Position Specification

Group Director of Neuroscience Service Line Mountains and North Denver Operating Group

CONFIDENTIAL

Prepared by

David Boggs April Allen January 2013

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The Organization Centura Health Mountains and North Denver Operating Group (MNDOG)

Centura Health is an integrated statewide network that includes 13 hospitals (with one currently being constructed and soon to be 14), seven senior living communities, medical clinics, affiliated partner hospitals, Flight For Life® Colorado, and home care and hospice services. Approximately 14,500 of the best hearts and minds in medicine, along with 6,000 physician partners, have access to the most technologically advanced tools available. Centura is organized in several operating divisions organized to best

service the communities in which they are most closely located. The Mountains and North Denver Operating Group consists of four hospitals, a joint venture orthopedic center, and several ambulatory care facilities in the north and west side of the Denver Metro area and Frisco, Colorado. St. Anthony’s Hospital in Lakewood opened its new environmentally friendly, state-of-art medical center in June of 2011. Located in southwest Denver, St. Anthony Hospital is a 222 bed, Level I Trauma Center providing a full range of medical specialties and health care services to the Denver and surrounding metro area. For more than 100 years the organization has positively impacted the landscape of healthcare across Colorado. With its team of highly dedicated physicians and employees, St. Anthony Hospital has always had a reputation as an innovator. Hallmarks of excellence include neurosciences, cardiology, stroke, breast, imaging, cancer and oncology. Plus, the hospital is home to the OrthoColorado Hospital, St. Anthony Breast Center, Diagnostic Imaging Center, Cancer Center, Senior Health Center and more. As an organization that has received several national awards and recognitions, St. Anthony Hospital continues to strive in the following areas:

Cardiology - St. Anthony treats heart attacks 38 minutes faster than the national average.

Primary Stroke Center - Gold Seal of Approval from the Joint Commission for the Accreditation of Healthcare Organizations.

Da Vinci Minimally Invasive Surgery Cancer and Oncology - only combined Novalis Tx™ and RapidArc™ radiotherapy

technology in Denver or the Rocky Mountain region.

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OrthoColorado Hospital is a joint venture between Panorama Orthopedics & Spine Center and St. Anthony Hospital. The 48 bed, 88,000 square foot facility opened in June 2010 at the new St. Anthony Medical Campus in Lakewood and has a full complement of orthopedic and spine services.

Avista Adventist Hospital, Louisville is located on a hill with magnificent views of the Rocky Mountains. It consistently ranks among the nation's top hospitals for physician and employee satisfaction and is well-known for its outstanding patient care and above-the-call-of-duty service. With over 500 physicians, this 114-bed full service hospital not only provides first-rate critical

care services, such as emergency, trauma and intensive care, but it is also home to the New Life Center, the area's largest and most innovative birthing center. Avista Adventist Hospital’s operating suites feature 32,000 square feet of advanced technology and are used for all types of surgery, including neuro and orthopedic surgery, such as total joint replacement. Avista has been recognized for the following services:

Leading provider of maternity services, including the largest Neonatal Intensive Care Unit in the area

Award-winning Total Joint and Spine Care Center Emergency Department features private rooms, a special area for children, and

dedicated diagnostic equipment for fast test results

St. Anthony North Hospital, Westminster has grown considerably in the past 30-years of serving the community. St. Anthony North is a modern community resource and offers a wide variety of services including emergency services, OB/GYN, women's health, heart care, orthopedics and spine, family medicine, trauma services, and sleep studies. With the St. Anthony North Family Medicine Residency Program dating back to the early 1970’s, the organization has a long standing tradition of training bright and compassionate family physicians. With 196 licensed beds St. Anthony North has one of the busiest emergency rooms in the state, seeing more than 42,000 emergency patients each year. The hospital is strategically positioned in the rapidly expanding North Denver market. The following are recent examples of the St. Anthony North’s continued growth and strategic growth:

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2006: A $7 million expansion and renovation of the Emergency Department was completed which added 12,000 square feet to the hospital and increased the number of patient treatment rooms from 20 to 32.

2008: The grand opening of the new St. Anthony North Medical Office Building, located directly behind the hospital. The state-of-the-art 65,000 square foot, three story building is home to Panorama Orthopedics & Spine Center, Rocky Mountain Cardiovascular Associates,

St. Anthony North Family Medicine Residency, St. Anthony Senior Health Centers and Women’s Health Specialists.

