Full-Time

Nurse Manager

Ambulatory

Updated on 9/3/2026

Tufts Medicine

Tufts Medicine

501-1,000 employees

Integrated health system delivering connected care

Compensation Overview

$122.3k - $155.9k/yr

Boston, MA, USA

In Person

Bachelor's, Master's

Category
Medical, Clinical & Veterinary (1)
Required Skills
Nursing
Patient Care
Data Analysis
Basic Life Support (BLS)

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Requirements
  • A Bachelor’s degree in Nursing (BSN) is required.
  • An active Registered Nurse (RN) license is required.
  • Basic Life Support (BLS) certification is required.
  • Three years of nursing leadership experience are required.
  • The role requires the ability to provide care to patients throughout the life span, considering aging processes, human development stages, and cultural patterns.
  • Management and interpersonal skills are required to lead a variety of employees, maintain internal and external contacts, and interact effectively with patients, families, physicians, and other departments.
  • Analytical and critical-thinking skills are required to identify and resolve operational problems.
  • Demonstrated leadership abilities are required.
  • The role requires the ability to work effectively under stressful conditions and adapt to a changing environment.
  • The role requires effective oral and written communication.
  • The role requires the ability to collect, track, and trend data to identify performance-improvement opportunities.
  • Clinical competence in nursing practice is required.
  • The role requires the ability to work collaboratively with nurses, physicians, and administrative colleagues.
  • The role requires the ability to navigate complex electronic clinical and administrative information systems and applications.
  • The physical requirements include prolonged, extensive, or considerable standing and walking; lifting, positioning, pushing, and transferring patients and equipment; considerable reaching, stooping, bending, kneeling, and crouching; exposure to hazardous chemicals, sick patients, bodily substances, noise, radiation, lasers, electric shock, bloodborne diseases, transmissible infections, and hazardous materials; manual dexterity using fine hand manipulation for reports and computer equipment; and sufficient hearing and visual acuity to perform examinations, observe patients, read monitors and documents, and hear equipment alarms.
Responsibilities
  • Plan, organize, and oversee the daily clinical and administrative operations of the designated unit, program, or service.
  • Translate the philosophy, objectives, policies, procedures, and nursing or patient-care services into effective action.
  • Prepare staff schedules, request and allocate resources, and facilitate coordination of care and services to meet patient-care and operational requirements.
  • Develop and sustain an environment that promotes excellence in clinical practice and customer satisfaction while optimizing efficiency, productivity, and resource utilization.
  • Work cooperatively within the department and with other services to create a system of quality health care.
  • Ensure excellence in quality, safety, and regulatory requirements.
  • Ensure that patient-care delivery is safe, high quality, and cost effective.
  • Define and communicate a vision of excellence for the unit or practice area.
  • Create multidisciplinary forums to solve problems and facilitate planning.
  • Monitor and ensure excellence in nursing clinical practice and patient-care delivery.
  • Integrate the nursing-service philosophy into unit practices and programs.
  • Use a performance-improvement process to assess patient, family, and other responses to care.
  • Consult with patients and families in response to staff nurse requests, direct family requests, and direct assessment of patient and family responses to hospitalization.
  • Interact with staff nurses to assess care provided and nurses’ capabilities to provide care in changing circumstances.
  • Keep current with literature concerning changing practices, interventions, research in patient care, and health-care delivery.
  • Create an environment that supports and celebrates nursing staff growth through coaching, mentoring, and role modeling.
  • Create an environment that fosters collaborative relationships.
  • Ensure staff clinical competence.
  • Provide leadership in setting the direction of the unit and respond to changing internal and external factors.
  • Use relevant data and outcome measures in analysis and planning.
  • Collaborate with other disciplines on practice initiatives to improve and maintain quality while managing costs.
  • Establish and maintain relationships and open communication with departments providing support services to the clinical area.
  • Manage the human, fiscal, and other resources needed to support clinical nursing practice and positive patient outcomes.
  • Monitor and critically analyze unit resource utilization.
  • Develop budget proposals based on changing patient-population and clinical-program needs.
  • Collaborate with physicians, hospital administrators, and other relevant groups on methods of delivering care.
  • Select unit staff and ensure that all members are competent to fulfill assigned responsibilities.
  • Maintain responsibility for patient and family satisfaction.
  • Manage systems to accomplish patient, unit, departmental, and institutional goals.
  • Facilitate and promote achievement of unit or practice-area goals aligned with the medical center mission.
  • Ensure that standards of care are consistently achieved on the unit or practice area.
  • Seek opportunities to build working alliances with other professional groups.
  • Develop and monitor systems that promote and support nursing practice.
  • Use knowledge of patients, personnel, and practice to plan initiatives that ensure positive patient outcomes effectively and efficiently.
  • Hold overall responsibility for recruiting, staff retention, staff development, and performance, and adhere to the appropriate staffing plan while accommodating changing unit needs.
Desired Qualifications
  • A Master’s degree in Nursing (MSN) is preferred.
  • Five years of nursing leadership experience are preferred.
  • Nursing specialty certification is preferred.

