Defining and refining leadership.

Primary Care Progress Cambridge, Massachusetts

A Position Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chief Executive Officer

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Table of Contents

© 2018, Furst Group. All rights reserved.

S E C T I O N 1

Overview

Primary Care Progress 1

Mission, Approach and Focus 4

Opportunity Assessment 6

Executive Biographies 8

S E C T I O N 2

Position Description

Reporting Relationship 13

Principal Accountabilities 13

Experience and Qualifications 14

Personal and Professional Attributes 15

S E C T I O N 3

Community Information

Cambridge, Massachusetts 16

S E C T I O N 4

Furst Group 20

F U R S T G R O U P Ι 1

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Primary Care Progress

s the leader in relational leadership, Primary Care Progress is a national organization committed to strengthening the people at the heart of care through leadership development and community building.

The fact that burnout is accelerating rapidly throughout the healthcare industry is

unfortunate. While some institutions are beginning to focus on this costly problem, there is a

general absence of robust and proven interventions needed to remedy the situation. This

presents an incredible opportunity for Primary Care Progress.

Primary Care Progress (PCP) is paving the way to shift the hearts and minds of the current

workforce. Healthcare professionals are now starting to think about teamwork, community,

professionalism and advocacy in a whole new way. PCP has engaged in thought leadership

through research, publications, and public speaking, and people have been incredibly

responsive. This is an exciting time to be part of this evolution.

Strengthening the Community at the Heart of Care

Founded in 2010 and headquartered in Cambridge, Massachusetts, PCP has grown out of a

grassroots primary care revitalization effort launched at Harvard Medical School. PCP has

transformed over the years from an alliance of medical school-based teams promoting

primary care, into a national movement — a powerful learning collaborative of current and

future healthcare professionals from across disciplines and career stages.

Throughout the country, primary care is at a critical inflection point. The needs of our

healthcare systems are challenging the very foundation upon which primary care has been

based. The era of solo practitioners is being replaced by more effective team-based

practices, uniquely suited to increase resilience and reduce burnout, improve patient

outcomes, and cut costs. Yet few opportunities exist for primary care practitioners to keep

pace with this change. In order to deliver the frontline care necessary for a population that is

approaching 325 million, a robust pipeline of primary care providers must be trained to learn

how to lead and support a team of multidisciplinary professionals, and learn how to bring this

team-based practice into the clinic setting.

Primary Care Progress is a national organization committed to addressing these challenges

and to building a stronger primary care system. To do this, PCP has worked with current and

future healthcare professionals from across many disciplines and career stages, to pioneer a

successful, new Relational LeadershipTM model designed to develop and support leaders in

A

F U R S T G R O U P Ι 2

primary care, promote individual resiliency, and build the advocacy skills critical to affect real

change.

Now is the time to scale the pioneering work, to increase its impact, and to infuse the field

with the training required to ignite a true renaissance in primary care. To do this, PCP needs

a strong Chief Executive Officer who shares our vision, core values, and our passion and

commitment to achieve this renaissance.

Reviving Providers – Reimagining Care

Each year, PCP trains over 2,500 health professionals in leadership skills that include team-

building, change management, and provider wellbeing. Its interactive workshops are held at

institutions and clinics across the country, delivered by a national network of clinicians and

consultants.

PCP works with current and future healthcare from students and faculty to providers and

health systems leaders. It offers leadership development and support that emphasizes

relational skills, individual resiliency, and advocacy. By providing the resources and

community necessary to excel, PCP is strengthening the teams at the heart of primary care,

ultimately leading to sustainable models of care and better health for all.

Cultivating Clinician Leaders

Services

There are two major trends playing out in primary care. First, there are massive levels of

burnout and a growing exodus of clinicians from the workforce. Secondly, there is a

renaissance of primary care taking root in pockets around the country.

The individuals at the front lines of this renaissance need expertise in a new type of

leadership that places just as much emphasis on the heart as the head. With increasing data

underscoring the outsized role that relationships play in motivating action, Relational

Leadership™ augments technical approaches to systems change, with social strategies that

leverage the power of human connection to make those changes stick.

Primary Care Progress has developed workshops and advisory services for intact clinical

teams to address the pain points and issues that lead to career dissatisfaction and burnout.

From 90-minute sessions to day-long workshops, these solutions are equipping practitioners

with the relational skills to thrive.

Turning Anger into Action---PCP may be a nonprofit, nonpartisan organization, but it is also

mission-driven and values-led, meaning that if ever there was a moment to live out its values,

to stand up against prejudice and bigotry, and to support healthcare for all, the moment is

now.

Workshops--- PCP has interactive, action-oriented workshops that deliver powerful skills,

insights, and real-world application to help teams build capacity and community.

F U R S T G R O U P Ι 3

Building National Network of Change Makers

Programs

The next generation of health professionals has a critical role to play in transforming the

primary care system. That is why PCP is engaging them now, preparing them to transition

from the classroom to the clinic with the skills to take better care of their patients and better

care of themselves.

