THE ORGANIZATION: UMass Medical School and UMass Memorial Health Care, Inc.
UMass Memorial Health Care
UMass Memorial Health Care is the largest healthcare system in Central and Western Massachusetts. Based in Worcester, the system encompasses the complete healthcare continuum: a multi-campus tertiary and quaternary care medical center (UMass Memorial Medical Center); member and affiliated community hospitals; home health agencies; a hospice program; an extensive ambulatory care system with community-based health centers and community-based practices; rehabilitation and behavioral health service. .
Four community hospitals are full members of the UMass Memorial Health Care: Clinton Hospital, a 41-bed facility in Clinton, Massachusetts; Marlborough Hospital, a 79-bed hospital in Marlborough, Massachusetts; HealthAlliance Hospital includes two campuses, the 150 bed Leominster Campus (Leominster, Massachusetts) and the Burbank Campus (Fitchburg, Massachusetts); and in Palmer, Massachusetts, Wing Memorial Hospital has 74 beds. Seven other community hospitals in Central Massachusetts have affiliation agreements with UMass Memorial. Each UMass Memorial hospital is fully accredited by the Joint Commission on the Accreditation of Healthcare Organizations except Clinton Hospital which is accredited by DNV Healthcare.
UMass Memorial Medical Center
UMass Memorial Medical Center (UMMMC) is a 781-bed facility on two acute care campuses (University and Memorial), and an ambulatory care campus (Hahnemann), all located within a few miles of each other in Worcester. The University Campus is contiguous with the medical school. The Medical Center offers a full complement of sophisticated technology and support services, providing the region with specialists renowned for their work in areas such as cardiology, cancer, orthopedics, diabetes, emergency medicine, minimally invasive surgery, women’s health, and children’s medical services, including an internationally recognized newborn intensive care unit.
The Medical Center’s medical staff is pluralistic in nature, including 1,100 EMPLOYED members of the Medical Group, private physicians, physicians practicing in two large community health centers, and others. There are over 1300 active medical staff of the medical center, ranging from subspecialists to approximately 370 primary care physicians.
UMass Memorial is home to LifeFlight, New England's first air ambulance. Life Flight is recognized for the excellence of its safety, quality management and employee education programs by the Board of the Commission on Accreditation of Medical Transport Systems (CAMTS). Since its founding in 1982, Life Flight has transported more than 27,000 patients in a geographic area that extgens from Southern Connecticut to New Hampshire, and from Boston, Massachusetss to Albany, New York.
UMass Memorial Medical Center is home to some of the region’s most sophisticated medical technology, including the latest diagnostic and treatment options. Our experienced staff includes specialists who are leaders in their field. No matter where you receive health care within our network of hospitals, you have access to the advanced services and resources of UMass Memorial Medical Center.
Features of UMass Memorial include:
• Accredited by the American College of Surgeons as the only designated Level I Trauma Center for adults and children in Central Massachusetts
• Home to the Duddie Massad Emergency and Trauma Center and Life Flight, New England’s first hospital-based air ambulance
• Number one hospital in Massachusetts five years in a row for heart attack survival, according to the Centers for Medicare and Medicaid Services
• The region’s only Level III Neonatal Intensive Care Unit, providing expert care for ill or premature newborns
• The region’s only comprehensive pediatric services through the Children’s Medical Center (CMC), offering specialists in every pediatric health field from psychiatry to surgery
• A three-star rating from Consumer Reports for bypass cardiac surgery based on overall performance, complications and other quality measures
• A study published in 2013 in the journal CHEST and written by the director of UMass Memorial’s eICU found that “patients in the virtual ICUs were 26 percent more likely to survive their stay in the ICU and 16 percent more likely to survive the hospitalization as a whole and be discharged.” – Boston Business Journal, December 3, 2013
Sustainability
Financial performance of the Medical Center and the entire clinical system is strong. UMass Memorial Health Care Inc. reported an $85.6 million surplus in its 2010 fiscal year. Even without investments, the health system accounted for an operating surplus of $82.8 million in the fiscal year ending September 30, 2009, up approximately 39 percent over the past year. UMMMC is the dominant provider in the region with 60% of the hospital market share. The system’s current fiscal year budget totals $2.3 billion.
UMass Memorial Health Care posted $2.1 billion in net patient revenue in 2010, up 5.8 percent from the previous year. The system treated 59,000 hospital admissions excluding newborns in 2010, flat from the previous year.
