U-M. Associate Vice President and Chief Development Officer University of Michigan Health System LEADERSHIP PROFILE WITT / KIEFFER.

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1 U-M Ann Arbor, Michigan Associate Vice President and Chief Development Officer University of Michigan Health System LEADERSHIP PROFILE March 2014 WITT / KIEFFER

2 THE OPPORTUNITY The University of Michigan seeks a dynamic and highly accomplished development and alumni relations leader to serve as Associate Vice President and Chief Development Officer for the Health System. The Associate Vice President will be responsible for planning and leading all aspects of fundraising and comprehensive development initiatives for University of Michigan s world renowned Health System. In November 2013, the University publicly launched the Victors for Michigan campaign. With its ambitious $1 billion goal for the Health System, this campaign will allow our physicians and scientists to push forward and build on our promising discoveries. It will uphold our commitment to excellence in research, medical education, and health care delivery. It will fuel multidisciplinary discovery by our teams of internationally-recognized experts, and it will save lives by making a real and lasting impact on the greatest health care challenges of our time. The Associate Vice President will lead a campaign which will allow University of Michigan Health System (UMHS) to: Accelerate Discovery: Fuel breakthrough discovery and translate findings into cures. Advance Care: Define best practices and create new models of care for patients and their families. Establish Innovative Environments: Create spaces that foster multidisciplinary teamwork. Build Knowledge: Recruit and retain world-leading experts and invest in the future of the field. Create Leaders: Encourage the brightest minds to pursue medicine and put tomorrow s patients in the best possible hands. Ora Hirsch Pescovitz, M.D. has recently announced that she is stepping down from her role as Executive Vice President for Medical Affairs (EVPMA) and Chief Executive Officer of the University of Michigan Health System as of June 1, Therefore, as of June 2, 2014, the new incumbent will report jointly to Dr. Michael Johns, who will serve as Interim Executive Vice President for Medical Affairs (EVPMA) and Chief Executive Officer of the University of Michigan Health System, and Jerry May, Vice President for University Development. The Associate Vice President will lead a comprehensive development and alumni relations team, including a high quality and productive staff of 120 with a budget of $17.7 million, and will serve on the Office of University Development s senior management team. The Associate Vice President will also work closely with key faculty, clinicians, administrators, department chairs, and volunteers and will provide strong leadership for staff while assuming responsibility for the development and implementation of a strategic plan for medical center philanthropy. The Associate Vice President works closely with the Health System Advisory Group as well as the Medical School Alumni Association Board. The Associate Vice President is expected to personally manage a significant portfolio of major and principal gift donors and prospects and provide ongoing support for the EVPMA s fundraising activities. WITT / KIEFFER 1

3 The successful candidate will have a record of significant achievements in development, preferably within an academic medical institution or a highly complex, multidivisional institution. He or she will be a visionary with impressive strategic planning and campaign experience. He or she will have a personal track record as a principal gift fund raiser and as a builder of successful development programs. He or she will have the interpersonal and communication skills necessary to build strong relationships and partnerships internally and externally. The procedure for candidacy can be found at the end of this document. THE UNIVERSITY OF MICHIGAN Founded in 1817, the University of Michigan (U-M) is a public university that is recognized as one of the world s premier research universities. It is a leader in undergraduate and graduate education, offering challenging academic programs and diverse cultural and social opportunities in a stimulating intellectual environment. The University s mission is to serve the people of Michigan and the world through preeminence in creating, communicating, preserving and applying knowledge, art, academic values, and in developing leaders and citizens who will challenge the present and enrich the future. The main campus in Ann Arbor has an enrollment of more than 41,000 students with a third of those students in graduate and professional studies. There is a faculty of more than 3,000. Many of the nineteen individual schools and colleges on the Ann Arbor campus are ranked nationally, while 99 graduate programs are ranked in the top ten nationally. In addition to the main campus, the University has regional campuses in Flint and Dearborn. Based on its remarkable scale, diversity, and richness, one of the University of Michigan s greatest strengths is its interdisciplinary focus on research, teaching, and service. Crossing the traditional boundaries of schools and colleges, new initiatives and programs are building exciting partnerships in life sciences, engineering, arts, and humanities. Joint curricular programs, theme semesters, collaborative research initiatives, and joint appointments for faculty are just a few of the institutional efforts to support connectivity across different University communities. Research expenditures totaled over $1.2 billion in FY12, which is the highest in the nation for public research universities and second highest for all universities. The diversity of the University s research activities, from medical to social to cultural, contributes to U-M s capacity for growth and development. U-M houses innovative research institutes and centers such as the Institute for Social Research, the longest-standing laboratory in the nation for interdisciplinary WITT / KIEFFER 2