For Primary Care Progress, its national Action Network of more than 50 interprofessional,

student-led teams is where it rolls out new curricula, tests primary care innovations on

campuses and in local communities, and prepares future clinicians to take the helm of

primary care transformation. For students and faculty, the PCP Action Network offers a range

of options to learn, experiment, give back, and connect.

The first step to joining the Action Network is creating a team; identifying a core group of

passionate, like-minded primary care allies from across disciplines and at a range of stages

in clinical training. Once a team is together, the sky is the limit.

PCP also works with executive leadership teams navigating change, clinicians implementing

new team-based models, and health systems catalyzing action on community health to help

them thrive. Dr. Andrew Morris-Singer regularly writes and speaks on current trends in

primary care, community organizing strategies to advance primary care reform, and the

emerging model of Relational Leadership™.

Power and Practice of Community-Building in Primary Care.

Social movements offer important lessons and powerful strategies for advancing meaningful

change in healthcare. From the historical roots of community organizing to the practical

realities of making change in challenging clinical environments, participants learn how to

establish coalition, mobilize resources, and advance shared aims, revitalizing themselves

and their teams in the process.

Relational Leadership™ to Revitalize Primary Care

Primary Care Progress shares insights and examples from the world of primary care

transformation that showcase how physicians and health professionals are building teams

and leading change efforts in powerful new ways – not only resulting in higher levels of

performance, but also in higher levels of work satisfaction and resilience.

PCP is proud to welcome and reflect a diversity of ideas, identities, and individuals, valuing

the unique qualities and contributions of those it works for and alongside. From recruitment

to internal practices, the principles of equity and inclusion are embedded in the

organization’s culture.

• Trust Integrity and an Eagerness to Learn

• Commitment to the Team and the Mission

• Equity and Inclusion

F U R S T G R O U P Ι 4

New Leadership Practices for Today’s Healthcare Providers

The American healthcare system is in crisis.

According to a 2017 study by The Commonwealth Fund, the United States spends more than

any other high-income country on healthcare, yet has some of the poorest health outcomes

in the developed world. Research indicates that the lack of investment in primary care is one

of the biggest contributing factors to this problem. Indeed, just four to seven percent of

healthcare dollars go to primary care, despite recent data findings that a dollar increase in

spending on primary care results in $13 in long term savings.

But it is not just about the economics; it is about the people at the heart of this system: the

clinicians and care team members now facing unprecedented productivity pressures, faulty

regulations, and shortsighted policies that have them increasingly practicing in a manner

inconsistent with their values.

It’s no surprise, then, that more than half of our frontline healthcare providers are burning

out.

That is why Primary Care Progress is so committed to leadership development and

community building. If it is going to change the current system, it is going to need a

community of change-making, problem-solving, dedicated practitioners ready to lead the

transformation from wherever they stand.

As Simon Sinek noted, “Leadership isn’t about being in charge; it’s about taking care of

those in your charge.” In addition to nurturing a set of basic skills to lead teams, PCP also

provides practices that help nurture team members to learn what motivates and inspires

colleagues to work collaboratively in advance of a shared mission.

Mission, Approach and Focus

Our Mission

Through leadership development and community building, Primary Care Progress is

strengthening the community at the heart of care.

At the core of this effort is Relational Leadership™ — the art and exercise of cultivating

relationships as the first step to creating meaningful, sustainable change. From our suite of

workshops that equip clinicians and teams with the skills to thrive, to our student programs

that empower the next generation to have community impact today, our focus is on helping

you succeed in today’s challenging healthcare environment.

Our Approach

We believe that one’s ability to lead change is dependent on one’s ability to lead people.

Again, and again, the data is clear: you can’t succeed in practice transformation without

engaging constructively and collaboratively with your teams.

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Connection to others is also critical for another reason — one that hits closer to home for

many of us in healthcare: we are evolutionarily wired to be in relationships. A myriad of

studies demonstrate the powerful impact community has on our well-being and health —

whether we’re patients or practitioners. And with more than half of U.S. physicians suffering

from burnout and isolation, we need connection now more than ever.

This emphasis on relationships is the very essence of Relational Leadership™ — and the

approach of PCP.

Our Focus

We believe in the power of community.

The notion of supportive, consistent community is increasingly absent in our now siloed

healthcare environment. A decrease in face-to-face interaction, relationships usurped by

technology, and fewer and fewer opportunities to connect around shared values has

contributed to increased isolation. Indeed, clinics across the country now experimenting with

powerful community building efforts as an antidote to burnout are witnessing just how

powerful community can be in reviving practitioners and increasing clinician retention.

PCP’s workshops provide opportunities and insights that help healthcare professionals

connect to their teams, their patients, and ultimately, rebuild community in primary care.

We’re all about the team.

There’s no question that a great deal of our clinical education fosters lone-rangerism.

Healthcare professionals are typically taught to know the answers, to act independently, and

to strive for perfection. But this lone-rangerism has obvious limitations, with increased

pressure on physicians and a care team stymied by lack of coordination. Fortunately, we’re

seeing a growing embrace of new team-based models that are shown to take some of the

burden off physicians, increase engagement of clinical and non-clinician staff, improve

patient outcomes, and cut costs.

