President and CEO
The New York Academy of Medicine
New York, NY
Reports to the Board of Trustees
The New York Academy of Medicine (“Academy”) is dedicated to addressing the health challenges facing New York City and the world’s rapidly growing urban populations. The Academy works to achieve its goals through three different, but inter-related activities: 1) the Institute for Urban Health, home of interdisciplinary research, evaluation, policy, and program initiatives; 2) a world class historical library of medicine and public health with active programming in history, the humanities, and the arts; and 3) its Fellows, a network of more than 2,000 experts elected by their peers from across the professions affecting health. The Academy’s current priorities are healthy aging, disease prevention, and eliminating health disparities. It is a non-profit, independent, non-partisan institution.
The Academy has established a legacy of 170 years of pioneering progress in urban health—making a lasting impact on health in New York City and beyond. As more than half of the world’s population lives in cities and rapid urbanization is a truly global phenomenon, the time is right for The Academy to continue its leadership in this important work.
Overview of Key Assets
- Excellent reputation as an independent convener addressing critical health issues since 1847
- 2000 Fellows elected by their peers in multiple disciplines related to health-- the foundation on which the Academy was established
- Historic Building on Fifth Avenue/Museum Mile in New York City (fully owned by the Academy)
- Grants & Contracts awarded over the past 5 years totaling $ 27.5 million
- One of the foremost library collections on the history of medicine and public health in the world (priceless, but insured for $50 million)
- Investment Portfolio $67M, 60% unrestricted
- Education & Conference Center—an important education venue & revenue source for the Academy
- Talented, dedicated, interdisciplinary and collaborative staff
Since its founding in 1847, The Academy has been a vital source for effective and often radical thought and action regarding the healthcare and public health problems that affect New York City and cities in general.
At the time of its founding, New York City was facing turmoil in medicine and public health on many fronts. Traditional methods of medical practice were often more traumatic than the diseases themselves; avoidable infections were taking a powerful toll on lives even in the best hospitals; and one in three women were dying in childbirth. Community health conditions were appalling, with 50 percent of children dying before the age of one.
A group of eminent physicians decided that reforms were needed and therefore established The Academy for “the advancement of the art and science of medicine, the maintenance of a public medical library, and the promotion of public health and medical education.” These efforts would lead to the creation of the city’s first sanitation and public health departments, a system that would be replicated all over the nation. Moreover, The Academy was integral in the development of systematic tracking births and deaths, a move that ultimately led to the creation of a Medical Examiner’s Office.
In the years that followed, The Academy would serve as the vanguard for urban health, addressing the most pressing health issues in New York City, from the continued concerns of maternal mortality, the health of vulnerable populations, the HIV AIDS epidemic, and drug policy, to the current epidemics of obesity and asthma, all the while supporting medical and health scholarship through its library and Fellows program. The Academy’s rich history of influence and action in urban health has led to its current agenda, which focuses on the three core areas of healthy aging, disease prevention and eliminating health disparities. Moreover, The Academy has evolved into a highly respected urban health think tank, unique in its ability to develop and implement and evaluate programs for potential scale up and spread, working with elected officials and health-related professionals at the highest levels of government, foundations and academia as well as directly engaging with the communities that the Academy seeks to serve. For example, it played a pivotal role in bringing about much-needed reform to New York State’s “Rockefeller drug laws”.
The Academy’s international work, particularly in healthy aging, has positioned the organization as a major thought leader in the drive to create age-friendly cities and communities. As a World Health Organization Collaborating Center on Healthy Aging, Globalization and Urbanization, It is working with international partners to replicate its work in New York City. The Academy is also the home of the International Society for Urban Health (ISUH), the only global organization of academics, practitioners and policy makers committed to making cities healthier worldwide by acting on the broad determinants of health.
Service to the public has always been fundamental to The Academy’s work, and, throughout its existence, it has produced nonpartisan, evidence-based reports and led courageous action on some of the most contentious health challenges facing New York City, the nation, and the world.
Institute for Urban Health
Over half of the world’s population lives in cities, and urbanization is increasing in all regions of the world. Finding solutions to ensure health and address health disparities in these complex, dense, and diverse urban environments is critical and a driving force behind the initiatives and programs conducted in The Academy's Institute for Urban Health.
The Academy’s Institute for Urban Health, with its Center for Health Policy and Programs, as well as its three research centers, is dedicated to finding multi-dimensional solutions to make cities healthier. Its unique evidence-based approach integrates interdisciplinary research with evaluation, policy advocacy, and practice. Working in The Academy’s current priority areas of healthy aging, disease prevention, and eliminating health disparities, its expert professional staff pursues solutions that consider the social, physical, environmental, and economic conditions that impact the health of individuals and their communities. The next President and CEO will have the opportunity to shape the future direction and priorities for The Academy.