4 research in the social sciences. The University also holds a $55 million NIH Clinical and Translational Science Award (CTSA), which is housed in the Michigan Institute for Clinical and Health Research. U-M is also the home of MCubed, which is a two-year seed-funding program designed to empower interdisciplinary teams of U-M faculty to pursue new initiatives with major societal impact. The program minimizes the time between data conception and successful research results by providing immediate start-up funds for novel, high-risk and transformative research projects. The funds are intended to generate data for groundbreaking, high-impact publications or preliminary results for new, innovative research proposals. The University of Michigan also stands out among universities for its institutional commitment to public engagement. Community-based health research projects involving public health and social work faculty are viewed as national models on how to conduct community-based research. Several of President Mary Sue Coleman s identified presidential initiatives for immediate pursuit require strong involvement from the School of Public Health, including Globalization, Sustainability, and the Michigan Healthy Community Initiative. The Fiscal Year 2013 operating budget for the Ann Arbor campus was $6.299 billion. This includes the General Fund (teaching, research, library services, student aid, and the operation of the physical plant), the U-M Health System, and all other specialized funds. The State of Michigan provides approximately 5 percent of the total operating budget. U-M continues to enjoy strong financial health, due in large part to its ability to diversify revenue sources, its strong and broad research portfolio, its focus on innovative cost containment strategies, and successful fundraising efforts. The administrative leadership model at the University of Michigan is decentralized in that the deans of the various schools and colleges have significant autonomy in terms of their vision, activities, and budgets. In broad terms, the University s budgeting system is an activity-based budget system so that increases in certain activities lead to automatic flows of resources and costs to the units that do the work and obtain the revenue. In addition, U-M central administration provides a great deal of support for campus-wide activities and intellectual initiatives that cut across the schools and colleges. More information can be found at WITT / KIEFFER 3

5 UNIVERSITY OF MICHIGAN HEALTH SYSTEM OVERVIEW UMHS, one of the premier academic medical centers in the nation, consists of the University of Michigan Hospitals and Health Centers (HHC), the University of Michigan Medical School and its Faculty Group Practice, Michigan Health Corporation, and the clinical activities of the School of Nursing. Our mission is creating the future of health care through discovery. In 2014, U.S. News and World Report ranked the Medical School 8 th in the nation, while the School of Nursing ranked 6 th in the nation. The UMHS has an overall work force in excess of 27,000 people, including approximately 19,000 clinical and administrative staff, 3,261 faculty, and 1,171 house officers or residents. One of the major growth initiatives for UMHS and the University is the North Campus Research Complex (NCRC). This 174-acre property includes 30 buildings comprising almost two million square feet of laboratory and administrative space and is utilized as a home for expanded research activities in health, biomedicine, and other disciplines. By bringing together researchers and partners from different disciplines and industries, NCRC fosters collaboration that encourages discovery, innovation and creativity, and helps catalyze the transformation of the regional economy. The Hospitals & Health Centers The University of Michigan Hospitals and Health Centers (UMHHC) has distinguished itself by providing excellent care for more than 150 years. As a premier teaching and research institution, UMHHC benefits from its close relationship with the University s top-tier Medical School and School of Nursing. UMHHC comprises three hospitals, five specialty health centers, 54 outpatient health centers, and more than 120 clinics throughout Michigan. The Hospitals total 984 licensed beds, more than 45,000 discharges annually, and nearly 1.9 million outpatient visits annually. The Medical School Since its founding in 1848, the U-M Medical School has been recognized nationally as a leader in advanced biomedical research, innovative medical education, and pioneering clinical care. The Medical School has 25 academic departments, 19 of which focus on clinical care as well as clinical and laboratory-based research and education. Six focus solely on the basic sciences including graduate and postdoctoral education and training. The Faculty Group Practice Plan (FGP) is a major component of the Medical School and provides the mechanisms by which more than 3,261 faculty that have clinical responsibilities provide patient care at U-M hospitals, health centers, and other selected locations. Medical School faculty received $310.5 million in NIH research funding in federal fiscal year WITT / KIEFFER 4