Teams, however, don’t just happen. PCP’s workshops provide the tools to help colleagues

develop new practices, build trust with team members, and integrate new ideas, skills, and

approaches into the workflow.

We bring together the head and the heart.

Even in the data-driven field of medicine, we know that relationships — not data — are some

of the most significant forms of power and persuasion. A New England Journal of Medicine

survey on leadership points out that, “interpersonal skills are by far the top attribute needed

to successfully lead a healthcare organization… and to lead other physicians.” PCP is

teaching primary care professionals how to leverage both the head and the heart —

harnessing the motivations and emotions that drive meaningful behavior change.

F U R S T G R O U P Ι 6

Redefining leadership for an evolving system of care

Relational Leadership™ is the art and exercise of cultivating relationships as the first step to

creating meaningful, sustainable change.

Grounded in sociological and psychological research that underscores our human need for

community, Relational Leadership™ is about creating a culture of connection, trust, and

interdependency in your clinic or institution.

But working collaboratively doesn’t just happen — especially

in healthcare, where most people have been taught to go

it alone. While individuals often learn the technical skills

to undertake quality improvement and systems

redesign, it’s less common for health professions

education to focus on the deeply relational aspects

of effective teamwork. That’s where Relational

Leadership™ comes in, with four key areas to help

professionals achieve success and satisfaction in

their work.

Opportunity Assessment

Primary Care Progress (PCP) is an organization focused on revitalizing the primary care

system and building a new interprofessional generation of leaders in primary care. The Chief

Executive Officer (CEO) will have operational and strategic responsibility to grow the

organization and to continue to strengthen the people at the heart of care through leadership

development and community building.

Based in Cambridge, Massachusetts, PCP is located within a unique ecosystem of innovation

in healthcare, with strong ties to Harvard Medical School. PCP has grown rapidly in the eight

years since its inception. Now is the time for an experienced and entrepreneurial leader to

champion the vision of PCP throughout the country to infuse the Relational LeadershipTM

model designed to develop and support leaders in primary care, promote individual

resiliency, and build the advocacy skills critical to affect real change. That said, the real key

to success for the CEO is to understand and support the vision and mission of the founder

and staff, while driving to operational and economic sustainability.

Individuals with a strong passion for creating positive impact on clinical primary care teams

will find this role fulfilling. The opportunity to increase clinician satisfaction through

consulting and coaching engagements with Relational LeadershipTM as a foundation for

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these services is present and increasing in demand. Working within student populations and

promoting primary care careers that result in improving current healthcare access and

delivery systems and reinvigorating primary care – putting patients at the center – is critical

for the future success of PCP. This is a wonderful organization where a person can leverage

experience and relationships built in generating revenue and funding for similar non-profit,

mission-driven healthcare advocacy organizations to build PCP.

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Executive Biographies

Andrew Morris-Singer, M.D. President and Founder

Dr. Morris-Singer, board certified in internal medicine, is President and Founder of Primary

Care Progress, as well as a practicing clinician, medical educator, and leadership consultant.

With nearly 20 years of experience in advocacy, he regularly writes and speaks on current

trends in primary care, community organizing strategies to advance primary care reform, and

the emerging model of Relational Leadership™. In addition to being featured in national

media outlets that include NPR, CNN, and The New York Times, he also speaks at academic

medical institutions and professional conferences across the country. He is a lecturer in

Global Health & Social Medicine at Harvard Medical School, an Assistant Professor in the

Department of Family Medicine at Oregon Health & Science University, and an Adjunct

Professor in the Department of Family & Preventive Medicine at the University of Utah. He

earned his medical degree at Harvard Medical School and completed his residency at

Brigham and Women's Hospital in Boston.

Jane Cooper-Driver Director of Leadership Development

Jane has worked in the organizational learning and development field in a number of

industries and different-sized organizations. Most recently, she was Senior Director of

Learning & Development at Iora Health, an innovative primary care organization where her

focus was on co-designing their new practice launch curriculum, and overseeing the

orientation, management development, and professional skills development for a diverse

collection of roles and locations. At PCP, Jane’s focus is on the curriculum design, delivery,

and evaluation of our training services focused on leadership skills critical for practicing

practitioners in diverse healthcare settings. She has a B.A. from Boston University and an

MSc from the London School of Economics and Political Science.

Chava Hassan Director of Operations

Chava Hassan has extensive experience in program and operations management, with

strong roots in the community organizing community. She began her nonprofit career as an

organizing fellow for Health Care For All and joined in their effort to build state-wide support

for health reform. She worked as a community organizer for the Massachusetts Affordable

Housing Alliance and was operations manager during the Decennial Census, overseeing

survey operations in the New England region. Most recently, she was a manager of volunteer

programs at the Jewish Vocational Service where she developed systems that allowed for

more efficient operations and processes. At PCP, Chava collaborates with leadership to build

a solid support infrastructure for its organizational programs and activities and to further

streamline its operations.