UMMMC posted $1.33 billion in patient revenue, a $49.6 million operating surplus and a $57.2 million total surplus. The system’s other hospitals, with a combined total of 344 beds — HealthAlliance hospitals in Fitchburg and Leominster, Clinton Hospital, Marlboro Hospital and Wing Memorial Hospital in Palmer — posted $354 million in patient revenue, a $2.3 million operating surplus and a $4.9 million total surplus.
The University of Massachusetts Medical School
The University of Massachusetts Medical School (UMMS), consistently ranked among the top medical schools in the country for primary care has established a vision to become one of the top 10 academic health sciences centers in the United States. Research growth at the institution has been significant. Total research awards have more than tripled since FY ‘94 and more than doubled in the last seven years to their current level of over $240M in FY ’13, or which $133M comes from NIH. The medical school maintains a strong commitment to public service, including the provision of health services to vulnerable populations.
The UMMS School of Medicine is led by Dean Terry Flotte, M.D., and with Dr. Flotte in his roles as Provost and Executive Deputy Chancellor, Chancellor Michael Collins, M.D., leads the 3-schools Worcester campus which includes, in addition to the School of Medicine, the Graduate School of Biomedical Sciences and the Graduate School of Nursing. Together they have led initiatives including redesigning the medical education curriculum and expanding clinical and translational research to achieve success similar to that of the renowned basic science departments.
UMMS emphasizes preparation of students for careers in the primary care disciplines, and the School of Medicine has garnered a national reputation for its primary care program. U.S. News & World Report ranked UMMS in the top 5% of the nation's accredited medical schools for primary care education. The Medical School's success in training primary care physicians can be attributed in part to an educational philosophy emphasizing early exposure to community practice, beginning with the first year of medical school. The innovative new curriculum aggregates students in learning communities and encourages interdisciplinary collaboration and mentoring. Reinforcing the success and quality of the educational program are the results of the annual Match Day at UMMS, when medical students discover where they will begin their careers as doctors. Year after year the National Resident Matching Program results showed UMMS graduates accepted into some of the most competitive residency programs in the country.
Of the $233+ million in research funding which UMMS attracts annually, 80% comes from federal funding sources, and is on the leading edge of medical research in human disease and treatment. UMMS success was marked by the 2006 awarding of the Nobel Prize in Physiology and Medicine to Craig Mello, in collaboration with Andrew Fire at Stanford, for their discovery of RNA interference - gene silencing by double-stranded RNA. In addition, there are seven Howard Hughes Medical Institute Investigators, four National Academy of Sciences members, one Royal Society member, and a 2008 Lasker Awardee.
UMMS is a major force in both basic and clinical research. Among the many areas of concentration are: neurotherapeutics, HIV/AIDS, bone cell biology and prevention, cancer, diabetes, gene function and expression, molecular genetics, and RNAi. The main campus boasts the Aaron Lazare Medical Research Building, a 360,000 square foot building and Two Biotech, a 75,000 square foot research facility in the Massachusetts Biotechnology Research Park. In addition, UMMS received a $12.5 million grant from The Valley Foundation to support build-out of clinical and translational space in the new Ambulatory Care Center building as well as staffing and recruitment for the five Centers of Excellence: Cancer, Cardiovascular, Diabetes, and Musculoskeletal care and research. In addition, the newly established department of Quantitative Health Sciences occupies the 7th floor of the ACC. The grant provided the UMass Academic Health Sciences Center with $7.5 million for the capital components of the project and $5 million to fill the building with the researchers, clinicians and equipment required to manage the programs housed within.
The essential element of the ACC which opened in the summer of 2010 is co-localized clinical care, clinical research, and clinical education in adjacent spaces on each floor to allow physician-investigators and patients to move seamlessly from where they receive treatment to where they may participate in trials of investigative therapies, making “from bench to bedside” a reality for patients.
The newest building is the Albert Sherman Center (ASC), a 512,000 square foot new research and education building. The ASC is energy efficient and environmentally sustainable and holds 350,000 sq ft for wet research, research cores, lab support, and a vivarium. The ASC supports the expansion of existing programs and substantially expanded clinical research. In addition, the ASC greatly expanded educational space and is the home for the School of Medicine and Graduate School of Nursing Learning Communities, as well as the Simulation Center and Standardized Patient Program. The school was the recipient of a Governor-backed $90 million appropriation from the Commonwealth of Massachusetts to help fund the ASC, launching a new era in research and development, with benefits that promise to be world-changing.