6 The Michigan Health Corporation The Michigan Health Corporation (MHC) was established in 1995 to enable the University to better pursue joint venture and managed care initiatives responsive to the dynamic environment of health care and to enhance the education, research, and service missions. The School of Nursing The School of Nursing is a top-tier nursing institution ranked 6 th in the country by U.S. News and World Report and received $6.1 million in NIH funding in The original nursing program was established in 1891 and became an independent School of Nursing in There are currently three academic divisions centered on the following programs and research activities: Acute, Critical, and Long-Term Care Programs; Health Promotion and Risk Reduction Programs; and Nursing Business and Health Systems Programs. The University of Michigan Health System is comprised of three hospitals (C.S. Mott Children s Hospital, University Hospital, and Von Voigtlanders Women s Hospital), the Medical School, School of Nursing, 40 community health centers, 120 outpatient clinics, and the Michigan Health Corp. We are home to a world-class Cardiovascular Center and the nation s first comprehensive Depression Center. We have a tradition of excellence in teaching, patient care and research, and consistently rank among the best healthcare institutions in the nation. For more information about University of Michigan Health System, please visit Health System Leadership Ora Hirsch Pescovitz, M.D., Executive Vice President for Medical Affairs, University of Michigan (through June 1, 2014) Michael M.E. Johns, M.D., Interim Executive Vice President for Medical Affairs, University of Michigan (as of June 2, 2014) Douglas L. Strong, M.B.A., Director and Chief Executive Officer, U-M Hospitals and Health Centers James O. Woolliscroft, M.D., Dean, U-M Medical School Kathleen Potempa, D.N.Sc, R.N., F.A.A.N., Dean, School of Nursing Mary Sue Coleman, Ph.D., President, University of Michigan Mark S. Schlissel, M.D., Ph.D., President-Elect, University of Michigan Board of Regents of the University of Michigan Facts & Figures FY 2013 UMHS Total Square Footage Total: 10,666,727 WITT / KIEFFER 5

7 U-M Hospitals & Health Centers Annual Activity Total licensed beds: 984 Total staffed beds: 939 Inpatient Discharges: 45,429 Observation Cases: 16,235 Clinic Visits (all sites excl. ER): 1,972,723 Emergency Svcs./Urgent Care Visits: 97,546 Surgical Cases: 49,699 Operating Expenses: $2.3 billion C.S. Mott Children's Hospital (subset of above) Discharges (excluding newborns): 7,896 U.S. News & World Report Rankings Hospital: #1 in Michigan, Achieved a top-tier national rank in 12 adult specialties Medical School: 8 School of Nursing: 6 Mott Children s Hospital: Achieved a top-tier national rank in 10 children s specialties U-M Medical School Enrollment: 1908 Entering M1 Class Applications Received: 5,441 Interviews Granted: 578 Matriculating: 172 Mean Undergraduate GPA: 3.77 Mean MCAT: 34.4 Demographics Residency: 47.1% in-state; 52.9% out-of-state Gender: 50.6% male; 49.4% female U-M School of Nursing (2013) Undergraduate enrollment: 605 Master s enrollment: 275 Ph.D. enrollment: 51 Research Indicators Total Sponsored Research Expenditures: $453.2 million Number of Invention Disclosures: 133 WITT / KIEFFER 6

8 University of Michigan Mission Statement The mission of the University of Michigan is to serve the people of Michigan and the world through preeminence in creating, communicating, preserving and applying knowledge, art, and academic values, and in developing leaders and citizens who will challenge the present and enrich the future. UMHS Mission statement The University of Michigan Health System improves the health of patients, populations and communities through excellence in education, patient care, community service, research and technology development, and through leadership activities in Michigan, nationally and internationally. Our mission is creating the future of health care through discovery. Institutional History Located in Ann Arbor, Michigan and founded in 1817, the University of Michigan is one of the largest and most prestigious public universities in the United States. U.S. News and World Report ranked it 28 th among all national universities (and 4 th among public universities). Organizational Structure The position will report jointly to the Executive Vice President for Medical Affairs/CEO of the Health System and to the Vice President for University Development. This position will work in close consultation with the Dean of the Medical School and the CEO of the University Hospitals and Health Centers. The Associate Vice President is the senior executive liaison to the department chairs, program directors, faculty, and with teaching and healthcare affiliates in the area of fundraising and alumni relations. The Associate Vice President also serves on the senior management team of the Office of University Development. The Associate Vice President oversees a staff of seven on the development senior leadership team, and over 120 in the larger UMHS development team. The Community Ann Arbor is home to the University of Michigan. The University shapes Ann Arbor's economy significantly as it employs about 44,000 faculty and staff, with almost half of that being in the health system. The city's economy is also centered on high technology, with several companies drawn to the area by the University's research and development money, and by its graduates. WITT / KIEFFER 7