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Elizabeth Métraux Director of Communications and Development

For more than 15 years, Elizabeth has worked around the globe teaching organizations and

executives how to pitch an idea, inspire a movement, and build a following.

She began her career in domestic and international political campaign management in

locations as varied as Bangkok and Baghdad, subsequently serving as Communications

Director for an international development firm, where she worked through the U.S. State

Department to foster civil society in the Middle East, North Africa, and the former Soviet

Union, most notably during the Iraq War and Arab Spring. She then transitioned to public

health communications, where she has held leadership roles in USAID’s infectious disease

unit in the Central Asian Republics and the Office of Director at the National Institutes of

Health, Scientific Workforce Diversity initiative. She regularly speaks and writes on her craft,

and was an Adjunct Professor at Champlain College in Burlington, Vermont, with a focus on

culture and communication.

Elizabeth serves on the Advisory Board of McGill University’s Executive Institute in Montreal,

Quebec, and the Board of Directors for MassMouth, a nonprofit organization that promotes

the timeless art of storytelling, as well as produces the nationally aired PBS program, Stories

from the Stage. She attended Syracuse University, American University, and is completing a

graduate degree in Global Health at Johns Hopkins University Bloomberg School of Public

Health.

Elizabeth is a member of the Public Relations Society of America, the Society for Scholarly

Publishing, and the American Hospital Association's Society for Healthcare Strategy and

Market Development.

PCP Board of Directors

Andrew Morris-Singer, M.D. President and Founder

Andy Ellner, M.D. Board Director

Andy Ellner, M.D., is a primary care physician, and the founder and CEO of Firefly Health, a

technology and primary care services company. He was founding co-director of the Harvard

Medical School Center for Primary Care, directs the Program in Global Primary Care and

Social Change at HMS, and is an Assistant Professor of Medicine at HMS and the Brigham

and Women's Hospital. He is passionate about expanding access to healthcare worldwide by

developing disruptive, tech-enabled models of primary care and mentoring emerging leaders.

F U R S T G R O U P Ι 10

Susan Kaufman Board Director

With decades of experience in strategic and organizational development, Sue Kaufman

brings her passion for healthcare innovation into her work with nonprofit leaders. As principal

at Susan L. Kaufman Consulting, she leads primary care and health systems transformation,

developing strategy and programs for organizations that include Commonwealth Care

Alliance, an integrated delivery system focused on team-based care for complex dual eligible

beneficiaries, as well as Community Care Cooperative, an accountable care organization

composed of Federally Qualified Health Centers. Previously, she served as CEO for Urban

Medical Group, a primary care innovator, and propelled Benova, Inc. from a small start-up

into a $100 million business at the time of its sale in 2003. Sue also serves on the Board of

Directors of Grist.org, an online news outlet focusing on climate, sustainability, and social

justice, and the Planned Parenthood League of Massachusetts. She has an M.S. in Health

Policy and Management from the Harvard School of Public Health, and a B.A. from Oberlin

College.

J.D. Kleinke Board Director

J.D. Kleinke is a medical economist, author and entrepreneur. He has been instrumental in

the creation of four healthcare information organizations, served on the boards of several

healthcare companies, and advised both sides of the political aisle on pragmatic approaches

to health policy and legislation. Kleinke helped establish Health Grades Inc., for which he

served as Executive Vice Chairman of the Board during the 2000s. In the 1990s, he was a

principal architect in the creation and rapid growth of HCIA / Solucient (now Truven Health)

from a niche healthcare data analysis firm to a major provider of information products to

healthcare systems, managed care organizations and pharmaceutical companies across the

U.S. and Europe. Before joining HCIA, Kleinke was Director of Corporate Programs at

Sheppard Pratt Health System, the largest private psychiatric hospital in the U.S. While at

Sheppard Pratt, he developed and supervised - at the age of 28 - the nation’s first provider-

based, managed mental healthcare system.

Since the early 1990s, Kleinke has written extensively about the impacts of both health

policy and market forces on health system dynamics, medical innovation and organizational

adaptation. He has advised the leadership of major healthcare companies and mentored the

founders of new health ventures. Additionally, Kleinke has worked with physician leaders

across the country to prepare their organizations for health system change, computerization

and new economic and cultural pressures. He has served as a Resident Scholar of the

American Enterprise Institute; member of the Editorial Board of Health Affairs; and frequent

contributor to the Wall Street Journal and The Huffington Post. He is the author of three

books on the U.S. healthcare system, Bleeding Edge: The Business of Health Care in the New

Century (1998); Oxymorons: The Myth of a U.S. Health Care System (2001); and Catching

Babies (2011). His work has appeared in the Wall Street Journal, New York Times, Barron’s,

Health Affairs, JAMA, the British Medical Journal, Modern Healthcare, Managed Healthcare

and Forbes.

