SUE LEHRMAN EDUCATION

Transcription

1 SUE LEHRMAN EDUCATION PhD, University of California at Berkeley, 1993 Major: Health Services Research and Policy Analysis Dissertation Title: Hospitals' Vertical Integration into Skilled Nursing: A Rational Approach to Controlling Transaction Costs MPH, University of California at Berkeley Major: Public Health Nutrition BS, Oregon State University Major: Education INTRODUCTION AND OVERVIEW I currently serve as the Academic Dean of the business school at Philadelphia University. With dips in the traditional college-age demographic, competition for students and faculty, and ongoing economic uncertainty, colleges and universities are facing significant pressure. To weather these challenges and to thrive in the years ahead, Philadelphia University has adopted a market-driven growth strategy, with an unwavering focus on innovation and trans-disciplinary learning. Nowhere is this more keenly apparent than in the business school where, since my arrival in 2011, we ve revised our undergraduate curricula to be exceptionally customizable and versatile, and launched four dynamic and unique graduate programs. Significant increases in BS Business and graduate enrollments have resulted. My experience at Philadelphia University is just the most recent chapter in a career focused on organizational innovation and renewal. As Founding President of Union Graduate College (an independent spin-off of Union College in Schenectady, NY) and Founding Dean of the Providence College School of Business, I ve had unique opportunities to catalyze and implement strategic visions and plans that ignite organizational passion and drive transformative change. 1

2 Earlier in my career I spent ten years with a large healthcare system, acting essentially as an, innovator/problem solver without portfolio, being repositioned every twelve to eighteen months to tackle a new set of problems or capitalize on new opportunities. With 20 years in academia, including 15 years in leadership positions, as well as extensive industry experience, I bring the following expertise and attributes to my institutions and communities: Unique executive leadership experience gained through the launch a new higher education institution Proven ability to lead faculty through challenging situations to forge highly effective, goal-oriented teams that embrace curriculum renewal and other major change initiatives Demonstrable results in growing programs and enrollment at both the undergraduate and graduate levels An intense student-centric focus and track record of actively engaging students in and out of the classroom Extensive experience with institutional and specialty accreditation, including challenging accreditation scenarios; currently serve on the AACSB board Experience partnering with a wide range of external stakeholders to develop joint programs, acquire corporate and grant funding, and launch industry-sponsored projects Recognition as a leader in the communities I have served A strong and proven history of relationship building and successful solicitation of major donors FULL-TIME WORK EXPERIENCE Academic Dean, Philadelphia University School of Business Administration (SBA), Philadelphia, PA (May 2011-present). Context: The business school includes 700 undergraduate and 300 graduate students; five undergraduate and five graduate programs; and 35 faculty FTEs. Philadelphia University has a strong entrepreneurial bent and an unwavering curricular focus on innovation and trans-disciplinary learning. As dean, my overarching goal has been to quickly and significantly reinvigorate the business faculty and programs, which were languishing following years of inconsistent leadership. Accomplishments include: 2

3 Leadership: ü Catalyzed and implemented a vision and strategic plan aligned with Philadelphia University s focus on growth and innovation. ü Despite deep division when I arrived, 100% of the faculty endorsed the vision and plan and have consistently supported its implementation. Faculty: ü Implemented an aggressive plan to reshape the faculty through creative retirement planning; funding of faculty to complete PhD and bridge programs; advocating for new tenure-track positions; and hiring uniquely qualified, world-class practitioners. ü Increased faculty research output by 50% between 2010/11 and 2013/14. ü Brought the percentage of academically qualified full-time faculty (an AACSB term) from 45% to 70% over this same period. Students and learning: ü Launched interactive recruitment initiatives that mirror the unique, innovation-focused offerings of Philadelphia University and the SBA. ü Trimmed course sections by nearly 20% through better planning and scheduling, while increasing student satisfaction with course availability. ü Introduced initiatives to improve instructional quality, in keeping with the University s Nexus Learning pedagogy (learning that is active, collaborative, and connected to the real world). Examples include: Implemented a required freshman learning experience in which students form companies and see a product from conception to consumer. Introduced a 6-credit hour New York City Immersion experience where students work with name fashion designers to take new product concepts through each step of the value chain. Played a key role in the creation of an award winning, 12-credit hour undergraduate core curriculum in which business students collaborate with design and engineering students, and with high profile industry sponsors, to gain design-thinking, systems-thinking and business analyticthinking skills. ( ü Increased undergraduate first to second year business student retention rate from 56% for the class entering in 2009 to 77% for the class entering in Curriculum and enrollment: ü Launched four dynamic new/significantly revised innovation-focused graduate programs, including a flagship executive-style Strategic Design MBA, 3