Policy and Program
The Institute houses the Center for Health Policy and Programs, which provides evidence-based guidance to public and private sector leaders to help shape policies and programs that promote long, active, healthy lives and healthy communities. Recognizing New York City’s rapidly growing population of older adults, the need for equitable access to healthy foods and opportunities for physical activity across the city to provide healthy choices that can help to prevent chronic diseases, and the dramatic health disparities that persist among vulnerable populations, the Center’s initiatives are driven by the priorities of healthy aging, disease prevention, and eliminating health disparities.
The Institute is also home to three world-class research centers: the Center for Cognitive Studies in Medicine and Public Health, the Center for Health Innovation and the Center for Evaluation and Applied Research. The Academy is committed to multi-disciplinary, collaborative research and evaluation to generate new knowledge that advances the field of urban health. Its research spans disciplines that include health management and policy, health economics, systems science modeling, health systems research, cognitive and behavioral science, anthropology, urban planning and epidemiology. Its multi-method approach includes quantitative and qualitative studies, in partnership with community-based organizations, health care systems, and schools of public health to both generate new scientific knowledge as well as to identify the best solutions to support lifelong health.
In addition to conducting original research and implementing effective programs, The Academy owns the peer-reviewed Journal of Urban Health (published by Springer), an authoritative source of rigorous analyses to advance the health and wellbeing of people in cities.
The library and its Center for the History of Medicine and Public Health is dedicated to building bridges among an interdisciplinary community of scholars, educators, health related professionals, and the public, using lessons from the past to help inform the critical health challenges facing cities today (examples include historical programming on food, putting the current obesity epidemic in context). The library fills a unique role in the cultural and scholarly landscape of New York City.
The Academy’s holdings make it one of the most significant historical libraries in medicine and public health in the world. The library's collections contain many of the formative texts of medicine and allied fields from the 16th, 17th, and 18th centuries. It is equally renowned for its extensive journal collection comprising medical serials from around the world and for its ephemeral materials.
Last year the library undertook major conservation and digitization projects to preserve and better disseminate The Academy’s collections; and its Center hosted a series of public events, including lectures, workshops, and seminars, bridging history, humanities, and the arts with contemporary urban health issues; and continued to serve as a unique research and education resource for scholars, students and the lay public alike. One of the new projects the library and The Academy are engaged in is the early stages of exploring establishing a museum.
The Academy’s prestigious Fellows program, the foundation on which The Academy was established in 1847, includes more than 2,000 individuals who were elected by their peers from across the health professions. Academy Fellows are leaders of major health care organizations, clinicians, educators, and prize-winning researchers. They have served as City and State Commissioners of Health and have worked at the highest levels of the U.S. public health system as leaders of the Department of Health and Human Services, the Centers for Disease Control and Prevention, the Food and Drug Administration, and the National Institutes of Health. The Academy also offers Membership, Associate Membership, and Student Membership levels for early career professionals, graduate students, and recent graduates in the health professions.
In a tradition of honor and service, the Fellows are increasingly interprofessional, organized into diverse sections and workgroups that address clinical and population health issues facing individuals and communities in New York City and cities around the world. Working collaboratively across disciplines, specialties, and institutional boundaries, Fellows participate in cutting edge research, educational and health policy programs; organize events addressing critical health issues; and enjoy unprecedented networking opportunities as well as active engagement with staff of The Academy in the work conducted by the Institute for Urban Health and the library.
Each year, The Academy also awards more than $400,000 in grants and fellowships to trainees, clinicians and other health related professionals, and investigators to support the advancement of health care studies.
The New York Academy of Medicine is committed to:
- INTEGRITY - Excellence and integrity in all of our work
- EQUITY - Promoting equity, both within our organization and in the communities we serve
- HERITAGE - Learning from the past to inform the present and future
- COMMUNITY - Basing our ideas and action on the voices of the people and communities we seek to serve - “nothing about me without me”
- EVIDENCE-BASED - Using evidence-based approaches to inform our work
- COLLABORATION - A collaborative approach to improving health that involves multiple disciplines and multiple sectors
- DIVERSITY - Recruiting and retaining a diverse and talented workforce
The President and CEO provides leadership for the more than 90 Academy staff and over 2000 volunteer Fellows and Members, elected by their peers, marshalling their talent and enthusiasm toward achieving the organization’s mission. Specifically, s/he will establish and lead new efforts to advance the health and well-being of people, communities, and health systems in cities; leverage, scale and reengineer, as appropriate, existing efforts in the current priorities of healthy aging, disease prevention, and eliminating health disparities; continuously evaluate potential new, emerging initiatives; and provide financial leadership, stewardship and accountability that provides for growth and protects the enterprise financial assets
The President collaborates with the Board of Trustees to establish The Academy’s strategic direction and leads its execution plus provides overall management of this enterprise. S/he establishes and oversees the strategy for fundraising and revenue generation which are key to advancing The Academy’s priorities. The 2017 budget is nearly $14.5 million, with a goal of significantly increasing resources to advance its objectives over the next few years.