Tufts Medicine is an integrated health system in Massachusetts that combines academic medical centers, community hospitals, a large home care network, and a clinically integrated physician network to deliver coordinated care. It includes Tufts Medical Center, Lowell General, MelroseWakefield, home health services, and a broad physician network, enabling care across settings. The system coordinates hospitals, doctors, and home care under one strategy to manage the patient journey, reduce fragmentation, and control costs while maintaining quality. Its goal is to deliver high-quality care at the lowest possible cost, expand access, and transform how people engage with healthcare.

Company Size

501-1,000

Company Stage

N/A

Total Funding

N/A

Headquarters

Burlington, Massachusetts

Founded

2014

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Simplify Jobs

Simplify's Take

What believers are saying

  • Fiscal 2025 net loss improved from $214 million, showing operating discipline.
  • Phil Okala inherits a system already cutting labor, outsourcing labs, and tightening budgets.
  • Bingham Trust's $1.5 million gift funds robotic transplant expansion and higher surgical capacity.

What critics are saying

  • CEO Mike Dandorph and CFO Andrew Devoe exit in September 2026 during restructuring.
  • Fiscal 2025 still posted a $51.6 million net loss after 174 layoffs in 2024.
  • If turnaround stalls, Tufts Medical Center loses capital support and specialty recruitment momentum.

What makes Tufts Medicine unique

  • Tufts Medicine spans four eastern Massachusetts hospitals, giving local referral-network control.
  • The 2024 NENA merger added 75 neuroscience providers and strengthened community access.
  • 2026 living-donor liver transplant approval and expanded cardiac surgery deepen specialized academic care.

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Benefits

401(k) Company Match

403(b) Retirement Plan

Tuition Reimbursement

Company News

Healthcare Dive
Aug 6th, 2026
Tufts Medicine CEO, CFO step down amid financial struggles.

Tufts Medicine CEO, CFO step down amid financial struggles. Phil Okala, Tufts' chief operating officer, will replace Mike Dandorph as chief executive; Greg Kruse, a strategic VP, will take over budget planning. Published Aug. 6, 2026 Jill Hughes Dive brief: * Two of Tufts Medicine's top executives are stepping down as the beleaguered health system embarks on a financial turnaround. * CEO Mike Dandorph is leaving after more than six years at Tufts, effective at the end of September. He'll be replaced by Phil Okala, Tufts' current chief operating officer, according to a memo from Tufts' board chair shared with Healthcare Dive. * Andrew Devoe, Tufts' chief financial officer, is also stepping down after two years in the role. Greg Kruse, the current vice president of strategic operations and analytics intelligence, will take over budget planning and oversee some financial services operations while Tufts begins a national search for Devoe's replacement. Dive insight: Dandorph was named Tufts' CEO in January 2020, as the COVID-19 pandemic was first ramping up. His leadership was central to advancing access to care and furthering Tufts' research, despite "unprecedented financial challenges and policy changes shaping the industry," Phil Lembo, the chair of Tufts' board of trustees, wrote in his Tuesday memo. Dandorph will remain in the position through the 2026 fiscal year, which ends Sept. 30. At that time, Okala, who has held several leadership posts at Tufts and other healthcare organizations over his career, will assume the role. "Our focus remains unchanged: serving our patients and communities, supporting our people, strengthening our financial position and continuing to advance Tufts Medicine's mission to empower people to live their best lives," Okala said. Dandorph described the change as in the best interest and at the right time for Tufts. The system, which operates four hospitals in eastern Massachusetts, has faced financial struggles amid worker shortages and post-pandemic revenue dips. In 2024, Tufts Medicine laid off 174 employees, or about 1% of its workforce, citing high labor costs and capacity challenges. It also laid off 70 administrative workers in 2023 and sold its laboratory outreach testing business to Labcorp, dissolving 600 more roles. Tufts' actions appear to be bearing fruit. The system reported a $51.6 million net loss in its 2025 fiscal year, improving on its loss of $214 million the year prior, according to financial documents. "While important work remains ahead, we have generated significant momentum and are entering the next phase of our financial turnaround with greater focus, discipline and purpose," Lembo said.