St. Anthony Summit Medical Center, Frisco has provided healthcare services to the Summit County residents since 1972. Located in Frisco, Colorado in the mountains, this new state-of-the-art hospital opened in 2005 and has the following:

35 inpatient beds with medical, surgical, pediatric, maternity and special care (ICU) beds;

Level III trauma center, 16-bed ER with Flight For Life services;

Two state-of-the-art operating suites for inpatient surgical services.

Located adjacent to the hospital is Peak One Surgery Center, a 10,000 square foot facility that allows patients easy accessibility to same day surgery procedures. This facility provides surgical services currently available to Summit County residents at the medical center with a separate entrance and waiting area. Peak One Surgery Center is a joint venture between the hospital and local physicians. For an overview of MNDOG key operating statistics please see Appendix I Centura Health While Centura Health itself was formed in 1996, the tradition of care spans more than 100 years through the work of two sponsors, Adventist Health System and Catholic Health Initiatives. With a shared mission of extending the healing ministry of Christ, these two sponsors have brought together their unique traditions and forged an organization unlike any other. Centura Health is a not-for-profit, faith-based, healthcare organization, providing care and comfort to more than 500,000 individuals each year. As the largest healthcare

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system in the state, Centura Health plays a vital role in the lives of Coloradans and the state's economy. Centura Health records approximately $2 billion in annual revenues and as Colorado’s fourth largest private employer, provides jobs to more than 15,800 associates. There are currently 13 hospitals with one under construction (soon to be 14), six urgent care centers, seven senior living facilities and 14 ambulatory surgery centers. More than 6,000 physicians actively admit patients to Centura Health hospitals. For additional information on Centura Health and its sponsors please see Appendix II. Below are some recent awards and recognition for Centura Health and some of the facilities in the Mountains and North Operating Group:

Denver Business Journal 2010 Best Places to Work Finalist (Centura Health)

2011 American Heart Association/American Stroke Association "Get With the Guidelines - Stroke Gold Plus Performance Achievement Award." (St. Anthony’s)

Target Stroke Honor Roll –Target: Stroke is a national quality improvement campaign created by the American Heart Association/American Stroke Association to improve outcomes for ischemic stroke patients. (St. Anthony’s)

The Joint Commission accreditation for Heart Attack and Heart Failure American Heart Association's Sustained Achievement Award for "Get With the Guidelines" Coronary Artery Disease program (St. Anthony’s North)

American College of Cardiology ranked St. Anthony North in the 82nd percentile for quality care in cardiac patients (St. Anthony’s North)

2010 Foothills Award from Colorado Performance Excellence (CPEx) - CPEx is a

statewide program dedicated to enabling Colorado organizations to evolve and

succeed through the effective application of the principles and practices

embodied in the National Baldrige Criteria for Performance Excellence. The CPEx

Award recognizes organizations for their achievements in performance

excellence. (Avista Adventist)

2010 NextGen Large Practice Award - a national award recognizing their effective

use of the electronic medical record to improve the quality of the care for their

patients awarded to The Integrated Physician Network (iPN). (Avista Adventist)

Below are the Mission, Vision and Values for Centura Health. These powerful core statements communicate the system’s purpose and express the heart and soul of all

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they do, and why they do it. At Centura Health, healthcare is more than a business; it’s a calling.

Mission: To extend the healing ministry of Christ by caring for those who are ill and by nurturing the health of the people in our communities.

Vision: Centura Health will fulfill a covenant of caring for our communities with excellence and integrity to become their partner for life.

Values: Compassion - In serving our customers, their families and each other, we will: Honor the individuality of each person; Treat each person with dignity, taking the time to be present, to listen, to

explain and to understand; Create a caring environment that exudes humanity, humility, grace and

love.

Respect - In working with each other, we will: Encourage and value the contributions of each person, and make each

feel supported, reassured and empowered; Listen well, communicate openly and honestly, and encourage others to

do the same; Treat others as we would like to be treated ourselves, relating so well with

them that they actively seek to associate with us.

Integrity - In all of our interactions, we will: Foster trust by being truthful, empathetic and consistent; Be authentic and courageous, aligning what we are thinking, saying,

feeling, and doing; Be responsible for and follow through on the commitments we make.

Spirituality - In honoring the missions, ministries, and heritages of our Catholic and our Adventist sponsors, we will: Add meaning and purpose to the lives of our associates, physicians, and

partners; Celebrate the role of spirituality in healing for each individual; Serve each other and our communities in harmony with the inclusiveness,

wholeness and touch that characterized Christ’s healing ministry.