9 The University of Michigan Medical Center, the preeminent health facility in the city, was also ranked No.1 in the State of Michigan by U.S. News and World Report in The University of Michigan Health System (UMHS) includes University Hospital, C.S. Mott Children's Hospital, and Women's Hospital in its core complex. UMHS also operates out-patient clinics and facilities throughout the city. The area's other major medical centers include a large facility operated by the Department of Veterans Affairs in Ann Arbor and Saint Joseph Mercy Hospital in nearby Superior Township. Many Ann Arbor cultural attractions and events are sponsored by the University of Michigan. Several performing arts groups and facilities are on the University's campus and host performers such as Yo Yo Ma, Royal Shakespeare, Jazz at Lincoln Center Orchestra, and many others. Museums on campus are dedicated to art, archaeology, natural history, and sciences. Several annual events many of them centered on performing and visual arts draw visitors to Ann Arbor. One such event is the Ann Arbor Art Fairs, a set of four concurrent juried fairs held on downtown streets, which began in Ann Arbor has a major scene for college sports, notably at the University of Michigan, a member of the Big Ten Conference. Several well-known college sports facilities exist in the city, including Michigan Stadium, the largest American football stadium in the world with a 109,901 seating capacity. The stadium is colloquially known as "The Big House Crisler Arena and Yost Ice Arena play host to the school's basketball and ice hockey teams, respectively. More information on The University of Michigan may be found at its web site: and about the development community at DIVISION UMHS Development and Alumni Relations support the fundraising and alumni relations activities of the entire Health System and each of its components. Last fiscal year UMHS Development raised $125 million. In November 2013, the University publicly launched the Victors for Michigan campaign. With its ambitious $1 billion goal for the Health System, this campaign will allow our physicians and scientists to push forward and build on our promising discoveries. Victors for Michigan will enable our scientists to bring U-M s full scientific capacity to bear on the today s most pressing health care challenges. Victors for Michigan will accelerate breakthrough discovery and translate findings into effective new clinical treatments. It will define best practices in comprehensive care for patients and their families. It will reinvent medical education, preparing tomorrow s physicians to solve systemic problems and become leaders of change. Lastly, Victors for Michigan will fuel groundbreaking discovery by our teams of internationally-recognized experts yielding significant improvements in care that alleviate human suffering. WITT / KIEFFER 8

10 With an ambitious $1 billion goal, Victors for Michigan will enable our physicians and scientists to take on the greatest health care challenges of our time on an unprecedented scale. Our $1 billion campaign goal will allow us to: Create Innovative Environments: Facilities $100,000,000 Recruit and Retain Extraordinary Minds: Faculty Support $100,000,000 Transform Patient Care: Programmatic Support $200,000,000 Accelerate Discovery: Research Support $515,000,000 Develop Leaders: Student Support $85,000,000 To date, UMHS Development and Alumni Relations have raised nearly 47 percent of the $1 billion goal. The Health System will celebrate the Victors for Michigan campaign on the weekend of April 25-26, The celebration will benefit the newly created Discovery Fund to support innovative and groundbreaking research being done at UMHS. DIVISIONAL LEADERSHIP Ora Hirsch Pescovitz, M.D., Executive Vice President for Medical Affairs, University of Michigan (through June 1, 2014) Michael M.E. Johns, M.D., Interim Executive Vice President for Medical Affairs, University of Michigan (as of June 2, 2014) Douglas L. Strong, M.B.A., Director and Chief Executive Officer, U-M Hospitals and Health Centers James O. Woolliscroft, M.D., Dean, U-M Medical School Kathleen Potempa, D.N.Sc, R.N., F.A.A.N., Dean, School of Nursing Jerry A. May, Vice President for Development Biographies can be found in Appendix I. THE ROLE OF THE POSITION & OPPORTUNITIES AND EXPECTATIONS FOR LEADERSHIP The Associate Vice President is the chief development officer for the Health System. This individual maintains executive responsibility for the planning, implementation, and management of all development and alumni relations programs for the Health System and all of its components. The following is a set of characteristic duties and responsibilities for the successful candidate: Lead, assess, and continue building a comprehensive development program for the Health System In partnership with Health System leadership and University leadership, lead the Victors for Michigan $1 billion health system campaign. WITT / KIEFFER 9

11 Provide professional fundraising guidance to the EVPMA, the Dean of the Medical School, the CEO of the Hospitals and Health Centers, and other academic and administrative leaders in fundraising priorities for UMHS. o Partner with senior leadership team in assessing clearly defined fundraising goals, objectives, and measures for Health System development officers and staff o Regularly evaluate programs and assess progress towards goals o Report on results to the EVPMA and the Vice President for Development o Ensure that all development professionals comply with University policies and standards governing development. Continue implementation and assessment of the established strategic plans to maximize the fundraising potential of the Health System and grow a high-caliber team of development professionals. o Lead the UMHS Development Senior Leadership Team of seven individuals. Along with the team, manage the development staff, and evaluate the overall department s performance. o Provide leadership in setting and evaluating individual goals, developing and sustaining appropriate training, mentoring, and assigning and monitoring coverage of primary areas of focus. o Provide fundraising strategy as needed for professional development officers and constituent fundraising programs. o Focus on retaining and attracting strong talent and providing them with ongoing opportunities for personal and professional growth. o Provide thought leadership to the Senior Leadership Team with respect to fundraising and operational strategy and resource management. Lead the Health System development programs in securing major and principal gifts from individuals, corporations, and foundations: o Provide primary staff support to the EVPMA and the Dean with regard to philanthropic support and serve as a member of the EVPMA s senior advisory staff o Actively manage a portfolio of leadership gift prospects and donors by personally participating in their cultivation, solicitation, and stewardship o Provide leadership to UMHS Foundation and Corporate Relations team and collaborate with the Business Engagement Center, Foundation Relations (OUD), and the Corporate Business Development team in the Office of Research at the Medical School on proposals to corporations and foundations in support of health sciences initiatives o Focus on securing support across all three missions: research, education, and patient care, while protecting the successes of the faculty in securing specific grants for targeted research and recognizing that all the components of the Health System are critical to the reputation of the total institution WITT / KIEFFER 10