The University of Massachusetts Medical School and the UMass Memorial Health Care System, together as the largest employer in the region, take seriously their mission to identify and attract leaders and staff at all levels of the organization who bring diversity to the workforce. The organizations have made it a key priority to recruit and retain diverse talent to enhance their missions of patient care, teaching and research.
Clinical Setting
Worcester, Massachusetts is one of the most consolidated healthcare markets in the country, with early penetration of managed care. In less than 15 years the Worcester market has gone from nine hospital providers to only two major providers at present, those being UMass Memorial and St. Vincent’s Hospital. St. Vincent’s is owned by Tenet Health, and has a clinical affiliation with Beth Israel Deaconess Medical Center. The primary and secondary healthcare market in Central Massachusetts is about one million people. UMass Memorial enjoys a predominant market share of the health care delivered in Worcester and the surrounding communities; however, there remains leakage of care in some areas, such as cancer to the greater Boston academic centers.
THE HISTORY
When UMMS was inaugurated in 1969, an academic university medical center was established at the same time, the UMass Medical Center. The Medical School’s faculty serve as the medical staff of this facility. Academic advancement has been a driving force for the faculty of the University of Massachusetts, and over the last 10 years, UMMS has advanced to 18th nationally in NIH funding in the basic sciences, and one of the nation’s top 50 medical schools in funding for clinical studies. The basic science and clinical faculty share in this achievement.
In 1998, the state elected to spin off the clinical system as a separate non-profit entity, and subsequently the university hospital merged with the leading community provider, Memorial Hospital, which had merged earlier with Hahnemann Hospital, now an ambulatory surgi-center. These hospitals and other affiliates of the clinical system are the major training sites for UMMS and all clinicians are faculty members of the Medical School. In the ensuing years, efforts have been expanded to strategically locate resources in ways to maximize investment in technology, and to achieve highest specialization in personnel. The new Ambulatory Care Center building as described above, houses the ambulatory patient care centers of the 5 Centers of Excellence alongside clinical and translational research programs. Similarly, as noted above, the new Albert Sherman Center will co-locate translational scientists and aggregate and expand educational facilities.
Department of Neurosurgery
The Department of Neurosurgery is known in the region for clinical excellence and performs more than 1200 neurosurgical procedures a year. Particular areas of expertise include utilizing computer-guided stereotactic neuro-navigation and intra-operative imaging; collaborating with the New England Stroke and Research Center for endovascular and operative management of cerebrovascular diseases; developing minimally invasive approaches as an integral part of a comprehensive Neurosurgical Program for Innovative Spine Care in the treatment of congenital, degenerative, neoplastic and traumatic spine pathology; establishing the Brain Tumor Program, its multi-disciplinary clinic and the Center for Translational Research in Neuro-Oncology. Further, the Neurosurgery Department supports the UMass Children’s Medical Center providing pediatric neurosurgical expertise.
The Neurosurgery Department has developed a particular expertise in specialized care for disorders and injuries to the brain and spine including:
• Brain Tumor Program
• Traumatic Brain and Spinal Injury
• Neuro / Endovascular Services
• Comprehensive Epilepsy Program
• Stroke Prevention and Treatment Program
• Functional Neurosurgery and Movement Disorders
• Neurosurgery for Pain Management
• The Spine Center
• Stereotactic Radiosurgery
• Minimally Invasive Spine Surgery
• Endoscopic and Endo-assisted Surgery Program
• Skull Base Surgery Center
• Pituitary Tumor Program
• Hydrocephalus Program
The Department has a number of cross-specialty, cross-departmental clinical initiatives including, for example, working with Neurology to define the standards for neurocritical care in brain injury, neurodegenerative disease and stroke, and, also with Neurology, introducing new techniques for management of movement disorders, depression and impaired consciousness using deep brain stimulation and stem cell transplantation. Members of the Department of Neurosurgery, along with neuro-radiologists, neurologists, critical care specialists, pediatricians and medical and radiation oncologists come together in various combinations on a weekly and sometimes daily basis to review the diagnostic information, discuss the treatment options and recommend a treatment plan to the patients and involved family members.