F U R S T G R O U P Ι 11

J. Nwando Olayiwola, M.D. Board Director

Dr. Nwando Olayiwola is a family physician and the inaugural Chief Clinical Transformation

Officer for RubiconMD, a leading health technology platform that improves access to

specialty care for underserved patients. She is one of a very small number of physicians and

women of color bridging healthcare and health technology. She also continues to provide

clinical care to patients at the Zuckerberg San Francisco General Hospital. Additionally, she is

a Senior Clinical Transformation Consultant for One City Health, of New York Health and

Hospitals Corporation, providing critical insight into clinically transforming safety net primary

care practices across the New York City boroughs to become high performing Patient-

Centered Medical Homes. Dr. Olayiwola is currently an Associate Clinical Professor in the

Department of Family and Community Medicine and Faculty Affiliate in Global Health

Sciences at University of California, San Francisco, and an Instructor in Clinical Medicine at

the Center for Family & Community Medicine at Columbia University. She previously served

as the Director of the Center for Excellence in Primary Care, where she was from 2013

to2017. In that role, she led the Center in achieving strategic objectives around primary care

transformation and systems redesign regionally, nationally and internationally. Dr. Olayiwola

also served as the former Chief Medical Officer of the largest Federally Qualified Health

Center system in Connecticut, Community Health Center, Inc. (CHCI), where she developed

expertise in medical administration, translational and implementation research, professional

development, systems based and quality improvement and practice transformation of twelve

primary care practices into Patient-Centered Medical Homes. Her work led to CHCI being one

of the first organizations in the United States to receive both the NCQA Level 3 PCMH and

Joint Commission PCMH Recognitions. She has been a leader in harnessing technology to

increase access to care for underserved and disenfranchised populations, and is an expert in

the areas of health systems reform, practice transformation, health information technology

and primary care redesign. She has contributed to primary care transformation and health

systems strengthening across the United States and in Singapore, Ireland, United Arab

Emirates, Australia and for the European Forum for Primary Care. Dr. Olayiwola is currently

expert faculty for the Australian Health Care Homes initiative, launched by the Australian

General Practice Accreditation Limited (AGPAL)in 2016. Dr. Olayiwola, a champion of

diversity and inclusion in medicine, was also a Faculty Lead for the UCSF School of

Medicine’s innovative Differences Matter initiative. Dr. Olayiwola is also the Founder and CEO

of Inspire Health Solutions, LLC, a healthcare firm that works to improve the experience of

delivering and receiving healthcare, and assists organizations in finding new ways to

innovate. She is the creator and curator of the national Minority Women Professionals are

MVPs Conference series, which empowers and equips minority women of diverse

backgrounds to survive and thrive in their careers. In 2016, she received the Martin Luther

King, Jr. Diversity Leadership award from UCSF.

Since 2007, Dr. Olayiwola has been named one of America’s Top Family Doctors by the

Consumers Research Council of America annually. She received the Excellence in Medicine

Leadership Award from the American Medical Association in March 2005 and was honored

as a Fellow of the American Academy of Family Physicians in October 2007. In October

2008, she was one of three physicians in the nation to receive the Emerging Leaders Award

from the Family Medicine Education Consortium and the Society for Teachers of Family

Medicine and in September 2009, she received the William Oxley Thompson Award for Early

F U R S T G R O U P Ι 12

Career Achievement from the Ohio State University Alumni Association. In 2011, Dr.

Olayiwola was named one of the Top 40 Physicians Under 40 by the National Medical

Association and was also named as one of the Top 100 Buckeyes You Should Know by the

Ohio State University Alumni Association. In October 2012, she received the Early Career

Achievement Award from the Ohio State University College of Medicine, which is presented

“to an alumnus who has made significant contributions in the community, scientific or

academic achievement before the age of 40”. Dr. Olayiwola was selected as one of thirty

UCSF Young Innovators for their 150th Anniversary in April 2014. She was named a Marshall

Memorial Fellow by the German Marshall Fund in 2014 and received the Harvard School of

Public Health’s Emerging Public Health Professional Award in October 2014. She has been a

member the Advisory Board of the Robert Graham Center for Policy Studies in Family

Medicine & Primary Care since 2015 and appointed as the Health Sciences Representative

to The Ohio State University Alumni Advisory Council since 2013. Dr. Olayiwola is also a

member of the Advisory Board for Primary Care Progress.

Dr. Olayiwola has published extensively in peer-reviewed journals and is also the author of

multiple works of poetry and three creative books, including Half Woman, Medicine is Not a

Job, and Minority Women Professionals (MWPs) are MVPs.

Dr. Olayiwola was a Commonwealth Fund/Harvard University Fellow in Minority Health Policy

at Harvard Medical School from 2004 to 2005. During this fellowship and leadership

training, she received her master’s degree in public health with a concentration in health

policy from the Harvard School of Public Health, and was also a Presidential Scholar. She

obtained her undergraduate degree in Human Nutrition/Pre-Medicine at the Ohio State

University, Summa Cum Laude and With Distinction, and her medical degree from the Ohio

State University/Cleveland Clinic Foundation. She completed her residency training in family

medicine at Columbia University/New York Presbyterian Hospital, where she was a Chief

Resident. In 2013, she was inducted into the American College of Physician Executives after

completing the Certified Physician Executive program in 2012. Dr. Olayiwola and her

husband have two school-aged children.