Stewardship - In managing the natural, human, and financial resources to which we have been entrusted, we will:

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Seek ways to appropriately utilize resources, allowing us to become more effective and productive;

Act responsibly, taking only those actions that align with our mission; Be accountable to the organization and to each other for our actions and

the outcomes they produce.

Imagination - In seeking to grow our ministry, we will: Look beyond the challenges of the present and envision what is possible; Cultivate and reward innovation and risk taking; Embrace continuous learning and positive technological advancement.

Excellence - In all we do, we will: Put forth our personal and professional best, providing the highest quality

of care of which we are capable; Commit ourselves to continuous improvement, seeking to set the

recognized performance standards within our industry; Deliver a superior experience for all of our customers, sensing their needs

and exceeding their expectations. Centura Health 2020 Centura Health 2020 (CH2020) charts the course for the future of healthcare in Colorado. Aimed at creating a more consumer-centric environment for healthcare, CH2020 raises the bar for delivering extraordinary care in Colorado. There are three main components to the CH2020 Plan: create systems of care, move upstream to manage health, and strengthen Centura Health’s foundation.

For more information access their website: www.centura.org.

Appendix I: MNDOG Key Operating Statistics

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MNDOG Financial Performance, In thousands

Actual FY Ending

Actual FY Ending

Budget FY Ending

2010 2011 2012

Financial Data (in Thousands)

Net Patient Revenues 570,728 589,007 656,767

Non-Patient Revenues 12,853 13,742 11,806

Total Revenues 583,581 602,749 668,573

Total Operating Expense 516,341 534,120 570,109

EBIDTA 67,240 68,629 98,464

Depreciation and Amortization 30,100 33,848 37,698

Interest/Other -4,134 480 9,553

Operating Income 41,274 34,301 51,213

Non-Operating Income 327 -8860 311

Net Income on Operations 41,601 25,441 51,524

Operating Data

Admissions 24,614 25,161 26,258

Average Length of Stay 4.45 4.23 4.19

Adjusted Admissions 42,412 43,692 45,558

Average Daily Census 300 291 300

Patient Days 109,570 106,386 109,919

Total Surgeries 23,431 23,907 26,334

Occupancy 53% 46% 56%

Outpatient Visits 133,529 87,568 100,780

ER Visits 123,284 118,618 118,451

Deliveries 4,249 3,734 3,342

Total Paid FTEs 2,648 2,718 2,805

Utilization

Medicare Case Mix 1.8354 1.7936 1.7655

Medicaid Case Mix N/A N/A N/A

Total Case Mix 1.6 1.6313 1.6117

Medicare Utilization (Patient Days) 25% 27% 27%

Medicaid Utilization % 14% 13% 14%

Contract Utilization 45% 46% 46%

Commercial Utilization 3% 2% 2%

Other Utilization 12% 12% 11%

Medicare Avg. LOS 4.99 4.54 4.53

Medicaid Avg. LOS 4.25 3.87 4.11

Contract Avg. LOS 4.1 4.02 3.92

Commercial Avg. LOS 5.5 5.33 5.24

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Appendix II: Centura Health

The sponsors of Centura Health provide a unique and significant contribution to the development of culture at Centura Health. Adventist Health System (AHS) is part of a tradition that began in 1866, when the Seventh Day Adventist Church opened its first healthcare center in Battle Creek, Michigan. Around the world, the church operates more than 500 healthcare facilities dedicated to helping people achieve physical, mental and spiritual wholeness. AHS, which was established in 1973, expanded to include the four Adventist hospitals in the Denver area in 2001. AHS currently operates 38 hospitals within nine states, totaling more than 6,000 licensed beds. Similarly, Catholic Health Initiatives (CHI) was formed to advance and strengthen the Catholic health ministry in the 21st century. CHI is a national not-for-profit healthcare organization comprised of over 100 hospitals, long-term care, assisted and independent living and residential facilities. Centura Health is governed by a truly equal religious-lay partnership. Together, these two sponsoring organizations have entered into a Joint Operating Agreement, with Centura Health as the management company to shepherd the growth and development of the partnership organization as a whole. This is the only organization of this type of joint partnership with these sponsors in the nation which makes for an extremely unique experience for patients, families, associates (employees), physicians of faith based care built on a strong mission and core values that are hardwired into the organization. Each day, the Centura Health family embarks on sacred work. Centura Health celebrates the value of each person’s life and considers it a worthy cause to lift the burdens of others by lovingly offering care to people regardless of who they are, what they believe, where they're from or from which faith they derive. Centura Health seeks to combine finely honed medical skills with a compassionate touch to care for the whole person – body, mind and spirit. In this manner, Centura Health strives to live the mission and carry on the healing ministry of Jesus Christ. In addition to the hospitals in the Mountains and North Denver Operating Group, Centura Health includes: South Denver Operating Group