12 o Focus on a continued increase in giving from UMHS donors and ensure the successful achievement of aggressive fundraising goals in line with the Victors for Michigan comprehensive campaign by engaging alumni, friends, parents, corporations, foundations, and influential leaders in support of the campaign goals. Ensure the cooperative participation of Health System Development in the University s prospect management and tracking system Be recognized as a valued, committed, and collegial chief development officer by the EVPMA, Dean, Chairs, Directors, and faculty of the Health System as well as by the VPD and colleagues in the Office of University Development: o Understand and capitalize on the unique strengths of each component of the Health System o Enhance partnerships with colleagues in the Office of Development to maximize resources available to the Health System o Along with the EVPMA, work closely with the Health System Advisory Group and continue to build effective volunteer engagement and focus on effective alumni relations activities to strengthen relationships with alumni (M.D.s, Ph.D.s, and residents). o Build strong and mutually beneficial relationships between the academic leadership, faculty, and staff of the Health System and external audiences such as donors, alumni, business and community leaders and the University Alumni Association o Serve as principal staff liaison to the Medical School Alumni Association Board of Directors Represent the Health System leadership at public functions and special events as appropriate Develop and administer the operating budget (approximately $17.7 million) Strengthen ties with potential donors throughout Michigan as well as nationally and internationally QUALITIES AND QUALIFICATIONS The Associate Vice President for Development will be a senior development professional with the experience and leadership skills necessary to build upon a strong fund development program at one of the nation s premier institutions. He or she will have a track record of building and running successful development operations in complex environments along with the personal and professional qualities and experiences necessary to lead an institution into the future. He or she must also have a strong demonstrated track record of identifying, soliciting, and securing major, principal, and transformative gifts. WITT / KIEFFER 11

13 The AVP will be a visionary, creative leader with the personal characteristics necessary to focus, motivate, and inspire professional staff, academic leadership, and volunteers alike. The AVP must be a person of significant intellect with an interest in medical research. Above all, the AVP will be a person of the highest moral character and integrity committed to the central mission, philosophy, values, and the ethos of the University of Michigan. In addition, the ideal candidate will possess: A bachelor s degree is required; master s degree preferred. A minimum of 15 years of significant achievement in a broad-based development role in a complex matrix organization, ideally with experience in an academic medical center. Experience in leading a capital campaign highly preferred. A record of significant achievement in the major and principal gift fundraising. Proven success in building productive, long-term relationships with senior university administrators, faculty, staff, institutional boards, volunteers, and donors. Strong organizational and managerial leadership skills. Highly developed writing and public speaking ability. Has the ability to balance the needs of the Health System and those of the University as a whole. A collaborative, team oriented style allied with the ability to be strong and decisive. An outgoing, dynamic personality that is energetic, enthusiastic, and has the ability to motivate others, as well as someone with a good sense of humor. Demonstrated ability to recruit, organize, direct, and motivate staff. A high level of initiative, energy, and creativity. Sound judgment. A passion for medical science and health care. Results-oriented. The ability to work effectively in a large, complex, and dynamic organization. Maintains familiarity with philanthropic issues related to medical education, research, and public policy. The final candidate will be a seasoned, successful, and creative development professional capable of organizing, implementing, and directly participating in a comprehensive academic medical center fundraising and alumni relations program with a high degree of professionalism, sensitivity, and integrity. WITT / KIEFFER 12

14 PROCEDURE FOR CANDIDACY Recruitment will continue until the position is filled. Nominations, expressions of interest, and applications (including a cover letter and resume) should be submitted via to UMichAVPHealth@wittkieffer.com. Material that cannot be ed may be sent to: Associate Vice President and Chief Development Officer, University of Michigan Health System The University of Michigan c/o Witt/Kieffer Attention: Jon Derek Croteau, Ed.D. and Zachary A. Smith, Ph.D Spring Road, Suite 510 Oak Brook, Illinois Confidential inquiries and questions concerning this search may be directed to Jon Derek Croteau and Zachary A. Smith at 630/ U MICHs EOE/AA statement The University of Michigan is an equal opportunity/affirmative action employer. The material presented in this position specification should be relied on for informational purposes only. This material has been copied, compiled, or quoted in part from The University of Michigan documents and personal interviews and is believed to be reliable. Naturally, while every effort has been made to ensure the accuracy of this information, the original source documents and factual situations govern. WITT / KIEFFER 13