4 both on-ground and online versions of an Innovation MBA aimed at younger students, and a Global Fashion Enterprise MS. Added a Chartered Financial Analyst I preparation option to the MBA program; in the process of adding a Certified Financial Planner option. Increased graduate enrollments by 53% since 2010/11. ü Revised the BS business program to be exceptionally customizable and versatile, with undergraduate students selecting three, three-course career clusters during their last two years. Increased BS Business enrollments by 38% in response to this change. ü Currently working on the rollout of a BS business degree and Innovation MBA with a partner institution in Singapore. Fund raising and community involvement: ü Launched a 20-person (and growing) advancement council, with each member making a significant financial commitment to the school. ü Solicited the funds to create two faculty term chairs, with at least two more expected shortly. ü Financed and launched a student managed investment fund. Founding Dean, Providence College School of Business, Providence, Rhode Island (January April 2011). Context: The business school included 900 undergraduates and 100 MBA students; four undergraduate programs and an MBA program; and approximately 50 faculty FTEs, including 45 full-time faculty members. Providence College is a Catholic/Dominican institution and is consistently ranked #2 among Northeast regional universities by U.S. News and World Report. As founding dean, my job was to unify four disparate departments, take them through initial AACSB accreditation, and improve program quality and reputation. Leadership: ü Successfully overcame intra- and inter-departmental turmoil and gridlock to develop and implement a dynamic and transformative vision and plan for the school. ü Despite many initial obstacles, brought programs up to AACSB standards and queued up the school for a highly successful initial AACSB accreditation review. Faculty: ü Launched an Innovation Incubator to explore disruptive change strategies for the business curriculum of the future. 4

5 ü Restructured the business school s internal tenure and promotion processes; doubled faculty research output; greatly increased promotion success rates. Students and learning: ü Actively involved in the development of 30+ business-specific study and internship abroad programs. ü Fielded the 5 th place student team at the national PricewaterhouseCoopers xact competition (took 1 st place shortly after I left Providence College). ü Helped launch an Executive Mentor Program aimed at developing strong connections between Providence College students and successful business and community leaders. Curriculum and enrollments: ü Strengthened the accountancy faculty and program through a focus on accounting ethics and behavioral accounting; hired five high-caliber PhD accounting faculty members; increased accounting undergraduate enrollments by 30%. ü Overhauled the finance program, including faculty realignment, introduction of an undergraduate level Chartered Financial Analyst I track (now formally recognized by the CFA Institute), hiring of two PhD charter holders, and the launch of a student managed investment fund. Fund raising and community involvement: ü Worked with the advancement function to develop a compelling case for support for the business school, including plans for a new building and other strategically linked initiatives. ü Launched an advancement council with close to 50 highly regarded alumni and business community members, increasing annual giving five-fold over prior giving levels. ü Closed the deal on a $2,000,000 endowed chair to support the school s mission. ü Solicited a major gift to launch a student managed investment fund (now standing at $300,000 and growing rapidly). Founding President, Union Graduate College (UGC), Schenectady, New York (January, 2003 December, 2007). Context: Union Graduate College is a fully independent spin-off from Union College with it s own charter, board, and institutional accreditation, consisting of the Schools of Business, Engineering, and Education, and the Center for Bioethics and Leadership in Medicine. Legal separation and incorporation procedures were initiated in 2002; the school was chartered by the state of New York and received 5

