Greater Boston
Jodi Larson, MD embodies the pinnacle of healthcare leadership, blending clinical expertise with extensive administrative acumen. She currently serves as the Chief Medical Officer at Jefferson Einstein Philadelphia Hospital within Jefferson Health. With over 15 years of leadership experience across Mass General Brigham (MGB), Boston Medical Center and now Jefferson Health, Dr. Larson has cultivated a sterling reputation for driving change and elevating standards. Her strategic vision and unwavering commitment to safety have led to top-tier accolades and a reputation for proactively addressing emerging safety and culture issues and creating optimal, resilient and technologic solutions to everyday patient safety challenges. In her leadership roles, Dr. Larson has overseen a diverse portfolio encompassing Quality, Safety, Risk Management, Regulatory Readiness, Patient Experience, Medical Staff Services, Physician Advisors, Digital Health/Technology Innovation, Patient Advocacy, and Graduate Medical Education. Her leadership extends beyond mere oversight; she fosters a culture of safety and excellence, where innovation thrives and patient and employee well-being are paramount. Dr. Larson’s impact reverberates across every facet of healthcare delivery. She has led cross-functional teams, managing budgets upwards of $10M, and spearheaded the successful implementation of cutting-edge technologies, earning her the distinction of Physician IT Champion. Her thought leadership and collaborative approach make her a sought-after voice in shaping the future of healthcare delivery. Her leadership prowess is underscored by a litany of accolades, including Physician Partner of the Year awarded by BMC Nursing Leadership. Dr. Larson’s commitment has yielded tangible results, with notable improvements in quality performance rankings including CMS stars rating, Leapfrog Safety Grade, and U.S. News and World Report rankings. Driven by a relentless pursuit of excellence, Dr. Larson is recognized as a beacon of innovation in healthcare leadership and for her dedication to nurturing the next generation of leaders to redefine the standards of patient care. Dr. Larson achieved her medical degree from Boston University School of Medicine. Her formative years as US Army Major at Walter Reed Army Medical Center instilled in her the values of military service and leadership. She has experience as a physician leader across many settings including an academic medical center, safety net hospital, community hospital, rural health clinic and an integrated healthcare system.
Lead clinical strategy, quality, and physician alignment for JEPH, advancing high‑reliability, equitable care for one of the region’s most complex and underserved patient populations. · Executive oversight of clinical operations, including emergency services, hospital medicine, critical care, perioperative services, and specialty service lines. · Key member of the executive leadership team, contributing to strategic planning, financial stewardship, and organizational transformation and alignment within the Jefferson Health system. · Partnering in budgeting, cost management, and performance improvement across an $800M operating budget. · Rebuilt the Daily Safety Huddle and Unit-Based Clinical Leadership accountability structure. · Oversee medical staff governance, credentialing, peer review, and professional practice evaluation for 700+ clinicians across inpatient and ambulatory settings. · Partner with nursing, operations, and service line leadership to improve throughput, reduce avoidable variation, and enhance care coordination across the continuum. · Lead hospital response to CMS quality programs (Star Ratings, VBP, HRRP, HACRP), advocating for fair measurement of safety‑net performance and implementing targeted improvement strategies. · Champion initiatives addressing health equity, social determinants of health, and community partnerships to improve access and outcomes for underserved populations. · Strengthen physician engagement and culture through transparent communication, leadership development, and collaborative problem‑solving.
Elevated the quality, safety, and patient/staff experience and performance for a 600-bed Academic Safety Net Hospital. Managing a 50-member team reporting to the CEO. Led quality and safety integration with 2 new community hospitals. Key Strategic Accomplishments: • Minimized clinical variation by sharing data, outcomes, and best practices, fostering clinically significant enhancements to the care provided • Leveraged learnings from diagnostic errors to rectify systemic issues, identify electronic health record (EHR) solutions, and optimized the integration of processes • Piloted the use of natural language processing and AI technology to improve appropriate and timely follow-up on actionable radiology findings • Supported patient safety endeavors aimed at reducing the length of stay and ED boarders by instituting a daily multi-disciplinary huddle focusing on challenging patient situations, facilitating coordinated care, and disposition planning • Partnered closely with institutional advancement to secure $4M in philanthropic funding and establish an endowed Chief Quality Officer Chair, strengthening long‑term support for quality, safety, and clinical excellence • Reorganized Quality and Patient Safety committees to establish an accountability framework and leadership oversight, ensuring high-quality care and robust performance improvement initiatives across all of BMC • Boosted sepsis bundle (SEP-1) compliance from 30% to 60 • Improved Leapfrog Hospital Safety Grade from a “C” to three consecutive “A” grades • Increased the number of US News “High Performing” Specialties and Conditions from 6 to 9 • Overhauled the patient experience program, resulting in consistent year-over-year improvements in HCAHPS scores related to cleanliness, responsiveness, RN communication, and quietness • Increased safety reports filed by frontline staff by 100% through deliberate transparency efforts and fostering a culture of safety
An 18-bed Rural Health Clinic with 650 discharges, 35,000 ambulatory visits, and 11,000 ED visits annually. Oversaw quality and safety during a leadership transition at NCH over the busy summer. Reported to the CEO. Key Accomplishments: • Coordinated operational efforts for clinic and hospital capacity challenges and the emergency transport of patients off the island to higher levels of care. • Implemented a new safety reporting system, RL solutions, and a patient experience vendor, NRC.
A 330-bed Academic Community hospital with 20,500 discharges, 122,000 million ambulatory visits, and 56,000 ED visits annually. Successfully spearheaded the service culture transformation at NWH, fostering a cohesive approach to quality, safety, and patient experience initiatives. Managed a 30-member team while coordinating with a diverse medical staff comprising 1200 physicians, both employed and in private practice, to elevate the standard of care delivery. Reported to the CEO. Key Operational and Strategic Accomplishments: • Directed emergency response operations throughout the COVID-19 pandemic, ensuring continuity of operations and staff well-being. Maintained a daily on-site executive presence and established consistent communication channels to provide reassurance and support to our team. • Partnered with renowned international design thinking firm IDEO to transform patient and employee experience. • Implemented initiatives to increase provider participation in quality improvement and enhance patient safety including starting a hospital daily safety huddle. • Received accolades including Boston Globe Best Places to Work, CMS 5-star rating, and Leapfrog Safety A Grades.
Demonstrated steadfast physician leadership during a transitional phase with three different CEOs. Took charge of diverse responsibilities including quality improvement, safety protocols, clinical risk management, medical education, research oversight, medical staff affairs and credentialing, infection control, clinical documentation enhancement, accreditation, physician advisory programs, and medical records management. Key Healthcare Technology Innovation Accomplishments: • Physician lead for institution-wide EHR (Epic) implementation, harmonizing workflows and unifying a hybrid medical staff to ensure seamless integration across the organization. • Revolutionized the medical staff credentialing process by transitioning from a paper-based system to an integrated electronic platform synchronized with the central MGB office. • Enhanced the employee and physician experience with the initiation of a Peer-2-Peer support program, formal mentoring program, physician onboarding program, and an idea generation platform.