15 APPENDIX I Ora Hirsch Pescovitz, M.D. Executive Vice President for Medical Affairs Chief Executive Officer, UMHS (through June 1, 2014) Professor of Pediatrics and Communicable Diseases On May 11, 2009, Ora H. Pescovitz, M.D., became the University of Michigan s first female Executive Vice President for Medical Affairs and Health System CEO. In this role, she oversees $3.2 billion in revenue and $490 million in research funding, and is responsible for leadership and management of the U-M Hospitals and Health Centers, the U-M Medical School, clinical services of the U-M School of Nursing and the Michigan Health Corp. Pescovitz is a nationally recognized pediatric endocrinologist and researcher who has published 184 papers and books and was elected to the Institute of Medicine in Most of her work has been on the physiologic and molecular mechanisms responsible for disorders of growth and puberty, with a focus on development of novel therapies for these conditions. She has received numerous awards for her research, teaching and leadership, including: 25 Women Who are Making a Difference, Michigan Women s Foundation (2012) Northwestern Alumni Association Merit Award (2012) Distinguished Leadership Award, Michigan Business and Professional Association (2012) Election to the Institute of Medicine (2011) Recipient of the 2011 Robert H. Williams Distinguished Leadership Award, The Endocrine Society (2011) Crain s Detroit Business 2010 Newsmaker s of the Year (2010) Selected as one of 50 Hospital & Healthcare Women Leaders, Becker s Hospital Review (2010) Dr. Pescovitz has served as president of the Society for Pediatric Research, the nation s largest pediatric research organization, president of the Lawson Wilkins (North American) Pediatric Endocrine Society, chair of the March of Dimes Grants Review Committee, and as a member of the boards of the Hormone Foundation, the National Association of Children s Hospitals and Related Institutions (NACHRI) and the Children s Miracle Network Hospitals. In 2010, she served as chair of the United Way of Washtenaw County s annual fundraising campaign. She is currently on the boards of the Association of Academic Health Centers (AAHC), Ann Arbor Spark and Life Technologies. Prior to taking the U-M post, Dr. Pescovitz had an extensive career serving as executive associate dean for Research Affairs at Indiana University School of Medicine, president and CEO of Riley Hospital for Children in Indianapolis and interim vice president for Research Administration at Indiana University. Dr. Pescovitz received her medical degree from the Northwestern University Feinberg School of Medicine. She was married to the late Dr. Mark Pescovitz, an organ transplant surgeon and former vice-chair for research in the Department of Surgery at Indiana University School of Medicine. They have three children. WITT / KIEFFER 1

16 Michael M.E. Johns, M.D. Interim Executive Vice President for Medical Affairs and Chief Executive Officer, UMHS (as of June 2, 2014) Former Executive Vice President for Health Affairs Dr. Johns served as Emory University s fifth chancellor from 2007 to 2012 and led the Robert W. Woodruff Health Sciences Center from 1996 to During his tenure as executive vice president for health affairs, Dr. Johns led a comprehensive strategy that positioned the Woodruff Health Sciences Center as one of the nation's preeminent academic health centers in education, research, and patient care. Each of the health professions schools recruited and retained world-class faculty and introduced significant innovations in their curricula. The research enterprise was reshaped to become more collaborative and interdisciplinary, with funding support for the center's biomedical and behavioral research more than doubling over 10 years to $331 million in Emory's extensive clinical enterprise was consolidated into Emory Healthcare and strategically realigned for success within the current and foreseeable demographic and market environment. Dr. Johns also led the most extensive facilities improvement plan in the Woodruff Health Sciences Center's history. Highlights include a new biomedical research building, a new nursing school building, a new vaccine center building, a new cancer institute building, and the complete reconfiguration and rebuilding of Emory's midtown Crawford Long Hospital (now Emory University Hospital Midtown) campus. These and many other physical, organizational, administrative, and policy innovations helped put the Woodruff health Sciences Center on a trajectory toward preeminence in each of its mission areas. In addition, Dr. Johns co-chaired Emory's University-wide Strategic Planning Committee, an 18 month process that set the strategic direction of the University for the next decade or more. From 1990 to 1996, Dr. Johns was Dean of the Johns Hopkins School of Medicine and Vice President of the Medical Faculty at Johns Hopkins University. Under his leadership, the medical school moved into first place among all medical schools in sponsored research, completely revamped its curriculum to meet the challenges of a new era in health care, and developed a technology transfer program considered a model of its kind. As head of the physician practice plan, he led the physicians at The Johns Hopkins Hospital, consistently ranked number one in the nation by U.S. News & World Report. He also expanded the School of Medicine's endowment and developed new and innovative relationships with the East Baltimore neighborhood in which the campus is located. In addition to leading complex administrative and academic organizations to new levels of excellence and service, Dr. Johns is widely renowned as a catalyst of new thinking in many areas of health policy and health professions education. He has been a significant contributor to many of the leading organizations and policy groups in health care, including the Institute of Medicine (IOM), the Association of American Medical Colleges (AAMC), the Commonwealth Fund Task Force on Academic Health Centers, the Association of Academic Health Centers, and many others. He frequently lectures and publishes, and works with state and federal policy makers, on WITT / KIEFFER 2