6 initial Middle States accreditation in Union Graduate College was spun-off with less than $500,000 in endowment funds; no leadership team (other than myself); no policies, procedures, IT system or other infrastructure; no institutional accreditation; a small group of willing but unseasoned board members; and a mandate to move off the Union College campus as soon as possible. My task was to launch the new institution, overcome these challenges, and establish a vision and strategic plan that would successfully propel the institution forward. As founding president I oversaw all aspects of the spin-off, organizational ramp-up, and ongoing operations, including: Working with a range of internal and external stakeholders, developed and implemented a bold and comprehensive strategic plan, including strategies and tactics related to enrollment management, student learning, enhancement of academic quality, and student and faculty success. Empaneled a fully functioning and supportive board, with significant giving capacity. Responsible for ongoing board relationships and development. Hired a leadership team. With few resources, used creative approaches to engage high caliber individuals, most initially unfamiliar with higher education. Built a dynamic and committed team that is still largely in place today. Oversaw the procedures required for establishment of a new higher education institution, including meeting major legal requirements and fulfilling numerous federal and state mandates. Personally coordinated the initial Middle States institutional accreditation process. Maintained close involvement with and general oversight of the AACSB (business), TEAC (education), and CAHME (health care management) accreditation processes. Built an infrastructure completely independent from Union College, including all institutional policies and procedures (inclusive of new tenure and promotion guidelines and a shared governance structure), student support services (admissions, registrar function, career services, extra- and co-curricular activities), human resources (hiring function, benefits, payroll), operations (facilities development, maintenance, safety and security), compliance, and a budgeting and finance system. Purchased and implemented a student information system. Created a state-of-the-art recruiting function, including acquisition of sophisticated recruiting software and implementation of aggressive marketing and recruiting strategies. Developed (in-house) highly accurate, enrollment modeling software. Increased headcount across all graduate programs by 58% over baseline 1999/00 levels. Developed a facilities master plan that laid the groundwork for subsequent establishment of a UGC campus separate from the Union College campus. 6

7 Increased faculty morale and student satisfaction to above pre-spinoff levels, as measured by external tools, such as the EBI student satisfaction survey. Partnered with regional and national firms such as Bechtel, Benet Laboratories, GE Global Research, and Lockheed Martin-Knolls Atomic Power Laboratory to acquire corporate funding and launch industry-sponsored projects. Responsible for the fiscal management and effective allocation of resources in a financially constrained environment with many competing demands; achieved a positive bottom-line every year after our inaugural year. Secured external resources for the College s operating and capital needs, including the generation of gift and grant income from a variety of sources. Without benefit of a formal development function, personally raised $6,000,000 to commence construction of a flagship building on the new Union Graduate College campus, including a gift naming the presidential wing of the building in my honor. Director, MBA Programs (January, 1999 December, 2002), and Associate Dean, Graduate Studies, Union College, Schenectady, New York (January, 2000 December 2002). Context: As the newly appointed MBA Director I faced two urgent challenges: the MBA program was rapidly losing enrollment and was at risk of failing to achieve initial AACSB accreditation. Shortly after accepting the director position, I was additionally asked to assume the role of Associate Dean, Graduate Studies to address similar problems for all of Union s graduate programs, which included degrees in teaching, engineering, and bioethics, as well as management. In these capacities I: Modernized and mechanized an extremely dated recruiting system. Oversaw the creation of joint recruiting efforts with multiple academic institutions in China and India. Partnered with Mt. Sinai Medical School, Albany College of Medicine, Albany College of Pharmacy, and Albany Law School to launch/grow joint programs, including development of a highly regarded online bioethics MS in conjunction with Mt. Sinai and a joint BS/MBA/MD with Union College and Albany Medical College. Increased enrollments by 28% across all Union College graduate programs. Brought business programs up to AACSB standards and oversaw initial AACSB accreditation. Closely involved with the initial TEAC accreditation and CAHME reaccreditation processes. Co-founded the technology focused U-Start Business Incubator and forged dynamic partnerships between GE Global Research, incubator clients, and engineering and management students and faculty. 7