Bryan Simmons Board Director

Bryan Simmons, Vice President of Communications at the Arcus Foundation, has more than

30 years of global experience in communications, brand management, and integrated

marketing campaign development. He began his career at Strayton Advertising and Public

Relations (later the Advanced Technology Division of Hill & Knowlton). Simmons held a

number of executive positions in marketing and communications at Lotus Development

Corporation and IBM Corporation, including Vice President, IBM Americas, Vice President of

Global Industry Communications, and Vice President of Marketing, IBM Lotus Software. He

also launched IBM’s global alumni program and led the planning for IBM’s Centennial. He

has served on the boards of Gay & Lesbian Advocates and Defenders, ACLU Massachusetts,

Commonwealth Shakespeare Company, AIDS Action Committee of Massachusetts, and

Harvard Magazine. Simmons earned a Bachelor’s degree in European History from Harvard.

F U R S T G R O U P Ι 13

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Position Description

he Chief Executive Officer has strategic and operational

responsibility for the organization, and champions Primary

Care Progress’ vision throughout the country to infuse

Relational Leadership™ into the work of primary care and

create a culture in which staff and volunteers can grow and

thrive.

Reporting Relationship

The Chief Executive Officer of Primary Care Progress will report to the Board of Directors. He

or she will have three direct reports including: Director of Communications & Development,

Director of Leadership Development, and Director of Operations.

Principal Accountabilities

Growth and Sustainability

• Assume full P&L responsibilities, including developing long- and short-range financial

plans, and ensuring sound financial controls.

• Maintain ultimate responsibility for expanding and diversifying revenue streams, both

contributed and earned; playing a key role in fundraising efforts, including identifying and

meeting with major-donor and foundation prospects, and driving efforts to market and

grow fee-for-service programming.

• Lead the organization in refining, scaling, and disseminating its pioneering Relational

LeadershipTM models in ways designed to achieve maximum impact, deepen

engagement, and create new and diverse revenue streams for PCP.

Leadership

• Drive the development and implementation of the organization’s operations in a cost-

effective and impactful way to implement the organization’s strategic vision.

• In collaboration with the Founder/Board Chair, recruit, develop, maintain, and support a

strong board of directors; seek and build board involvement with setting the

organization’s strategic direction; and provide, in a timely and accurate manner, all

T

F U R S T G R O U P Ι 14

information necessary for the Board to function properly, make informed decisions, and

manage its fiduciary responsibilities effectively.

• Serve, along with the Founder/ Board Chair, as an “evangelist” for PCP and its Relational

Leadership TM model, seeking to infuse this model into the work of primary care through

conducting dynamic presentations, identifying and developing innovative partnerships,

and increasing the profile of PCP as a thought leader in the field.

• Serve as the lead for PCP’s fundraising and entrepreneurial activities designed to grow

and diversify its sources of funding.

• Recruit and retain a talented, diverse, mission-driven team in a culture where staff can

grow and thrive; supervise all senior staff.

Organizational Agility

• Ensure that the organization has the agility to adapt, appropriate to both its human and

financial resources, to the changing environment in which it operates, including

developing new revenue-generating program models, refocusing its robust student

programming, diversifying its revenue base, and leading the transition away from a

founder-based organization.

• Oversee comprehensive marketing and branding work to increase reach and influence.

• Foster a culture of creativity, experimentation, inclusivity, and excellence.

• Cultivate a collaborative learning environment that rewards individual and team

initiatives.

Experience and Qualifications

The CEO will be thoroughly committed to Primary Care Progress’ mission. All candidates

should have a background in healthcare, an entrepreneurial orientation, and a successful

track record in leadership, coaching, and team management. Other qualifications include:

• Established presence in the healthcare or educational fields.

• Experience in building a successful organization that integrates best practices from the

private and nonprofit sectors.

• Demonstrated experience building quality programs and data-driven evaluations.

• Commitment to ensuring that equity and inclusion are reflected throughout the

organization and its programs.

• Strong marketing and public relationships with the ability to engage a wide range of

stakeholders and cultures.

F U R S T G R O U P Ι 15

Personal and Professional Attributes

The successful candidate will possess a wide range of needed personality traits, work habits,

and social skills necessary to perform effectively within the organization. This individual will

possess both personal and professional integrity, strong communication skills, and a

professional appearance and presentation.

Specifically, the following knowledge, skills, and abilities will be required to be successful in

this position:

• Action-oriented, entrepreneurial, adaptable, and innovative approach to business

planning.

• Strong written and verbal communication skills; a persuasive and passionate

communicator with excellent interpersonal and multidisciplinary project skills.

• Honest and a highly ethical team player.

• Strong people management and leadership skills, an ability to work well with people at all

levels of the organization.

• Open leadership style, actively seeking out and supporting collaborative thinking and

problem solving with others in the organization.

• Extremely organized, disciplined, hands-on.