Further, Neurosurgery regularly assembles interdisciplinary patient care teams to maximize positive clinical outcomes including, for example, weekly neuro-radiology, neuro-critical care and neuro-vascular conferences, bimonthly Brain Tumor Board, and monthly Pituitary, Epilepsy, Spine, Trauma and M&M meetings. More broadly, the department works routinely in a complementary way with clinical areas including, for example:
• Pain Center
• Endocrinology Clinic
• Parkinson’s Disease and Treatment Center
• Traumatic Brain Injury Program
• Spine Center
• Cancer Center of Excellence
• NeuroTherapeutics Institute
• RNA Institute
• Global Health Program
The Department has worked to advance the technology available to best support surgical interventions and positive clinical outcomes. Currently available and utilized are:
• Integrated high field strength MRI and angiography
• Frameless stereotactic radiosurgery for both cranial and whole body applications using advance technology.
• Brain mapping technology and instrumentation for intricate surgical interventions with less invasive techniques.
• Endovascular expertise to minimize the need for open surgical exploration.
• Awake anesthesia and monitoring for surgery in eloquent regions of the brain.
• Minimally invasive spine procedures to decrease blood loss, shorten hospital stays, reduce infections and enhance healing.
Research
The University of Massachusetts research scientists lead in a wide range of subjects related to neuro and cancer biology. Supported by National Institutes of Health grants, other funding organizations and private donations they regularly publish findings in peer-reviewed journals for biochemistry, immunology, molecular medicine and pharmacology.
The Center for Innovative Imaging and Intervention in the New England Stroke Center leads the way in the development of new treatment strategies for vascular disorders of the central nervous system.
The Massachusetts Center for Translational Research in Neuro-Surgery is focused on the identification and suppression of brain cancer stem cells and RNAi based gene therapy for neurodegenerative diseases
An Institutional Review Board comprised of independent and highly knowledgeable individuals charged with the responsibility to ensure patient safety and compliance with all accepted safeguard regarding research on human subjects
Neurosurgery Residency and Fellowships
One important goal for the new chair of the Department of Neurosurgery will be to develop a neurosurgery residency program. This will require working collaboratively with a variety of clinical and administrative departments and the chair will have the guidance and support of the Dr. Flotte as Dean and Executive Deputy Chancellor as well as Dr. Deborah DeMarco, Senior Associate Dean for Clinical Affairs and Associate Dean for Graduate Medical Education.
Further, the organization is seeking to have students engaged in training specific to multiple sclerosis. This would be coordinated as part of the required third year clerkship.
The establishment of the residency program in particular, is a multi-faceted and complex process and is seen as being a multi-year venture.
POSITION OVERVIEW
The position is the inaugural Chair of the Department of Neurosurgery. The Chair of Neurosurgery will lead all aspects of the Department including: clinical care, education, research and administration. The Chair will lead the academic functions of the faculty through the Medical School and the clinical practice activity of the faculty under the auspices of the UMass Memorial Medical Group. The Chair will develop and implement the strategic direction for the Department and will participate in and support planning, budgeting, financial management and quality management functions as they pertain to the Department. He/she will facilitate and support development of new services, cutting edge technology; and actively promote efficiency and cost effectiveness in the delivery of care and services. In addition, the Chair will facilitate, mentor, support and conduct research in areas related to Neurosurgery. He/she will assure adequate professional staffing of all neursurgical services; directing and coordinating recruitment of neurosurgeons.
The position is jointly responsible to the President and CEO of UMass Memorial Health Care, Eric Dickson, MD, and the Executive Deputy Chancellor, Provost and Dean of University of Massachusetts Medical School, Terence Flotte, MD, as delegated by the Chancellor, Michael F. Collins, MD.
In addition to the responsibilities as Chair, there is responsibility and accountability for clinical quality and safety, operational performance, growth and financial performance of the professional and technical aspects of the Neurosurgery service line of the Medical Center. In addition, the Neurosurgery Chair is responsible for working collaboratively with the intersecting clinical areas including, for example, Orthopedics and Radiology, to develop and implement
a system-wide strategy for neurosurgical clinical care delivery including capital and operational plans.
Goals and Expectations
In the first two years, the Chair, Department of Neurosurgery will be expected to show progress in the following areas:
• Strategic planning – create a contemporary and dynamic system-wide vision beginning with preparation of a plan that focuses on the development of neurosurgical services to maximum potential. Engage a broad range of constituencies in the development of that vision, including academic and community physicians, referral sources, administration and finance, the School, and the System leadership. Establish both goals and objectives to be achieved and their priority. Align departmental incentives with those of the broader medical enterprise, recognizing the collaborative, non-competitive nature of the relationships. The development of a specific strategic capital plan is an early priority.
• Reestablish the Neurosurgery Residency Program – a key component of the department’s strategic planning process will be establishing a realistic plan including required resources and timeline for reestablishing the Neurosurgery Residency Program.