8 Established a research/consulting center the Center for Organizational Effectiveness to secure grant and contract funding and encourage focused faculty research; personally raised over $2,000,000 in extramural funding. Launched an annual giving campaign for Union s graduate programs, which grew significantly each year between 1999 and Faculty Positions: Assistant Professor of Management, Union College ( ); Associate Professor of Management, Union College ( ); Professor of Management, Union College and Union Graduate College ( ); Professor of Management, Providence College ( ). Pre-Academic Career: Held numerous management roles with Seton Health Systems/Daughters of Charity National Health Care System, San Francisco, California ( ). Acted essentially as an, innovator/problem solver without portfolio, being repositioned every twelve to eighteen months to tackle a new set of problems or capitalize on new opportunities. Worked as a clinical nutritionist, Providence Hospital, Oakland, California ( ). Traveled extensively in Asia, the South Pacific, and Central America before graduate school. RESEARCH Refereed Journal Articles Voss, R., Gardner, R., Baier, R., Butterfield, K., Gravenstein, S., Lehrman, S. E. (2011), The Care and Transitions Intervention: Translating from Efficacy to Effectiveness. Arch Intern Med, 171(14). Gimbel, R., Ziac, V., Tackley, L., Lehrman, S. (2007), A Continuum-based Outcome Approach to Measuring Performance in HIV/AIDS Case Management. AIDS Care, 19(6). Gimbel, R., Strosberg, M., Lehrman, S. (2003), Presumed Consent and Other Predictors of Cadaveric Organ Donation in Europe. Progress in Transplantation, 13. Lehrman, S., Gimbel, R., Freedman, J., Savicki, K., Tackley, L. (2002), Development and Implementation of an HIV/AIDS Case Management Outcomes Assessment Program. AIDS Care, 14(6). Gimbel, R., Lehrman, S., Strosberg, M., Ziac, V., Freedman, J. (2002), Organizational and Environmental Predictors of Job Satisfaction in Community- 8

9 Based HIV/AIDS Services Organizations. Social Work Research, 26(1). Gimbel, R., Strosberg, M., Lehrman, S. (2001), Cultural Analysis of an Organ Procurement Organization. Progress in Transplantation, 11(4). Lehrman, S., Gentry, D., Bonacci, B., Freedman, J. (2001), Outcomes of HIV/AIDS Case Management in New York. AIDS Care, 13(4). Lehrman, S., Gentry, D., Fogarty, T. (1998), Predictors of California Nursing Facilities' Acceptance of Persons with AIDS. Health Services Research, 32(6). Lehrman, S., Shore, K. (1998), Hospitals' Vertical Integration into Skilled Nursing: A Rational Approach to Controlling Transaction Costs. Inquiry, 35(3). Fogarty, T., Gentry, D., Lehrman, S. (1997), Defining the Challenges of Providing Long-Term Care: The Case of the Nursing Home Industry's Response to the AIDS Epidemic. Journal of Aging and Social Policy, 9(1). Other Scholarly and Professional Publications, Proceedings and Presentations Kwakwa, H., Gaye, O., Lehrman, S.E. et al. (upcoming November, 2014), Introducing HIV Health System Navigators: Lessons Learned from an Urban Public Health Care System. American Public Health Association Annual Meeting. Kwakwa, H., Gaye, O., Lehrman, S.E. et al. (upcoming October, 2014), Implementing Health System Navigation Services in Philadelphia Challenges and Best Practices. United States Conference on AIDS. Malhotra, D.K., Malhotra, R., Lehrman, S.E. (2013), Benchmarking Managed Health Care Organizations Using Data Enveloped Analysis. Northeast Decision Sciences Institute Annual Meeting. Received Robert Pearson Memorial Award for the Best Application of Theory. Eriksen, M., King, T. R., Lehrman, S. E., Harris, D. (2011). The Possibilities of Academic Entrepreneurship. Organizational Behavior Teaching Conference (OBTC). Eriksen, M., King, T. R., Lehrman, S. E., Harris, D. (2011). The Potentiality of Educational Entrepreneurship in Higher Education. sc'moi Standing Conference for Management and Organization Inquiry. McClain, M., Lehrman, S. E., Houston, S. (2008). Central Harlem HIV Care Network Service Delivery Plan Harlem Director's Group. McClain, M., Lehrman, S. E., Houston. S. (2005). HIV Health and Human Services Planning Council of New York Strategic Plan for HIV/AIDS Services, New York City Planning Council. Lehrman, S. E. (2003). Assessing and Managing Organizational Outcomes. New York City: Cicatelli Associates Inc. and the New York Community Trust. 9

