-Farber/Brigham and Women's Cancer Center in Boston, including clinical trials exploring new therapies. South Shore Hospital also has established medical teaching programs in conjunction with Brigham and Women s Hospital and Harvard Medical School, training general surgical residents since The resident gynecology rotation at South Shore Hospital started in July 2009, and is designed to provide a community hospital setting for training in gynecologic surgery during the second year of PGY. It exposes the residents to the practice of Obstetrics and Gynecology in the community as compared with an academic setting and gives them the opportunity to work with a mix of community physicians with large established practices on the South Shore and subspecialists. Market Background For the past nine years, Massachusetts has been at the leading edge of payment and health reform. In 2006, Massachusetts implemented health reform, and 97 percent of its population has obtained health insurance. As a result, Massachusetts became the model for national health reform. The effects of health reform have brought sweeping changes to the regional health care industry, among them a wave of hospital and health system consolidations. In Eastern Massachusetts, there are four health systems that comprise approximately 80 percent of the hospital market. These multi-hospital systems are Beth Israel Deaconess Medical Center, Lahey Health, Partners HealthCare, and Steward Health Care System. Three of these four health systems are in the Pioneer ACO program with CMS. The rest of the standalone community hospitals in eastern Massachusetts have long standing clinical affiliations with the major Boston teaching hospitals including South Shore Hospital. The Boston teaching hospitals are comprised of Beth Israel Deaconess Medical Center, Boston Medical Center, Tufts Medical Center, and two Partners hospitals Brigham and Women s Hospital and Massachusetts General Hospital. Some of these relationships are driven by geography, history, and, increasingly, by insurance contracts. The end result is a complex array of interconnected relationships between the community hospitals and major teaching hospitals. In some cases, they collaborate to bring sophisticated programs and services to the community like cancer care; in other cases, they are competitors for the same patients. Physicians The physician market on the South Shore is dynamic, complex and highly heterogeneous. There is no one dominant group but rather a mix of large and small groups that are tied contractually with South Shore Hospital. While South Shore Hospital has been expanding its employed physician network, the bulk of the medical staff is currently in private practice. The largest private groups in SSH&EC's service area are Atrius Health, Brigham and Women s Physician Organization, Harbor Medical Associates, and Compass Medical. With over 1,000 physicians, Atrius Health is the largest independent physician group in the state. Atrius Health has six medical groups in their network and they have three groups in the 4

5 SSH&EC service area. The three medical groups are Harvard Vanguard Medical Associates, Granite Medical Center and South Shore Medical Group. Atrius is a pioneer Accountable Care Organization and was one of the first medical groups to engage in risk contracting with the state s health plans. South Shore Hospital has had a long and productive history with Harbor Medical Associates and Brigham and Women s Physician Organization, as well as Compass Medical. There are other smaller groups in the service area, and some of these groups are in the New England Quality Care Alliance (NEQCA) which is affiliated with Tufts Medical Center. There are very few groups on South Shore that are not in involved in risk contracting. Health Plans There are four dominant not-for-profit health plans that make up most of the insurance market in Massachusetts: Blue Cross and Blue Shield of Massachusetts, Fallon Health Plan, Harvard Pilgrim Health Care, and Tufts Health Plan. Three of the four plans are ranked in the top ten of all U.S. health plans by the National Committee for Quality Assurance (NCQA). Recently, all these plans have developed some form of risk adjusted contracts in which physicians and hospitals can joint contract to share risk for their patient population. Nine years ago less than 15 percent of physician groups and hospitals were involved in risk contracts. In 2013, that estimate was close to 60 percent and, by some estimates, may be as high as 80 percent by These risk arrangements between health plans, physicians and health systems has ushered in an era of population health medicine where hospitals and physicians are becoming responsible for the health of an entire community, because they have thousands of covered lives in their systems of care. There are also four, not-for-profit Medicaid health plans that operate primarily in eastern Massachusetts: Boston Medical Center HealthNet Plan, Fallon Community Health Plan, Network Health (owned by Tufts Health Plan), and Neighborhood Health Plan (owned by Partners HealthCare). CeltiCare and Minuteman Health are relatively new, but have been gaining traction in this market space as well. The Position Reporting to the CMO of the hospital, the new SSH Chief of Medicine ( Chief ) will develop vision and provide leadership for the Department of Medicine in an exciting phase of growth and further development of this well established and respected Department at SSH. The Chief will work closely with the CMO, the PAE leadership, the medical staff, and SSH senior administration to develop a vision for inpatient medicine and a strong affiliated ambulatory network that attracts primary and specialty medical patients to SSH from within and beyond its historical catchment areas. S/he will partner with Division Chiefs and members of the Department to further enhance care programs, processes of care, and quality/safety initiatives related to general and subspecialty medical patients at SSH and as liaison to its growing network of affiliated ambulatory sites. The Chief will serve as an effective liaison between members of the department and SSH administration, staff, and PAE leadership in the development and furthering of the hospital s strategic development. S/he will be an active leadership participant in SSH s community and academic partnerships. The new Chief will develop and implement a vision that includes strategies for recruitment of subspecialists, enhancement of patient and community provider satisfaction, management of utilization and resources, promotion of service growth, and will partner with the new Chief of Hospitalist Medicine in a reconfiguration of the hospitalist program at SSH. This will include the opportunity to design, implement, and oversee a comprehensive and modernized Departmental quality program. 5