• Strong business acumen, intelligence, and capacity; able to think strategically and

implement tactically.

• Initiative, self-confidence, good judgment, and the ability to make decisions in a timely

fashion.

• Highly engaged, energetic, focused, and execution-oriented.

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Community Information

he Chief Executive Officer will be located in Primary Care Progress’s Cambridge, Massachusetts office. As you will read, Cambridge is a community of choice for many good reasons.

Cambridge, Massachusetts

Cambridge, Massachusetts is located just a few miles northwest of Boston on the north side

of the Charles River. Best known for the college communities around the Massachusetts

Institute of Technology (MIT) and Harvard University, whose students make up just under 30

percent of the population, the community stands out for its excellent schools, walkability and

eco-conscious character, its diversity and welcoming climate, and, of course, its history. All of

these factors helped Cambridge earn the title of Top 100 Best Places to Live in 2015.

Known for its outstanding financial stewardship, Cambridge continues to make ambitious

plans and fulfills them. Cambridge has one of the lowest residential tax rates of any city in

the United States. The sales tax rate is only 6.25 percent, income tax is 5.10 percent,

unemployment is 3.10 percent, and overall job growth rate is 1.34 percent.

There is much to do in the city of Cambridge. The city benefits from the museums, arts and

culture provided by Harvard and MIT. There’s always a lecture, theatrical performance or

museum to visit. Cambridge also has a year-round farmers market, along with seasonal

markets in six different locations throughout the city. More detail regarding things to do in

Cambridge are listed below.

When it comes to public transportation, Cambridge is known for its walkable and bikeable

character. Prevention Magazine named it a Most Walkable city in 2012, and it was named

“No. 1 Most Walkable College Town” by Walk Score in December 2013.

Education

Cambridge is well known for its strong level of educational heritage.

• Massachusetts Institute of Technology (MIT)

• Harvard University

• Berklee College of Music

• Emerson College

T

F U R S T G R O U P Ι 17

Attractions and Landmarks

Museums

Located on Quincy Street, the Harvard Art Museums are a part of Harvard University and

consist of three museums. Opened in 1896, the Fogg Art Museum is the oldest of the three

museums, and it is known for its collection of Western paintings, prints, photographs, and

sculptures dating from the Middle Ages to the present.

The Busch-Reisinger Museum opened in 1903 and is the only museum in the U.S.

exclusively devoted to artwork from the German-speaking countries of Europe.

Founded in 1998, the Harvard Museum of

Natural History features a collection of

12,000 specimens and is the university's

most visited museum and one of the top

Cambridge attractions. The permanent

galleries exhibit dinosaurs, fossils,

gemstones, meteorites, and the world

famous Blaschka ‘Glass Flowers’. Admire

the 42-foot Kronosaurus, a marine reptile

from the time of the dinosaurs which is the

world's only mounted specimen.

Other museum options include the Museum of Science, the Hack Gallery at MIT, the Peabody

Museum of Archaeology and Ethnography and more.

Landmarks

Harvard Square is the central business district and historic center of Cambridge. It is a

triangular plaza located at the intersection of Battle Street, John F. Kennedy Street, and

Massachusetts Avenue. Sometimes called the Square by locals, Harvard Square is adjacent

to Harvard Yard, the center of Harvard University.

The Harvard Square functions as the commercial center of the city as well as for students of

the university. The square is a vibrant area full of bookstores, coffee shops, hotels,

restaurants, boutique shops, and theaters. Because it is a high pedestrian area, Harvard

Square is known for its lively street performers.

The Bunker Hill Monument was erected to commemorate the

Battle of Bunker Hill, which was one of the first major battles

between the British and Patriot forces in the American

Revolutionary War fought in 1775. This battle is known as

one of the most staggering battles in American history. Out of

2,400 British soldiers and marines engaged, over 1,000 were

wounded or killed. This monument stands 221 feet tall and

is built entirely from quarried granite.

F U R S T G R O U P Ι 18

Located on Brattle Street, the Longfellow House - Washington's Headquarters National

Historic Site was the home of the famous American poet Henry Wadsworth Longfellow and is

one of the best things to do in Cambridge, Massachusetts. The house was built in 1759 and

served as the headquarters for General George Washington during the Revolutionary War

between 1775 and 1776.

The American Repertory Theater (A.R.T.) is a professional theater company located in the

Loeb Drama Center on Brattle Street at Harvard University. It was founded in 1980 and is

known for presenting new American dramas and musicals as well as reviving neglected but

poignant plays from the past. It is one of the most important theaters in the U.S. and has won

many awards, including three Tony Awards, a Pulitzer Prize, and more.

Listed on the U.S. National Register of Historic Places, Central Square is an area in

Cambridge that is well known for its variety of bars, churches, ethnic restaurants, shops, and

live music and theater venues.

Shopping & Dining

Cambridge is home to several unique shopping areas, including: Harvard Square, Porter

Square, Kendall Square, Central Square and Inman Square.

