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Home > News and Publications > JHM Publications > Managed Care Partners > Managed Care Partners Summer 2013
Managed Care Partners - Gene Greeen Takes the Helm of Suburban Hospital
Managed Care Partners Summer 2013
Gene Greeen Takes the Helm of Suburban Hospital
Date: July 1, 2013
Gene Green’s natural rapport with employees and ability to forge new alliances will serve him well in his new role as president of Suburban Hospital.
When internist and family practitioner Gene Green joined Johns Hopkins Community Physicians in 2003, he embraced a face-to-face approach to leadership. Of his first assignment as medical director of East Baltimore Medical Center, he says, “I loved being able to walk the halls and hear from all staff members about their interactions.”
Subsequent jobs as regional medical director, chief medical officer and, most recently, vice president of medical affairs, however, confined Green to conference rooms or his desk as he supervised dozens of clinical practices across Maryland.
As the new president of Suburban Hospital in Bethesda, Green can once again amble out of his office and hear the latest news from his staff. “I didn’t know how much I liked that personal contact until it was gone,” he says.
Green’s rapport with employees apparently factored prominently in his appointment. A letter from Johns Hopkins leadership announcing Green’s new post acknowledged his gift for forging new alliances and advancing institutional goals, as well as his “significant experience building bridges between faculty and community-based physicians.”
At Johns Hopkins Community Physicians, Green fostered a more coordinated health care delivery system through programs such as a clinical model that prizes collaboration and well-defined roles for all members of a care team. He also spearheaded migration to an electronic medical record system and has been deeply involved in the transition to Epic, the electronic record that will integrate ambulatory and inpatient care across Johns Hopkins Medicine.
Now Green will use his ingenuity, negotiation skills and flexibility to steer a hospital through the challenges posed by health reform. As Suburban’s chief, who assumed his new role on Feb. 1, he plans to champion a proactive approach to meeting federal demands for reducing costs while delivering better care. “We have to determine whether we’re going to make our own decisions on regulatory demands or allow others to do so,” he says.
Green hopes to help create a more personalized form of health care. “We have to find new ways of being a hospital, perhaps by [also serving] as a community wellness center where patients receive appropriate, timely treatment and where end-of-life issues are treated with dignity and respect.”