6 The Chief will promote a data driven, transparent, Departmental culture that fosters teamwork and is committed to fulfilling SSH s continuing and strong commitment to safe and high quality care, service to the community, and patient, staff, and physician, satisfaction. In order to be effective, the Chief will need to actively engage both employed and independent physicians in a collaborative initiative to enhance opportunity, professionalism, and excellence with the aim of further growing the reputation and appeal of general and subspecialty medical services delivered at SSH and its ambulatory sites. To be successful in the SSH environment, the Chief must be a respected clinician and administrator with sufficient managerial experience to earn the respect and accountability of colleagues and administration as well as the energy to drive growth, improvement, and innovation. S/he must able to work effectively with generalists, specialists, employed, and community physicians. The Chief must be viewed as making well informed, reasoned, authoritative, collaborative, and implementable recommendations regarding Departmental and program structure and operations, resource stewardship, standards of quality and performance, and partnership in academics and research. S/he should balance a strong analytic approach with pragmatism, relationship building, and team development. Key Responsibilities 1. Develop a Departmental vision and growth plan that builds specialty as well as general medical volume and reputation for the Department. 2. Work effectively with Division chiefs, members of the Department, the CMO, PAE leadership, SSH administration, and academic and community partners to develop, grow, and maintain SSH s medical care programs and facilities. 3. Work with the CMO, SSH administration, PAE leadership, and academic and community partners to develop a strong affiliated referral network that uses primary and specialty medical services at SSH. 4. Establish and maintain standards of care, practice guidelines, and clinical protocols for the Department of Medicine, its clinical divisions, and SSH s ambulatory service sites informed by performance data and leveraging modern improvement methodologies (e.g, Lean/6). 5. Over time develop clinical research opportunities appropriate to SSH s community mission and community and academic partnerships. 6. Establish an ongoing comprehensive program of performance monitoring, quality improvement, and utilization review in the Department utilizing the principles of continuous quality improvement. 7. Investigate and respond to concerns regarding medical care and ensure that issues are resolved fairly and expediently resolved. 8. Maintain clinical visibility activity appropriate to his/her leadership role. Key Success Factors In his/her first year, the Chief will: 1. Develop close and trusted relationships with Department members, SSH administration, PAE leadership, and community referring physicians. 6

7 2. Create a vision for the growth of community responsive general medical and subspecialty inpatient services at SSH. 3. Implement an approach to decreasing leakage of general medical and subspecialty inpatients from SSH to local competitors by enhancing SSH s reputation as the provider of choice for the south shore region. 4. Partner closely with the Chief of Hospitalist Medicine to redesign SSH s approach to hospitalist care and operations. 5. Recommend and begin implementation of enhancements to the Department s quality and performance improvement programs. 6. Foster an environment of teamwork, mentoring and developing Department members to participate in leadership roles. 7. Develop plans to further build general medical and subspecialty depth and capacity. The Candidate The ideal Chief of Medicine will be an energetic, entrepreneurial Board Certified General Internist or Internal Medicine subspecialist with a passion for delivering outstanding tertiary care in a suburban community setting. S/he will be a capable physician leader who has previously been effective in a management or administration in a hospital or medical group setting where clinical reputation, relationships, innovation, and achievement are highly valued. Ideally, the Chief will have a working knowledge of modern improvement methodologies (e.g, Lean/6) and will understand the factors necessary to maintain and grow medical services in competitive suburban community setting which includes and engages both independent and hospital employed physicians. The Chief will demonstrate: Strong prior practice experience, ideally with experience in tertiary care community setting. A track record as an effective and articulate convener of positive physician hospital, hospital-community, and community-academic collaboration. Experience in the design and implementation entrepreneurial and growth oriented general and subspecialty medical programs. The ability to understand, gain acceptance for, and manage change. A working understanding of the design and operation of modern quality and safety systems in inpatient and ambulatory medicine. Facility with data, analytics, and electronic health record (ideally EPIC) deployment. Demonstrated experience as an effective mentor and developer of others. The ability to motivate physicians and staff at all levels of experience to adopt evidence based practices. High energy and passion for the mission and potential of tertiary community hospitals and ambulatory facilities. The candidates for this position should: Be a passionate, dynamic, entrepreneurial, and values driven advocates for excellence of practice. Enjoy and be committed to the active practice of medicine. 7

8 Be effective at developing and implementing a vision for program growth and development. Be appealing and genuine in varied leadership roles such as role model, partner, confidante, colleague, coach, and manager so that he/she can secure and solidify physician commitment to that vision in a setting where physicians are accustomed to a substantial degree of independence and self-determination. Be seen as a thoughtful data based problem solver who understands the perspectives of varied constituencies and is able to identify and build a team approach to advance commonly held values. Value consensus and mutual respect while being able to hold accountability and effectively advance an agenda forward in settings where there is less than total agreement. Possess excellent written, oral, and presentation skills enabling him/her to be an effective communicator and persuader in dialogue with community as well as academic partners. Have credibility with physicians, nursing, and allied health professionals. Have the ability to coalesce inputs from diverse constituencies into a broadly supported agenda. Be articulate, approachable, collaborative and unafraid to take appropriate risks. Display the warmth and interpersonal skill required to effectively communicate and collaborate in the face of disagreement or skepticism. For More Information We appreciate and value all referrals. Interested parties send resume and cover letter to SSHChiefMed2141@ZurickDavis.com. For additional questions please contact Fernando Limbo (flimbo@zurickdavis.com) at or Myranne Janoff (myranne@zurickdavis.com) at All contact with ZurickDavis will remain confidential. 8