Tufts Medicine
May 7th, 2026
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Header utility. May 7, 2026 Distinguished cardiac surgeon brings national leadership in complex valve and structural heart surgery to advance growth, innovation and multidisciplinary cardiovascular care across Tufts Medicine Tufts Medicine announced today that Dr. Panayotis (Panos) Vardas, has been named Division Chief of Cardiac Surgery at Tufts Medical Center (Tufts MC), with an academic appointment at Tufts University School of Medicine. Dr. Vardas, an internationally recognized cardiac surgeon, will advance the clinical, academic and research mission of the Division of Cardiac Surgery and contribute to the growth of cardiovascular services across Tufts Medicine. Dr. Vardas will also promote patient-centered, multidisciplinary, collaborative, high-quality cardiac surgical care and ensure equitable access to advanced cardiothoracic surgical services across Tufts Medicine. "Dr. Vardas joins us at an exciting time for cardiovascular services at Tufts Medical Center and across Tufts Medicine," said Erika Werner, MD, Chief Physician Executive of Tufts Medicine, President of the Tufts Medical Center Physicians Organization, and a Professor at Tufts University School of Medicine. "His proven track record in advancing surgical excellence and building high-performing programs, combined with his dedication to education and research, will be instrumental in strengthening our cardiac surgery program and expanding access to innovative cardiac care for the communities we serve." Dr. Vardas practices the full spectrum of adult cardiac surgery with a specialized clinical focus on complex valve disease and structural heart interventions. His clinical expertise emphasizes durable valve repair, percutaneous and transcatheter valve interventions, arrhythmia surgery, surgical coronary revascularization and complex reoperative cardiac surgery. In addition to his clinical leadership, Dr. Vardas brings a strong academic profile and a commitment to innovation. He has been actively involved in clinical trials, outcomes research and guideline development, with a focus on valve disease, arrhythmia surgery and advanced surgical and transcatheter technologies. His scholarly work has been published in leading peer-reviewed journals, and he has served in leadership roles within several professional societies, including the Society of Thoracic Surgeons, American Association for Thoracic Surgery, Eastern Cardiothoracic Surgical Society and the Thoracic Surgery Directors Association. Dr. Vardas joins Tufts MC from the University of Alabama at Birmingham (UAB), where he served as a Tenured Associate Professor in the Division of Cardiothoracic Surgery, Medical Director of the Cardiac Surgery Intensive Care Units and Associate Program Director of the Cardiothoracic Surgery Residency and Fellowship. He has received multiple national honors, including the Society of Thoracic Surgeons President's Award, and was recently inducted into the American Association for Thoracic Surgery, one of the most prestigious professional societies in the field, in recognition of his contributions to cardiothoracic surgical education and research. "Tufts Medical Center and Tufts University School of Medicine are nationally renowned for excellence in cardiovascular care and a unique opportunity for growth," said Dr. Vardas. "I'm honored to join this outstanding team and look forward to working collaboratively to build a leading cardiac surgery program focused on innovation, multidisciplinary care and exceptional patient outcomes. Dr. Vardas earned his Medical Degree from the University of Rome "La Sapienza" School of Medicine. He completed general surgery training at the University of Washington, followed by an integrated thoracic surgery residency at Indiana University School of Medicine, and an advanced fellowship in complex valve reconstructive and arrhythmia surgery at Northwestern University. He is certified by the American Board of Thoracic Surgery.

