On the front lines with Art Mombourquette- BWH Bulletin - For and about the People of Brigham and Women's Hospital
On the front lines with Art Mombourquette- BWH Bulletin - For and about the People of Brigham and Women's Hospital
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March 24, 2000
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In This Issue:
A Match Made in Boston
On the front lines with Art Mombourquette
BWH announces $1 million gifts in Palm Beach
Finding Gene Expression Patterns in Disease
Who’s News
National Nutrition Month
New Leadership in Medical Residency Program
Pike Notes
The joke around BWH these days is that Art Mombourquette’s plate is so full that he would be charged double if he were at an all-you-can-eat breakfast buffet. Managing the daily activities associated with environmental affairs, parking, security, food services, patient transport, environmental services, facilities planning and construction, materials management and engineering combined with planning for JCAHO, Picker Surveys, and a variety of parking challenges, keeps Mombourquette moving. Bulletin caught up with him recently to discuss a number of his challenges. Mombourquette’s role as vice president of Support Services places him on the front line with patients, employees, management, and regulators. Recently, his role was expanded to include materials management, facilities planning, and construction. Throughout it all, Art has yet to lose his balance or his perspective. He was recently seen begging people to ask him questions about parking at the February Town Meeting. “These are incredibly difficult issues that directly impact our patients and employees,” said Matt Van Vranken, chief operating officer at BWH. “How our institution looks, how well patient transportation is coordinated, and how easily people can access our services all play a significant role in how we are perceived. Art has provided a great deal of leadership under tremendous pressure.” The challenge for Mombourquette, a nominee for the Thomson Leadership Award this past year, is amplified by the constraints of BWH’s facilities. A perfect illustration is the parking problem facing the hospital. “There is a tremendous demand for more parking,” he said. “Unfortunately, the demand currently outstrips the resources we can offer. However, we are working hard, trying to find creative ways to meet the needs of our patients and employees.” He outlined the recent reduction in parking at the Harvard Institute for Medicine as part of a full renovation at that location as an example. “We are now working with the developers of Fenway Park to set aside parking for BWH staff as part of those plans,” he said. “In the meantime, we are encouraging our employees to take advantage of public transportation through a variety of incentives.” While the challenges of managing this complex enterprise are not easily resolved, its clear that Mombourquette and the more than 800 employees under his supervision are working hard at making BWH a better experience for our patients.