Harvard Square is one of the most

popular shopping destinations in

Cambridge. In proximity to the

university, Harvard Square boasts of

a diverse shopping experience. Find

a range of things, from high-end to

DIY, local to imported, made by

hand or made by hemp, and more.

Vintage, antique, florists, Harvard

apparel books, hardware and game

stores are just a few themes you will find when you sift through more than eight blocks of

boutiques and specialty shops. A few shops to peruse are a 100-plus year-old tobacco shop,

Leavitt & Peirce Inc., and Japanese phenomenon, Anime Zakka.

Porter Square offers endless entertainment with their unique shops. WardMaps houses a big

stock of antique maps from all over the world, but also shows their hometown pride with

Boston gear in addition to other fun gifts.

Tibet Arts boutique specializes in clothing, jewelry, and meditation items imported from Tibet.

Also, from Asia are Tokai Japanese gift shop and other Japanese themed establishments,

giving Porter Square the reputation of being a local “Japantown”.

Kendall Square’s retail claim to fame is being host to the CambridgeSide Galleria,

Cambridge’s premier mall. More than 120 stores, like Sears, Best Buy, Macy’s, Apple, H&M

and Armani, are spread over three malls. Also, it is a Save That Stuff Inc. green initiative

partner.

F U R S T G R O U P Ι 19

Besides the Galleria, Kendall Square is home to frequented shops like The Garment District

vintage shop.

Central Square brings locally owned shops, like Star Jewelry, and national chains, like

Footlocker, together in downtown Cambridge with more than 20 shops.

Inman Square is home to the Center for New Words, the oldest and longest-running women’s

bookstore in the nation, in addition to other stores like Yayla Tribal Rugs.

Cambridge offers world-renown restaurants and a taste of every cuisine. Alden & Harlow is a

subterranean restaurant that serves New American fare and cocktails in rustic-chic digs.

Known for its lobster sandwiches, Alive & Kicking Lobsters is a fresh seafood counter with

outdoor seating. Area Four is a trendy café and bakery offering gourmet pizzas. Chef Jason

Bond serves up many farm-to-table American favorite dishes in his cozy farmhouse-style

Bondir Restaurant. Craigie on Main is a high-end restaurant with French-inspired locavore

fare and seasonal tasting menus. Guilia features Italian cuisine including fresh pastas in a

rustic, cozy setting. Oleana Restaurant, another local favorite, features inventive Eastern

Mediterranean cuisine with a welcoming interior or a peaceful garden patio.

For more information, please visit

https://www.cambridgema.gov/

Sources:

https://livability.com/ma/cambridge/real-estate/why-cambridge-ma-is-a-best-place-to-live https://www.tripadvisor.com/Tourism-g60890-Cambridge_Massachusetts-Vacations.html https://www.usnews.com/best-colleges/mit-2178 https://www.princetonreview.com/college/emerson-college-1022990

https://www.nps.gov/bost/learn/historyculture/bhm.htm

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Furst Group

urst Group is in its fourth decade of providing leadership solutions for the healthcare and insurance industries. Our experience in evaluating talent, structure, and culture helps companies align their organizations to execute their strategic initiatives.

Our talent and leadership solutions provide a comprehensive array of retained executive search and

integrated talent management services, from individual leadership development to executive team

performance to organizational/cultural assessment and succession planning.

Our clients include hospitals and health systems, managed care organizations, medical group practices,

healthcare products and services companies, venture capital- or equity-backed firms, insurance companies,

integrated delivery systems, and hospice and post-acute care businesses.

Furst Group recognizes partnerships are the cornerstone of our business. In today’s competitive talent

environment, having a defined process that provides clients and individuals with clarity and feedback

throughout the entire job search is paramount to our business model.

We take extra steps to ensure candidates:

• Understand the nuances of a particular position or organization.

• Are prepared for interviews and conversations.

• Have access to interview and travel schedules.

• Are provided timely feedback.

• Remain in our database for future contact.

• Value diversity and the principles and ethics practiced by our client organizations.

We look forward to working with you as a potential candidate for the Chief Executive Officer role for Primary

Care Progress in Cambridge, Massachusetts.

For additional information on Furst Group, please visit our website at www.furstgroup.com. To learn more

about this particular position, please call (800) 642-9940 or contact:

Kevin Reddy kreddy@furstgroup.com

Mary Plese mplese@furstgroup.com

F

NOTICE: The “position profile” information contained in this document has been created by Furst Group based on information submitted and/or approved by its client. As such,

the position profile should not be viewed as constituting an all-inclusive description of the subject position’s functions and/or responsibilities. Similarly, any information provided

in the position profile regarding the community in which the client resides, the client’s market, products, and/or services and its environment or culture is provided only as an

overview on such matters. In submitting this position profile, Furst Group makes no representations or warranties regarding the completeness and/or accuracy of the duties,

functions, environments, etc., that are described. Specific information regarding the position’s requirements, compensation, benefits, and other terms and conditions must originate

directly from the client (including any resources that the client may make available; e.g., handbook, job descriptions, benefit booklets, etc.). This position profile does not constitute

an offer of employment and should not be construed as such.