• Definition of the departmental mission – establish a clear mission for the Department and build a recruitment strategy on that basis. Outline expectations for faculty in areas of teaching, clinical service and research participation. Specifically in the area of research, establish a cohesive, well thought out strategy for research participation, inclusive of short and long-term expectations and to ensure scheduling and support systems exist to foster that participation. Develop an organizational structure for radiologists that runs smoothly and proves attractive for recruiting purposes.
• Enhance the reputation of Neurosurgery – be the champion for the Department. Address the legitimate challenges faced by the department in recruitment and confirm the confidence of referring physicians in the quality and level of service that is provided.
• Leadership and management – establish relationships with other Chairs and clinical staff that emphasize collaboration. Be visible and approachable. Establish oneself as a sought after resource across the system on all matters relating to imaging.
• Research initiatives – increase the amount of scholarly activity conducted in the department pertaining to Imaging and training program.
• Productivity and profitability - define performance expectations appropriate to current and future faculty/staff levels. Create accountability metrics that address volumes and quality, as well as participation in clinical and didactic education and research activities. Establish standards for equipment evaluation and purchase. Create common policies, procedures and standards of excellence between practice sites to build a truly functional Department through collaboration to optimize operations.
• Culture of service and quality – strive for a departmental atmosphere with quality as a fundamental operating principle and Neurosurgery as a service discipline that mirrors that of a private practice model in which customer service and responsiveness are equal to quality in importance. Ensure the drive for service and quality is a shared vision in all locations where Imaging services are delivered.
Position Description
The Chair, Department of Neurosurgery oversees all healthcare services delivered under the aegis of the Department, promoting teaching, innovation and cutting-edge research while making clinical and administrative decisions within established operating philosophy, goals and objectives of UMMMC. The Chair will build a highly functional department through collaboration with senior leadership, assuring well regarded quality of services offered through the establishment of clinical standards and benchmarks, and frequent assessment of programs. The Chair will evaluate performance and initiate personnel actions such as merit increases, promotions, disciplinary or similar actions and encourage professional growth and development of faculty. He/she will ensure that practices and management are up-to-date to enhance patient outcomes and staff morale while imbuing the entire Department of Neurosurgery with quality as a fundamental operating principle, and Neurosurgery as a service discipline.
Principal Responsibilities
Faculty and Staff
• Administrator of all faculty and staff employed in the Department of Neurosurgery at UMMMC.
• The Chair will strategically direct the Department physicians and other employees to optimize the care of patients, support research endeavors, and provide effective educational programs.
• The Chair will assure an active commitment for mentorship in developing junior faculty in clinical Neurosurgery and related neurosurgical research as well as the professional growth and support of the Division Chiefs, as applicable.
• Oversees the scheduling of neurosurgeons to provide professional services in all available modalities, assuring that needs for schedule and services are met.
• Strategically recruits and retains faculty assuring adherence to the Bylaws of the Staff in matters pertaining to review of credentials and recommendation regarding appointment, reappointment and privileges and to evaluation of performance of members of the Department.
• Evaluates performance and initiates or recommends personnel actions such as merit increases, promotions, transfers, disciplinary or similar actions. Encourages professional growth and development of personnel through in-service education and other programs. Resolves grievances and other personnel problems within position responsibility.
Financial
• Overall responsibility for the establishment and maintenance of the Department of Neurosurgery capital and operating budgets. He/she will work collaboratively in the staffing and budgeting process for all components of the clinical, research and education programs.
• Manage institutional support for faculty and program development in the Department of Neurosurgery.
• Work with neurosurgeons and, as appropriate, with Administration to assure timely billing, compliance with regulations and requirements as pertain to professional imaging services and, as appropriate, to improve reimbursement for imaging services by third party payors.
• Actively participate in and support planning, budgeting, financial management, quality management/quality improvement activities as pertain to imaging services at UMMMC.
Clinical
• Continue to build and optimize clinical programs in the Department of Neurosurgery by establishing effective clinical services that exceed national standards for measured outcomes, thereby optimizing healthcare for the patients.
• Design execute, and evaluate new cutting edge services and innovative technology.
Quality/Regulatory
• The Chair is responsible for the Department of Neurosurgery quality assurance and improvement activities.
• Represent UMMMC and UMMS in the local, regional, and national network of medical professionals.
• The Chair will stay up-to-date and maintain compliance with all regulatory aspects of Neurosurgery programs.