10 McClain, M., Lehrman, S. E., Houston. S. (2002). HIV Health and Human Services Planning Council of New York Strategic Plan for HIV/AIDS Services, New York City Planning Council. Lehrman, S. E. (2000). An Evaluation of AIDS Institute HIV Case Management Services in Upstate New York and on Long Island. New York State Department of Health AIDS Institute. Lehrman, S. E. (1998). An Evaluation of AIDS Institute HIV Case Management Services in New York City. New York State Department of Health AIDS Institute. Lehrman, S., Gentry, D., Walz, E. (1998). Evaluating the Impact of HIV case management: Research Issues and Limitations. Monograph, HRSA. Lehrman, S. E., Gentry, D., Gantz McKay, E. (1996). Case Management Guidelines Report. New York City HIV Health and Human Services Planning Council. CONSULTING AND GRANT WORK External Evaluator: Merck Grant, in conjunction with the Philadelphia Health Department (funded for ) External Evaluator: Behavioral Health Consultants Grant, in conjunction with the Philadelphia Health Department (funded for ) Case Management Unit of the New York State Department of Health AIDS Institute ( ). New York City Office of the Mayor/AIDS Planning ( , , ). Cicatelli and Associates (2003). Office of the Medical Director of the New York State Department of Health AIDS Institute ( ). John Snow, Inc. ( ). HRSA and the Agency for U.S. Health Care Policy. (1995). EXTERNAL SERVICE Member of the Abington Hospital Quality Improvement Committee (2013- present) Board Member, AACSB-International, Tampa, FL (2012-present) WAME Affinity Group Chair, AACSB-International, Tampa, FL ( ). 10

11 Board Member, Quality Partners of Rhode Island Board of Trustees (now Healthcentric Advisors), Providence, RI ( ). This organization is the official Centers for Medicare and Medicaid Services (C.M.S.) Medicare Quality Improvement Organization for Rhode Island. Creative Economy Initiative Committee Chair, Providence Chamber ( ). Member, Albany-Colonie Chamber Board of Directors ( ). Member, Brown School Board of Trustees ( ). Member, Tech Valley High Business Advisory Council. ( ). Member, New York State Industries for the Disabled Board of Directors ( ). Member, Ellis Hospital Board of Trustees ( ), Vice Chair ( ). Also chaired the Strategic Planning and Executive Compensation Committees and Co-chaired the Ellis Hospital/St. Clare s Hospital Merger Committee. Founding Member, U-Start Business Incubator Board of Trustees ( ). SELECTED AWARDS AND HONORS Philadelphia Forum for Executive Women (FEW) (2013 present) Albany Capital District Forum for Executive Women (FEW) ( ). Schenectady County YWCA Woman of Achievement (2006). Albany-Colonie Chamber of Commerce Woman of Excellence (2004). AHCPR Doctoral Fellowship Recipient (1993). 11