Aalborg University
Dec 10th, 2025
Persistent inequity in survival after atrial fibrillation

Persistent inequity in survival after atrial fibrillation. Atrial fibrillation, also known as AF or Afib, is one of the most common cardiovascular diseases. In fact, one in three individuals can expect to be diagnosed by the condition, which increases the risk of serious complications such as heart failure and stroke. Despite significant advances in the treatment of atrial fibrillation, a new Danish study from Aalborg University shows that social inequities in survival have remained virtually unchanged over the past 20 years. The article has just been published in the internationally recognized journal The Lancet Public Health in collaboration with the University of Liverpool, Tufts Medical Center in Boston, and Boston University. The study is based on nationwide Danish registry data from more than 380,000 patients diagnosed with atrial fibrillation between 2000 and 2022 and documents inequities in income, education, and social relationships still have a major impact on life expectancy after diagnosis. Individuals diagnosed with AF who have a low income live on average 2.5 years shorter than those with high income. Low educational level results in a loss of 1.8 years of life, while living alone costs about 1.6 years. "Advances in the management and treatment of atrial fibrillation have improved survival for everyone but have not closed the gap between social groups. This is clearly a problem in a tax-funded universal healthcare system with formally equal access to treatment for all - especially when we know how much prevention can actually matter," says the study's lead author, Nicklas Vinter, MD, PhD, and postdoctoral researcher at the Danish Center for Health Services Research at Aalborg University. He also points out that the global incidence of atrial fibrillation is rising, making the results relevant far beyond Denmark's borders. This is clearly a problem in a tax-funded universal healthcare system with formally equal access to treatment for all - especially when Adsl Aau know how much prevention can actually matter. Social and structural barriers must be addressed. According to Nicklas Vinter, the causes of inequity are not only linked to medical treatment but also to social and behavioral factors. For some patients, treatment guidelines can be difficult to understand and translate into concrete action, and many lack a social network that can provide practical support in everyday life. Therefore, the researchers behind the study propose a new tool, FAIR-PRO-AF, which can help decision-makers and researchers across sectors systematically reduce inequity and create continuous improvements. The tool is designed as a circular work cycle: first, the social factors associated with survival are mapped. Next, the barriers that hinder equity in access, quality, and effectiveness of treatment are identified. In the third step, concrete initiatives are prioritized and implemented, and finally, the effect is evaluated before the cycle moves on to the next round. "The social and structural barriers that limit patients' access to knowledge, resources, and support must be addressed if we want to improve prognoses for all. This requires a broader effort where the healthcare system collaborates with social and political actors," says Nicklas Vinter. Facts: Atrial fibrillation * Atrial fibrillation is the most common cardiac arrhythmia. * Symptoms of atrial fibrillation include shortness of breath, palpitations, and chest pain. * The condition is associated with increased mortality - on average, a patient with atrial fibrillation loses about two years of expected lifespan compared to individuals without the diagnosis. * In Denmark, more than 170,000 people live with the condition, * Each year, more than 20,000 Danes receive the new diagnosis. Read the scientific article: Temporal trends in associations between social drivers and life-years lost in newly diagnosed atrial fibrillation in Denmark, 2000 - 22: a nationwide cohort study Published in The Lancet Public Health, December 2025. Authors: Nicklas Vinter, Søren Paaske Johnsen, Gregory Yoke Hong Lip, Ludovic Trinquart, Lars Frost and Emelia J. Benjamin.

Central Penn Business Journal
Jun 30th, 2025
Former CEO of Penn Medicine LGH named president of Tufts Medical Center

Former Penn Medicine Lancaster General Health Chief Executive Officer John Herman has been appointed as the new President of Tufts Medical Center in Boston, the health system's academic medical center.

The Indian EYE
May 30th, 2025
Dr. Soma Sengupta appointed Tufts University's New Chair of the Department of Neurology

Dr. Soma Sengupta, MD, PhD, MBA, FRCP, FANA, FAAN will join Tufts Medical Center (Tufts MC) as Chair of the Department of Neurology and Neurologist-in-Chief in September 2025.