• Organize and oversee the implementation of a quality management program, including structured quality improvement and peer review functions to promote the delivery of high quality, cost effective, efficient services and meeting specified standards of performance. Will recommend and take corrective action as necessary.
• The chair will enhance the patient- focused service orientation of the department through optimization of scheduling, behavioral expectations and improving coverage of all services,
Educational
• The Chair will lead, facilitate and provide outstanding educational programs in the Department of Neurosurgery. The Chair or his/her designate will coordinate and promote educational opportunities, including development of a detailed plan for establishing the Neurosurgery residency program
• Provide educational programs to hospital personnel and other local, regional and national forums in areas related to Neurosurgery.
Research
• Responsible for the leadership and oversight of all research programs in the Department of Neurosurgery.
• Heighten the academic activity of the department by facilitating an excellent research program in Neurosurgery as evidenced by peer reviewed publications and increased external funding.
• Encourages collaboration in interdisciplinary education, with a particular focus on developing work in collaboration with the Neurotherapeutics Institute as part of the broader initiative to develop the Neurosciences here at UMMS/UMMMC. Fosters a learning environment that values collaboration.
Improved Clinical Outcomes
• Develop programs and initiatives to constantly improve Neurosurgery services and the measurable outcomes of those services for the community.
Leadership
• Provide leadership to optimize the process of program design, implementation and evaluation, with demonstrated success in the creation of new and expanded services for the Department.
• Lead teams, foster a learning environment, improve research programs, maintain staff motivation, and sustain a productive relationship with the medical faculty.
• Participate actively in the senior leadership of the institution, serving on the appropriate committees.
• Work closely with the Administrative Director, Neurosurgery to assure coordination and integration of services meet the needs and requirements of other departments keeping with customer needs (patients, staff and physicians) and that they are provided in a timely, efficient, cost-effective manner.
CANDIDATE QUALIFICATIONS
• A highly accomplished board certified Neurosurgeon who is academically recognized with demonstrated success as a chair, director or division chief with a track record of building programs, divisions or departments in a complex academic center.
• An academically productive physician-scientist, preferably with a national reputation in an area of innovative research, experienced in developing multidisciplinary and collaborative research with translational potential and activity; capable of obtaining or supporting his/her faculty in obtaining external grant funding to build research programs and initiatives; mentors other physicians and scientists to develop research programs. Keen insights into the future of technology and research.
• Strong communication skills that can project and present a daily passion for the Department of Neurosurgery; sees beyond today; is optimistic; makes the vision sharable and understood by UMMMC faculty and staff; inspires and motivates quality programs for the Department of Neurosurgery.
• Demonstrated track record of setting and achieving goals; is constantly and consistently a top performer, outcome oriented, effectively delegates to others, steadfastly challenges self and others for results.
• Ability to mentor, recruit and retain faculty in the Department of Neurosurgery.
• Possesses a passion for meeting and exceeding the expectations and requirements of patients, families, physicians, scientists, and other customers; obtaining first-hand customer information and using it for improvements in quality programs.
• Enjoys working hard; is action oriented and full of energy for challenges; seizes opportunities as they arise; sets priorities; spends own time and that of others on what’s important; quickly zeros in on the critical issues; eliminates roadblocks; creates focus; maintains an outcomes focused environment.
• Able to effectively participate with the senior leadership and contribute to the systems thinking at UMMMC.
• Stature, experience, and productivity to qualify as full Professor at UMMS.
Personal Characteristics
• Communicates effectively in both written and oral presentations. Also possesses outstanding interpersonal skills to gain the confidence and respect of a wide variety of constituents; understands how to communicate both horizontally and vertically.
• Through actions, words and professional conduct, reflects own convictions of honesty, trustworthiness, straightforwardness and commitment to listening carefully and objectively. Also possesses energy, charisma, work ethic and results orientation.
• The ability to inspire the Neurosurgery faculty to strive for excellence in all efforts to achieve the goals of excellent clinical service, education and research participation while continuing to improve morale.
• Possesses decision making ability, well grounded in business principles and financial acumen, and while flexible and accommodating, must able to make decisions for the optimum operations of this large department. Needs to be politically astute though not a politician. Needs to have high self-confidence, though ego in check. Must be a team player, with a team-oriented philosophy and style.
• A person of optimism and good humor with a strong empathy for people and consideration for others.
• Help faculty grow and challenge them to be accomplished clinicians, researches and teachers. He /she must have a fundamental commitment to education and must also foster environment of celebrating successes in a dignified, professional manner.