During first President’s Forum, growth, Mass General Brigham, increased visibility, culture, all part of Jones’ vision for future

Calling this a defining moment for the MGH Institute of Health Professions, President Deborah Jones charted a future course that preserves the Institute’s mission-driven focus and campus collegiality, while urging greater visibility, alignment, use of data, and growth. 

Before approximately 125 faculty and staff who gathered in 1 CW Thursday for Jones’ first President’s Forum, the new leader spent 45 minutes outlining her vision for the Institute and answering questions from those in the room, and those who joined online. 

Titled, “Listening, Learning, and Looking ahead — a Conversation About the Next Chapter of our Institute,” Jones shared the observations she gathered during the past three months, along with her hopes for the MGH Institute’s future.

Jones told the audience that leadership transitions, particularly at the presidential level, are not just about the new president, but also are opportunities to reflect on who the entity is, what it wants to be, and where it’s going. 

“And what has stood out for me already is the deep commitment of the people here,” observed Jones, who succeeded Paula Milone-Nuzzo on January 18. “People are highly committed to this institution, to its mission, and to each other, and I felt that spirit from the very beginning. I am very grateful for it.”

Since her arrival from the University of Texas Medical Branch in Galveston, Jones has been busy being a listener and a learner during meetings with faculty, staff, students, trustees, alumni, partners and leaders across the community. The goal: before declaring where the Institute should go, Jones first wanted to understand what the Institute community sees as strengths, tensions and possibilities. 

“And I've done that,” noted Jones. “We are at a defining moment… The next chapter is going to require us to sharpen our focus, to sharpen our identity, strengthen our execution and make clear choices about what matters most.”

Five Priorities for Institute’s Future

And with that came President Jones’ unveiling of five priorities to guide the Institute’s next chapter:

  • Make the Mass General Brigham advantage tangible ​and measurable
    • “For this advantage to fully matter, it cannot live only in our messaging. It has to be experienced in tangible ways. That means stronger education, research and workforce partnerships, greater visibility across the system, and using that relationship to create new partnerships, philanthropy, and revenue opportunities. If this is truly an institutional advantage, then our students, our faculty, our staff, and our partners should be able to see it. They should be able to feel it, and they should be able to measure it.”
  • Grow with ​quality, selectivity, ​and financial sustainability
    • “Growth matters. We all know that, but growth without discipline can place quality, readiness, and sustainability at risk. So, we need to align growth with demand, with faculty capacity, with clinical placements, with financial aid, with space and with student readiness. We need to think carefully about our affordability and our overreliance on tuition alone, and how to reduce that. Financial sustainability is not separate from our mission; it is what allows us to protect the quality. It allows us to invest in the people and to build our future responsibly.”
  • Modernize operations, data, and leadership alignment​
    • “Great institutions don't run on mission alone. They require clear decisions. They require strong execution and systems that support our work. So, we need to make sure we're aligned, that we're using data in our institutional decisions, and that we have clear ownership and accountability for our strategic initiatives. This priority is not about creating bureaucracy or stalling any progress; it’s really about us building the operational model and operational efficiency that matches our ambition.”
  • Strengthen ​culture, belonging, ​and community
    • “ People value accessibility to leadership, they value a flatter hierarchy. They value connection and a sense of community here. So, we have to be intentional and continue to build a place where people feel seen, where people feel supported, and where people feel connected to the mission.”
  • Advance academic excellence, innovation, and long-term positioning​
    • “This really is where we ask ourselves, ‘What do we want to be known for in the next chapter, and how will the market experience us?’ We need to tell a clearer, more dynamic story about who we are and why we matter, and we need to elevate teaching excellence and faculty development as central institutional priorities. Teaching and student learning are core to who we are; ensuring that we are invested in those areas are imperative for our future. We need to strengthen the innovation and that means building an innovation culture, one that consistently turns strong ideas into measurable advances.”

Along with the priorities, Jones touched upon the anticipated name change to the Mass General Brigham University of Health Professions, which is expected to be approved by the Massachusetts Board of Higher Education. 

“We need to strengthen how we are understood around Mass General Brigham, in Boston and nationally,” noted Jones. “And our name change may be one of the strategies to help us to do that.”