17 topics ranging from the future of health professions education to national health system reform. Dr. Johns was elected to the IOM in 1993 and has served on many committees and as Vice Chair of the Council of the IOM. He is a Fellow of the American Association for the Advancement of Science, chairman of the AAMC's Council of Teaching Hospitals and chairman of the AAMC's Board of Advisors of the Institute for the Improvement of Medical Education. He is a past member of the Governing Board of the National Research Council, the National Governing Board of the Clinical Center of the National Institutes of Health (NIH), and the Council of the National Center for Research Resources, NIH. He has served as member of the Board of Directors and as president of the American Board of Otolaryngology, as chair of the Association of Academic Health Centers, and as Chair of the Council of Deans of the AAMC. He served as editor of the Archives of Otolaryngology from , and serves on the editorial board of the Journal of the American Medical Association. Dr. Johns also serves on a variety of private-sector and philanthropic boards, including Johnson & Johnson, the Genuine Parts Company, and the Georgia Cancer Coalition. He is a past member of the Board of Blue Cross and Blue Shield of Maryland, Williams and Wilkins Company, I- Trax, Inc., and the Georgia Tech Research Center Inc. He was co-chair of the Task Force on Biotechnology Development of the Atlanta Metropolitan Chamber of Commerce. He was recently appointed by the U.S. Secretary of Defense as a member of the Uniformed Services University of the Health Sciences (USU) Board of Regents. Dr. Johns received his bachelor's degree and continued with graduate studies in biology at Wayne State University in his hometown of Detroit. In 1969 he graduated with distinction from the University of Michigan Medical School. He remained at Michigan for his internship and residency. He joined the Medical Corps of the U.S. Army and was assistant chief of the Otolaryngology Service at Walter Reed Army Medical Center from 1975 to In 1977, he joined the Department of Otolaryngology and Maxillofacial Surgery at the University of Virginia Medical Center where he rose from Assistant Professor to the rank of Professor. In 1984, Dr. Johns was recruited to Johns Hopkins as professor and chair of Otolaryngology-Head and Neck Surgery, a department he built into one of the country's largest and most prestigious. As Associate Dean for Clinical Practice he reorganized the faculty practice plan and planned and developed the Johns Hopkins Outpatient Center. As a cancer surgeon of head and neck tumors he was internationally recognized for his work and his studies of treatment outcomes. Dr. Johns and his wife Trina were married in They have two children, Christina (born 1969) and Michael (born 1970), both physicians. WITT / KIEFFER 3

18 Douglas L. Strong, M.B.A. Chief Executive Officer University of Michigan Hospitals and Health Centers Douglas L. Strong has been Chief Executive Officer of the University of Michigan Hospitals and Health Centers since August 2006, following an interim role since October Strong joined the University of Michigan Health System in 1998 as Associate Vice President for Health System Finance and Strategy. In 2002 he was also named Interim Chief Financial Officer and assumed the post permanently in Strong came to the University of Michigan from the University of Chicago where he served as Chief Financial Officer and Associate Dean of the Pritzker School of Medicine and the Biological Sciences Division. Previously, he was Associate Dean for Administration and Finance at the School of Medicine of the State University of New York at Stony Brook and Associate Dean of Planning and Operations at the Saint Louis University School of Medicine. He also held several positions at the University of Pennsylvania School of Medicine. Strong is active in state and national healthcare associations. He has been on the Michigan Health & Hospital Association Board of Trustees and Executive Committee since 2006 and served as Chairman of the Board beginning from June 2011 to June 2012 and is now immediate past chair, an officer position. He is also on the University Health System Consortium Board of Directors, Chair of the Governing Board, and serves as the Executive Compensation Committee Chair. Strong holds a Master of Business Administration degree in Health Care Administration from the Wharton School of the University of Pennsylvania as well as a Master of Arts degree from the University of Pennsylvania's School of Arts and Sciences. WITT / KIEFFER 1

