Chief – Emergency Medicine Division of Health Equity, Diversity, and Inclusion
The Ronald O. Perelman Department of Emergency Medicine seeks a visionary, inspiring, collaborative Chief of Health Equity, Diversity and Inclusion. In this leadership role, the Chief will report directly to the Department Chair to oversee a Division conceived to reduce social, environmental, demographic, and structural injustice factors to ensure all individuals can achieve optimal health, increase the diversity of the healthcare work force, and engage historically underrepresented populations as active participants in health. We aspire to approach all programs, initiatives and policies through a health equity lens and transcend the mission areas of clinical operations, research, and education in ameliorating society’s most complex and historically engrained issues.

1) Under the direction of the Department Chair, develop and implement a health and equity mission statement and strategy to position the Ronald O. Perelman Department of Emergency Medicine as a leader in re-envisioning healthcare system dynamics to prioritize health equity, diversity, and inclusion. Embed equity into the foundation of all programs and initiatives.
2) Interface with the Vice Chairs and/or their designees within the Clinical, Research, and Education missions to establish priority programs and evaluate existing programs to ensure they incorporate components to address health equity. Example initiatives include establishing a Health Equity Fellowship and working with researchers to submit grants addressing healthcare disparities.
3) Empower all faculty and staff members within the Ronald O. Perelman Department of Emergency Medicine to prioritize health equity and design programs and interventions that incorporate a health equity perspective.
4) Build relationships with key internal and external partners to synergize operations and maximize impact.
a. Internal partners include:
i. NYU Grossman School of Medicine
1. Collaborate with education leadership to develop robust curricula that addresses social determinants of health.
2. Integrate health equity into the medical student emergency medicine elective and selective by expanding rotations into community settings.
3. Expand the Fellowship for Underrepresented Minorities in Medicine medical student summer program.
4. Work with the Graduate Medical Education (GME) office to incorporate social medicine into the residency curriculum.
ii. Robert F. Wagner Graduate School of Public Service
1. Partner with Wagner to establish a Health Advocacy Fellowship. Under this fellowship, participants will study for a Master’s of Public Administration with a specialization in health advocacy and complement coursework with clinical and community-based outreach initiatives.
iii. Rory Meyers College of Nursing
1. Engage with nursing colleagues to establish a transdisciplinary approach towards addressing health inequity, diversity, and inclusion. Expand social medicine related course offerings to emergency department nurses and nursing students.
2. Establish required internal trainings for emergency department nurses that focus on reducing bias in clinical practice.
iv. Social Services
1. Identify and implement evidence-based improvements to existing social services provided to emergency department patients.
2. Engage social services colleagues in transdisciplinary team trainings to ensure cohesion across the care continuum.
v. Office of Development
1. Cultivate relationships with individual and foundational donors interested in reducing health inequities and increasing diversity and inclusion within the healthcare workforce.
2. Prepare reports and presentations for Development to share with perspective donors.
3. Strategically identify high-priority areas for funding in communication with the Chair.
vi. Finance
1. Work with partners in Finance to evaluate immediate and longitudinal cost-effectiveness of programs implemented.
2. Identify alternative payment models that incentivize high quality care and access to social services for underserved populations, such as bundled payment models.
3. Analyze drivers of high cost care among patient population subgroups and determine if related to issues of health inequity, such as lack of access to follow-up care or unstable housing.
vii. Department of Population Health
1. Collaborate with key faculty to draft and submit grants related to reducing healthcare disparities.
2. Receive guidance from expert faculty on the development, implementation, and evaluation of programs.
b. External partners include:
i. Community Organizations
1. Partner with local organizations to implement programs in the community setting and offer services, such as health education, to the organizations.
2. Offer medical student and resident rotations within organizations in a mutually beneficial manner.
3. Leverage the organization’s community network to disseminate information on hospital-based initiatives or critical public health information.
4. Establish direct-referral programs in collaboration with NYU Social Services to ensure emergency department patients receive access to critical services upon discharge.
ii. Government
1. Maintain regular communication with local governmental officials to stay informed of policies impacting local communities and/or healthcare and potential funding opportunities to implement programs related to health equity.
2. Advocate for policy change through the activities of lobbying, meeting with politicians, and drafting letters.