Primary responsibilities of the President and CEO include the following:
- Provide the focused, compelling vision key to achieving The Academy’s mission.
- Provide a portfolio of high impact programs, services and research to advance the Academy’s leadership in urban health.
- Increase the Academy’s visibility and brand recognition.
- Deliver consistent operational efficiency and effectiveness.
- Accelerate and grow Fellow and Member engagement.
- Enhance sustainability through an increase in grants and contracts and an increase in philanthropic fundraising.
- Lead the Academy’s efforts to shape the future of urban health by bringing the health care delivery system into the Academy’s multi-stakeholder population health approach. Articulate The Academy’s commitment to bridging these worlds in order to improve health, health care, and affordability.
- Enhance The Academy’s strategic plan in collaboration with the Board of Trustees to advance the organization’s mission; drive approved goals, objectives and programs; provide regular updates on progress to the Board; and recommend updates to organizational goals for Board approval annually.
- Communicate a clear and compelling vision to key internal and external stakeholders.
- Advance an internal culture that supports The Academy’s mission and promotes synergy and collaboration across the enterprise.
- Inspire, engage and activate a wide network of Fellows, Members, and staff, as a partner and a champion.
- Spearhead a competitive grant and contract program, extramurally funded by foundations, government, and others.
- Grow and provide strategic oversight and direction for The Academy’s philanthropic fundraising efforts including planned giving, capital campaigns and special events.
- Serve as an active fundraiser, cultivating new relationships with corporations and major donors.
- Identify new initiatives that will yield sustainable revenue streams to grow and diversify the Academy’s revenue portfolio in support of the mission.
- Board of Trustees Relations
- Cultivate a strong, transparent and collaborative working relationship with the Board of Trustees.
- Communicate regularly with the Trustees in all key governance areas, including strategic planning, financial oversight, leadership development, and staff leadership.
- Inform the Board of Trustees of progress and challenges related to achieving the strategic plan.
- Assist the Trustees in the identification and recruitment of new Board members, including those skilled in development and with access to potential donors.Fiscal Management
- Develop and implement strategies to enhance and sustain The Academy’s overall financial health to ensure that the necessary resources are available to achieve the mission,
- Present an annual balanced budget, aligned to the strategic plan, for review and approval by the Board of Trustees. Communicating regularly on the organization’s fiscal health.Organization Management
- Review and, as appropriate, recommend changes to The Academy’s organizational model.
- Oversee the research enterprise.
- Lead, attract, develop, inspire, motivate, and empower a diverse staff to manage and administer The Academy’s programs and services in support of the strategic plan, operational goals and objectives.
- Build, maintain and sustain a collaborative and team-oriented organizational culture, values and behaviors that respect The Academy’s strong history while fostering an innovative, entrepreneurial and creative spirit.
- Develop a talented, cohesive and innovative management team, and encouraging successful and productive interaction between The Academy and its internal and external constituencies.
- Establish a performance-oriented, accountable culture with appropriate performance management systems.
- Working successfully with a diverse, dispersed and highly engaged volunteer base. Identify and implement innovative approaches to engaging next generation volunteer leaders.External Relations and Marketing
- Work to enhance The Academy’s name recognition through effective marketing, communications, branding and other initiatives.
- Serve as key communications champion for the organization, representing The Academy to Fellows and Members, industry groups, government and regulatory agencies, academia, and the public in New York and nationally.
- Establish and enhance key government relationships and advocate public policy solutions advancing the health and well-being of people living in cities.
- Build strategic alliances with other stakeholders locally, nationally and internationally to achieve desired policy goals.
YEAR ONE CRITICAL SUCCESS FACTORS
Within his/her first year in the position, the successful President and CEO will:
- Earn the trust and respect of the Trustees, Fellows, staff, as well as key external stakeholders.
- Establish a clear and focused strategic vision in conjunction with the Board of Trustees and articulate a path to achieve it. Ensure that The Academy maintains momentum on its established priorities related to The Institute for Urban Health, Fellows program and the library. Lead the effective implementation of the Academy’s mission, vision and values.
- Promote a culture of accountability at all levels of the organization and develop measurable goals related to short and long range plans.
- Enhance the financial viability and sustainability of The Academy by growing and diversifying its revenue and fundraising portfolio and through sound fiscal management.
- Identify strategic alliances and build relationships and partnerships with others in New York, nationally and internationally to achieve mission goals and objectives.
- Increase the visibility and impact of The Academy.
A competitive compensation package will be made available to the qualified candidate.