19 James O. Woolliscroft, M.D. Dean Lyle C. Roll Professor of Medicine Professor of Internal Medicine and Medical Education University of Michigan Medical School Dr. Woolliscroft received his B.S. summa cum laude in 1972 and his M.D. in 1976 from the University of Minnesota. He completed his Internal Medicine residency at the University of Michigan in In 1980, he joined the faculty of the Department of Internal Medicine and rose through the academic ranks being promoted to Professor of Internal Medicine in He has a joint appointment as Professor in the Department of Medical Education. Dr. Woolliscroft is an internationally recognized medical educator. He has played major roles in medical student, resident, and fellow education at the University of Michigan and at a national level for medical schools and graduate medical education. Dr. Woolliscroft has served as chair of the Association of American Medical Colleges (AAMC) Group on Educational Affairs, the AAMC Research in Medical Education Committee, and as a founding member and President of the Clerkship Directors of Internal Medicine. He has also served on several National Board of Medical Examiners committees and the Liaison Committee for Medical Education (LCME) Board. His research interests in medical education have resulted in numerous publications. They have also invited presentations and visits from professorships across the U.S. and internationally. Dr. Woolliscroft was selected as the first Josiah Macy, Jr. Professor of Medical Education, an endowed professorship awarded through a national competition in In January 2001, he received a second endowed professorship, the Lyle C. Roll Professor of Medicine recognizing his work in enhancing the practice of medicine through education. In 2004, he received the SGIM Career Achievement in Medical Education Award. In 2008, he received the AAMC s Group on Educational Affairs Merrel Flair Award. At the University of Michigan, he has served in several administrative capacities including Associate Chair in the Department of Internal Medicine, Chief of Staff of the University of Michigan Hospitals, Associate Dean and Director of Graduate Medical Education, and the Executive Associate Dean of the University of Michigan Medical School. He currently serves as Dean of the University of Michigan Medical School. WITT / KIEFFER 2

20 Jerry A. May Vice President for Development Jerry May is the vice president for development at the University of Michigan, where he has responsibility for all fund-raising activities. He has held that position since February 1, He was responsible for planning and implementing the Michigan Difference campaign which exceeded its $2.5 billion goal by raising a record-setting $3.2 billion when it concluded in December Before becoming vice president at Michigan, Jerry was the vice president for development at the Ohio State University and president of the Ohio State University Foundation. At Ohio State, he planned and implemented the most successful campaign in the school s history, raising $1.23 billion. Prior to OSU, Jerry had held senior fundraising positions for 13 years at Michigan. He helped plan the campaign and lead the nucleus fund for Michigan s campaign that raised $1.4 billion, the first public university to set a billion dollar campaign goal. Jerry led the universitywide planning for the Victors for Michigan campaign and the fundraising for the nucleus fund. The $4 billion goal is the largest set by a public university. The campaign kicked off on November 8, 2013 with $1.7 billion in its nucleus fund. The campaign is scheduled to run through WITT / KIEFFER 3

21 Kathleen Potempa, PhD, RN, FAAN Dean and Professor University of Michigan School of Nursing Dr. Kathleen Potempa is a nationally recognized contributor to nursing education and has 32 years of experience as a scientist, educator, and administrator. She is currently Dean and Professor at the University of Michigan School of Nursing and has held this position since As a nursing leader, she has served on numerous local, regional and national organizational committees, advisory councils, and boards. In 2008, she was elected as the president-elect for the American Association of Colleges of Nursing (AACN) and assumed the presidency in March 2010 for a 2-year term. Dr. Potempa has also served on local and national expert panels and committees on research, including NIH review panels and is currently a member of the National Advisory Council for Nursing Research at the NIH, an appointment made by the US Secretary of Health and Human Services. Her research program has focused on fatigue, exercise, and cardiovascular fitness in physically impaired populations. One of her most notable areas of work was defining the exercise capacity of post stroke hemiplegic patients and demonstrating that aerobic exercise can be sustained at a level sufficient to significantly improve fitness, blood pressure control, and other health parameters. She has had continuously funded research since Recently, her work has focused on community based approaches to improving health behavior. She has had projects in Thailand since 1998 which focus on systems for deploying public health and developing nursing services for people with infectious diseases as well as the emerging chronic illnesses such as cardiovascular disease. This work is in close collaboration with the Ministry of Public Health in Thailand. WITT / KIEFFER 4

22 APPENDIX II WITT / KIEFFER 1

23 APPENDIX III WITT / KIEFFER 1

24 APPENDIX IV WITT / KIEFFER 2

25 Witt/Kieffer is the nation s leading executive search firm dedicated to serving education, health care, and not-for-profit communities nationwide. Our mission is to identify outstanding leadership solutions for organizations committed to improving the quality of life. Witt/Kieffer has served more than 800 colleges and universities, as well as community, cultural, and service organizations. We focus on searches for presidents/chancellors; provosts; Associate Vice Presidents for advancement, finance, student affairs, enrollment management, and technology; deans; and directors of major service/academic units. Emeryville, California * Irvine, California * Denver, Colorado * Atlanta, Georgia * Oak Brook, Illinois * Bethesda, Maryland Burlington, Massachusetts * Nantucket, Massachusetts * Minneapolis, Minnesota * St. Louis, Missouri * New York, New York * Toledo, Ohio Philadelphia, Pennsylvania * Pittsburgh, Pennsylvania * Dallas, Texas * Houston, Texas * Seattle, Washington