Guiding SMHS Forward: A Conversation with Interim Dean Andrew Artenstein

Andrew W. Artenstein joined the George Washington University on March 2 as the interim vice president for health affairs and dean of the School of Medicine and Health Sciences, bringing a deep background in infectious diseases and academic medicine.

An expert in biodefense, emerging pathogens and health system resiliency, Artenstein most recently served as the regional executive dean and professor of medicine for UMass Chan Medical School-Baystate, president of Baystate Medical Practices and chief physician executive/chief academic officer for Baystate Health, a $4 billion integrated, academic health system in Massachusetts.

Artenstein completed his residency at Walter Reed Army Medical Center and served 10 years on active duty as a physician in the U.S. Army Medical Corps.

The interim dean recently discussed his first weeks on campus, his approach to leadership, his thoughts on the evolution of the "physician citizen" concept across the school and his favorite spots in the District.

Q. You've spent your first weeks immersing yourself in the GW community. What have been your first impressions of SMHS?

A. It has been a privilege to be on the ground with this community. What struck me immediately was that my highly favorable initial impressions of academic medicine at GW, and the university more broadly, were confirmed. I have the good fortune of being surrounded by a tremendously talented, committed and accomplished team of academic health professionals, and the same goes for our community of learners. Whether I'm with our faculty, staff or students, or meeting with GW people in D.C., at our Regional Medical Campus in Baltimore or elsewhere, there is an unmistakable energy. These aren't just places of outstanding training-GW is where science and humanism converge. I've been deeply impressed by the dedication of our faculty and staff; they are shaping the next generation of leaders who will navigate a very complex global health landscape.

Q. Your career has taken you from the U.S. Army Medical Corps to major academic health systems. How does the "physician-leader" perspective combined with the educational aspects inform your role as interim dean?

A. To me, leadership in any organization and at any level represents an act of social influence that channels people's energy toward a common purpose. Each of my professional experiences has informed this perspective and provided depth. In the military, you learn quickly that the mission only succeeds when the team-the whole unit-is supported, harmonized and empowered.

In the SMHS dean's office, my primary goal is to ensure that our faculty and students have a supportive environment in which to work, to provide the tools and resources they need to flourish, and to serve as a thought partner, prober and barrier-remover to help them succeed. A big part of my focus is working with the team to create a climate in which our educators, researchers and broader team of faculty and staff can do their best work with clarity and purpose, especially during times of transition. In my first weeks, I've been focused on listening so I can be as helpful and effective as possible as a leader.

Q. GW has an emphasis on shaping "physician citizens" in its M.D. program. How do you see that concept in terms of the broader school, including the full spectrum of health sciences programs-such as physician assistants (PAs), physical therapists (PTs), occupational therapists (OTs) and researchers?

A. I think that concept is part of our DNA at SMHS. I felt that even in my first visits. As we progress into our third century, I can see it evolving into a broader identity-along the lines of being both humanistic healers and change agents to improve health for our communities and society at large. Whether a physician, a researcher, a PA, a physical or occupational therapist, a laboratory professional or a student in any of our programs, we enter this field with the understanding that, by virtue of our profession, we have made a solemn compact with society. It is a promise to be "on the wall" for our patients and our communities-even during the hardest of times.

At SMHS, it is not enough to train technically proficient health professionals; we need to graduate health care leaders who carry a unique "D.C. and GW pedigree." Being a humanistic healer means you possess both the intellectual rigor and the emotional intelligence required to lead with compassion in an era of rapid change.

Being an agent of change means that you work tirelessly to improve health for everyone and therefore the quality of people's lives. Our graduates understand that medicine and health sciences are practiced at the intersection of policy, advocacy and clinical excellence. You don't just learn the science here; you learn the necessity of adaptability and the responsibility to serve with your eyes wide open to the complexities of the modern landscape-all with an approach grounded in humanism and service to others in need.

Q. There is a great deal of focus right now on the ongoing negotiations between GW, the MFA and UHS. As interim dean, how are you navigating this transition, and what does it mean for the future of the school?

A. I see my role as providing leadership to help get the agreements to their final stage and then executing on our shared goals within the new structure. Long before I arrived, a team of key leaders advanced this significantly and agreed upon a foundation and functional framework on which to build the negotiations. We are closing in on the beginning of the next phase.

I want to be clear: I have three primary goals. First, to ensure a sustainable and flourishing academic enterprise that helps create and nurture world-class excellence and advances the three institutional priorities in GW's Strategic Framework. Second, to co-create-with our professionally diverse, engaged teams-what the SMHS of the future should look like to meet the needs of health care professionals and patients. In times of transition, it is critical that we don't lose sight of our mission. And finally, to thoughtfully steward university resources.

I am grateful for the professionalism of all involved in these processes; the collective dedication and teamwork I'm seeing every day enable us to navigate these nuanced and complex issues.

Q. Beyond the potential structure shaped by the negotiations with UHS, you're stepping into this role as the university marks the sale of the VSTC campus and SMHS is entering its third century. How are you collectively approaching these "big picture" transitions?

A. I recognize that I am joining GW during a complex and historic time. That is both daunting and exhilarating at the same time.

Regarding VSTC, my priority is ensuring there is no disruption to the excellence of our research and academic programs. We have a five-year window to be thoughtful and deliberate while working as a team to navigate this situation toward strong outcomes. I see this as a tremendous opportunity to reimagine team-based learning and training as geographies change.

Whether it is the UHS negotiations, VSTC or other significant projects, I'm not here to just "keep the lights on," I'm here to work with our faculty, staff, learners and the broader university to think through the strategic plan and then execute on it, and be willing to pivot or adjust as needed to ensure our success. As we move deeper into our school's third century, it requires us to work together to be both stewards of our legacy and innovators for the future.

Q. What are your immediate goals as you settle into the dean's office?

A. First and foremost, again, I am in a listening phase. I'm focused on asking versus telling, knowing that those with the most knowledge are those closest to the work. I'm developing relationships to figure out where we can innovate and how best to identify and deal with risks. I want to ensure every voice is heard-faculty, staff, students, alumni and more. I want to make sure SMHS remains a place where everyone in our community can flourish. From there, we can continue to grow our research enterprise and ensure our educational programs remain at the absolute forefront of academic medicine.

Q. You've spent significant time in Washington, D.C., earlier in your career, notably at Walter Reed. What are you most enjoying about being back in the District?

A. Although it has been more than 30 years, it is a homecoming of sorts. Returning to the energy of Washington has been wonderful. The city has changed in remarkable ways, and I truly love it here. Some of the things I really like are the drive and curiosity of GW students; getting inspired by our GW MED Talk from Francis Collins [who led the NIH and the initial human genome sequencing] and then walking back to my office to meet with scientists from the vaccine research unit; late dinners at Pastis near Union Market or Rose's Luxury near the Marine Barracks on Capitol Hill; running into old friends from Walter Reed; and most especially, Tuesday nights with my grandchildren now that we're back in D.C.

GW Names Andrew W. Artenstein Interim Dean of the School of Medicine and Health Sciences