The organization is seeking an innovative physician executive to serve in the role of Chief Medical Officer (“CMO”). This individual will report to the Chief Executive Officer of the health system and will serve as a key member of the senior leadership team, leading initiatives to support system-wide clinician engagement, wellbeing, clinical excellence and to improve the quality, safety, and health equity of patient care.
The CMO will lead, in dyadic partnership with the Chief Operating Officer (COO), system-wide continual improvement and drive clinical excellence by focusing on standardizing clinical practices to reduce outcome variation and enhance clinician engagement. The CMO will directly supervise the President of the Fairview Health Medical Group (FHMG), the Medical Staff Office, the Chief of Quality, Safety and Healthcare Equity, and lead the Independent Practice Relationship Management team including leadership of Fairview Physicians Associate Network (FPAN). They will oversee the unified Fairview Health Services (FHS) Medical Executive Committee and the Clinical Affairs Committee which report to the board of Fairview.
Major responsibilities of this position will include:
- Knowing, understanding, incorporating, and demonstrating the health system’s mission, vision, and core values in leadership behaviors, practices, and decisions, and inspiring physicians and other clinicians to reflect these;
- Establish personal and professional credibility as an approachable, credible, and effective physician leader who champions and advances the mission, vision and values of Fairview while exhibiting an appreciation for the unique culture and needs of each hospital and clinic in the network and the greater physician community;
- Develop a comprehensive understanding of the organizational structure and mechanisms that propel Fairview and affiliated organizations;
- Serving as a resource to national leadership, regional practice leadership, and executive teams on quality and safety, clinical innovation, research, and population health; and
- Serving as an active participant in the system-wide strategic planning and budgeting processes, conveying the needs of physicians, advanced practice providers, and patients.
Create and Sustain the Clinical Compact between the Clinicians and the Organization
- Facilitate collaboration and communication among clinicians, frontline teams, and support staff, by establishing an informal understanding – The Clinical Compact. This compact defines mutual expectations, outlining what clinicians contribute to the group and what they receive in return. Emphasizing shared values, such as a commitment to a common mission, clinical excellence, financial sustainability, and being an employer of choice, the compact operates as a social contract, supported by explicit messaging, processes, and accountabilities.
- The implementation of the Clinical Compact must be reflected through the processes and accountabilities established through the leadership of FHMG, FPAN, APP COE, Med Staff Office, and Quality, Safety and Healthcare Equity and through active engagement of the FHS and UMMC Medical Executive Committees.
Drive Clinical Excellence
- Provide physician leadership in the establishment of robust processes, educational initiatives, and supportive tools to drive population health and healthcare equity for Fairview patients. Define ambitious yet achievable milestones in collaboration with the Chief of Equity Strategy and the Senior Vice President of Optimal Care.
- The milestones for population health and healthcare equity must be reflected through the processes and accountabilities established through leadership of FHMG, FPAN, the APP COE, Med Staff Office, and Quality, Safety and Healthcare Equity, and with active engagement with the FHS and UMMC Medical Executive committees, GME (Graduate Medical Education) training programs, and supported by clinical research.
Quality, Safety, Healthcare Equity and Population Health
- Partner with the Senior Vice President of Optimal Care: To formulate and execute a strategic vision aimed at enhancing performance in value, population health, and post-acute care, aligning with enterprise strategic goals.
- Engagement in System Quality Initiatives: Collaborate with physicians, senior leaders, and subject matter experts to develop and implement system-wide quality initiatives, while preserving a focus on the quintuple aim across various care settings, including acute care sites, skilled nursing facilities, ambulatory settings, and patients' homes.
- Collaboration for Quality and Safety Initiatives: Work alongside the COO and Chief Nursing Officer to oversee the development and implementation of quality and safety initiatives, consistently promoting the quintuple aim across various care settings, including acute care sites, skilled nursing facilities, ambulatory settings, and patients' homes.
- Social Determinants of Health: Develop and implement strategies, in collaboration with the Executive Vice President of Public Affairs and the Chief of Equity Strategy to address social determinants of health affecting patients and communities.
- Quality Outcome Monitoring and Correction: Monitor quality outcomes, identify best practices, and take corrective action on quality and safety issues, with the focus on promoting the delivery of culturally, racially, educational-level, and linguistically appropriate, compassionate, and effective patient care.