iii. Media
1. Interface with the NYU Department of Media Relations to communicate information on departmental initiatives to address health inequities, diversity and inclusion to local communities and potential donors.
2. Establish an active social media presence to promote work and extend reach.
iv. Public Health Agencies
1. Partner with public health agencies to ensure alignment of priority areas and expand impact to larger populations.
2. Remain abreast of potential funding opportunities through agencies such as the Centers for Disease Control and Prevention to support public health initiatives.
v. Emergency Medicine Networks
1. Collaborate with the American College of Emergency Physicians (ACEP) and Society for Academic Emergency Medicine (SAEM) to establish national social emergency medicine and diversity and inclusion initiatives.
2. Leverage these robust national networks to disseminate programs broadly.
vi. Biotechnology Companies
1. Identify opportunities for collaborations with the for-profit industry such as expanding mobile device technology into underserved areas to bolster access to telehealth services.
2. Develop public-facing products, applications, and programs to improve health equity.
5) Perform health and social needs assessment of local communities to establish priority areas of focus and inform future programs. Discuss potential solutions with local community partners.
6) Ensure patients and community members have equal access to clinical care, social services, and research participation.
7) Leverage unique skillset as emergency medicine providers to perform direct services within communities, such as health education.
8) Help build healthcare capacity in underserved communities.
9) Work with Marketing to advertise departmental programs and initiatives and ensure messaging reaches underserved communities.
10) Develop key metrics to measure the success of the Division and perform regular, thorough evaluations of progress towards targets.
11) Establish committees comprised of departmental, institutional, public health, patient, and community stakeholders to review and provide feedback on programs and initiatives established.
12) Expand required internal trainings on topics related to health equity, diversity, and inclusion, such as reducing bias in medicine.
13) Increase access to new healthcare technologies, such as telehealth, in underserved communities.
14) Establish a faculty and administrative structure to successfully execute delineated objectives.
15) Communicate clearly and dynamically to hospital, leadership, patient, organizational, governmental and community stakeholders through the following formats:
a. Monthly high-level reports updating leadership on programmatic progress.
b. Financial reports, analyses, and projections.
c. Oral presentations to leadership and faculty on Division activities.
d. Didactic lectures to undergraduates, medical students, residents, and fellows.
e. Presentations and community board meetings and public forums.
f. Informational reports to share with perspective donors.
g. Progress reports for individual, foundational, and federal funders.
16) Assist in the recruitment process for residents, faculty, fellows, and staff.
17) Disseminate research findings and program information through peer-reviewed publications, conferences, and community organizations.
18) Oversee the Division’s budget and manage finances appropriately.
19) Partner with governmental stakeholders to develop and implement policies pertaining to health and equity.
20) Integrate social determinants of health as variables in delivering clinical care. Develop predictive models that account for disease and treatment response variations among demographic sub-populations.
21) Foster a work environment that emphasizes incorporating health and equity into all departmental operations and inclusivity to all.

1) Committed and passionate about reducing health inequities and improving diversity/inclusivity with a track record of success.
2) Candidates must possess an MD/DO and be board-certified in Emergency Medicine, or possess a PhD, DrPH or Master’s Degree in Public Health, Healthcare Management or a related field, or significant relevant work experience.
3) Additional advanced degree in a related field, such as Public Health, Epidemiology, Health Policy, Health Services Research, Health Administration, Social Justice preferred.
4) Prior leadership role within a healthcare or community-based organization preferred.
5) Extensive knowledge of public health and the social factors contributing to health inequities.
6) Experience serving as primary interface with community, political, patient, executive, and foundational leadership.
7) Ability to collaborate with individuals across levels of the organization.
8) Strong communication skills and management abilities.
9) Focus on excellence and ability to innovate and upend existing structures to reduce inequities.
10) Ability to communicate in a multitude of formats and through a variety of channels, including social media, oral presentations, dashboards, and written reports.
11) Performance measurement and management experience and skills.
12) Mentality of continuous quality improvement and forward momentum.
13) Ability to inspire others and drive team members toward success.
14) Demonstrated success working in a complex matrix environment.
15) Demonstrated success and comfort dealing with ambiguity, changing environments, multiple stakeholders and perspectives.
16) Experience mentoring medical students, residents or others.

To apply for the position, please email Dr. Robert Femia, Chair of the Ronald O. Perelman Department of Emergency Medicine at NYU Langone Health at [email protected] and apply online via

NYU Langone Medical Center is an equal opportunity and affirmative action employer committed to diversity and inclusion in all aspects of recruiting and employment. All qualified individuals are encouraged to apply and will receive consideration without regard to race, color, gender, gender identity or expression, sexual orientation, national origin, age, religion, creed, disability, military and veteran status, genetic information or any other factor which cannot lawfully be used as a basis for an employment decision.