- Equitable Care Strategies: Develop and implement interventions to ensure equitable care and healthcare outcomes, addressing variables such as race, sex, gender identity, socioeconomic status, sexual orientation, and other demographic factors.
- Vizient Top Decile Performance: Advance towards achieving Vizient top decile performance for academic health systems, emphasizing reliable and consistent healthcare delivery, streamlined information flow, infrastructure optimization, patient access, service excellence, and exemplary outcomes.
- National and Local Collaboration: Collaborate with national and local physician leaders to drive initiatives related to quality, safety, and population health.
Clinician Recruitment, Wellbeing and Professional Development
- Create enhanced alignment among the academic and community providers across the system. Recognize and appreciate the uniqueness and balance the needs of a large academic medical center with that of community hospitals.
- In collaboration with University of Minnesota (U of M) leadership, work to establish an environment that fosters faculty and staff engagement and look to ways to improve engagement among all providers;
- Develop an infrastructure that promotes medical staff leadership and develops others to build internal capabilities and the talent that facilitates succession. Promote communication pathways that elevate the voice of the medical staff in the matrix organization and engage the medical staff to become the drivers of clinical excellence in the enterprise. Partner with organizational leaders to assess and address practice environment, including workplace violence.
- Develop and maintain a culture of service and relationship focused models of practice, which support the achievement of exceptional patient satisfaction and care outcomes. Establish and monitor meaningful performance measures, which ensure and demonstrate excellence in clinical care and delivery of services.
- Work with the system’s VPMAs (Vice President of Medical Affairs) and other physician leaders to mentor their development and to provide support to allow them to reach their individual hospital and/or ambulatory goals while simultaneously looking for solutions that will benefit all;
- Through Leadership of the Independent Practice Relationship Management Team, FPAN, FHMG, the APP COE, the Med Staff Office and engagement with the FHS Medical Executive Committee and UMMC Medical Executive Committee, identify specific accountabilities for those bodies which are aligned with recruitment, wellbeing, and development goals.
Designated Institutional Official for Graduate Medical Education
- Work collaboratively with the Office of Graduate Medical Education at the University of Minnesota to ensure continued excellence in resident and fellowship training programs.
- Through clinician compact, utilization of medical staff services, and in collaboration with HR functions optimize the clinical learning environment to recruit high performing learners for future workforce.
Clinical Research Oversight (in partnership with Chief Academic Officer)
- As co-leader of Research and clinical trials with the Chief Academic Officer and in collaboration with medical school leaders, help chart the course in accomplishing the Fairview and U of M education and research goals.
- In collaboration with the Chief Academic Officer, promote a research environment with an emphasis on collaborating with patient and community groups to advance a research agenda that addresses community health priorities and needs.
Dyadic Partner to the Chief Operating Officer (COO)
- As the dyadic partner to the COO, the Chief Medical Officer plays a pivotal role in shaping and executing operational strategies to achieve organizational excellence. This role is instrumental in fostering a harmonious partnership between medical and operational leadership, ultimately driving the organization towards operational excellence, and delivering high-quality, patient-centered care. Key responsibilities include:
- Strategic Vision and Implementation: Co-create and execute a strategic vision with the COO to enhance overall operational performance, ensuring alignment with organizational goals.
- Cross-Functional Collaboration: Bridge the gap between medical and operational functions, promoting collaboration between clinical and administrative teams for cohesive and integrated healthcare delivery.
- Performance Improvement Initiatives: Spearhead performance improvement initiatives in partnership with the COO, emphasizing excellence in patient care, service delivery, and operational efficiency.
- Resource Optimization: Work collaboratively to optimize resource utilization, including personnel, technology, and infrastructure, to ensure smooth and effective healthcare operations.
- Clinician Recruitment and Contracting: Collaborate on clinician recruitment, including optimization of clinical learning environments, relationships with external organizations and development of an empowering clinician compact.
- Quality and Safety Oversight: Partner with the COO in overseeing and enhancing quality and safety measures, championing a culture of continuous improvement across all operational facets.
- Strategic Decision-Making: Engage in strategic decision-making processes with the COO, contributing insights from a clinical practitioner perspective to inform operational strategies.
- Financial Management: Collaborate on fiscal management strategies, ensuring fiscal responsibility and viability in alignment with the organization's objectives.