Porter Adventist Hospital in Denver Littleton Adventist Hospital in Littleton Parker Adventist Hospital in Parker

Southern Colorado Operating Group

Penrose Hospital, Penrose Community Hospital and St. Francis Medical Center in Colorado Springs

St. Mary-Corwin Medical Center in Pueblo

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St. Thomas More Hospital in Cañon City

Centura Health also has a robust Health at Home division. Centura Health at Home offers a wide range of home health, hospice and senior living services, including telehealth, palliative care, and senior living communities, Centura Health at Home offers eight residential facilities for older adults and Colorado’s largest home care operation. Centura Health at Home also provides care to the community through pastoral nurse programs, the Centura Health Advisor nurse line, rehabilitation facilities and medical clinics including the mountain and rural communities.

The organizational decisions and policies are guided by Centura Health’s mission. Through a variety of tools, Centura Health works hard to ensure their actions and decisions align with their mission, vision and values. Centura Health’s unique Values Impact Analysis, for example, helps thoroughly assess key business decisions in light of core organizational values. Values Impact Analysis is a dynamic, rigorous process that helps Centura Health make conscientious decisions that are respectful of their stakeholders and in alignment with their values. Currently, Centura Health is governed by an 11-member board. Five board slots are appointed by each sponsor and the Centura CEO is also a member.

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The Role of the Group Director of Neuroscience Service Line Position The Group Director of Neuroscience Service Line serves as a key part of the service line team. This leader will be accountable to develop and achieve the financial, clinical, and quality goals of the Neuroscience and Outpatient Services at St. Anthony Hospital, the tertiary center for Mountains and North Denver Operating Group (MNDOG). In addition, strategic planning, business development, care coordination, standardization for MNDOG community hospitals and their respective markets will be critical aspects of this group role. Activities will include developing and maintaining physician partnerships and engaging clinical caregivers through solicitation of input and plan implementation to provide and improve delivery of patient care, new program development, and value to populations served. This individual will be responsible for planning, developing and implementing strategies and monitoring systems for business development and market share growth, financial and operational improvement and clinical outcomes. In addition, he/she will assure achievement of the Neuroscience program development at multiple hospitals and ambulatory services across the care continuum and in adherence to hospital policies and standards as set forth by accrediting bodies related to Neuroscience and regulatory agencies. The Director will have 5 FTE’s and will report to the Group Vice President of Business Development & Strategy with a matrix to Operational Executive Designee at MNDOG. In addition, the Director will work in a dyad leadership with the service line Medical Director and will have a percentage of responsibilities in the following areas: Growth (Coordinates with local hospital/ambulatory operation leader/s) - 25%

Gain physician support for strategic and financial planning, and clinical program

development in conjunction with dyad Medical Director.

Create and grow the physician and nursing network for referral base.

Collaborates with the Sub-Specialists and Primary Care Physicians on clinical program development and growth in conjunction with dyad Medical Director.

Evaluates and implements new technologies and services that enhance patient care and provide growth opportunity in conjunction with Dyad Medical Director and in collaboration with stakeholders.

Evaluates and develops strategic plans based on population need through engagement with physicians and stakeholders as well successfully implements plans to drive growth and improve value.

Operations (Coordinates with local hospital/ambulatory operation leader/s) - 25%

Promotes continuous performance improvement and clinical decision support systems that are data-driven and evidence-based.

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Serves as liaison between hospital administration, the medical staff, and the department managers in conjunction with dyad medical director.

Attends department, operations, and committee meetings as applicable to MNDOG.

Performs periodic performance evaluations on management personnel having direct reporting relationships.

Collaborates with other clinicians to develop and implement clinical improvements, engaging clinicians in patient safety and performance improvement related to Neuroscience in conjunction with dyad Medical Director.

Ensures that the infrastructure supports accreditation by strategically and clinically with identified certification bodies.

Cost (Coordinates with local hospital/ambulatory leader/s) - 15%

Collaborates with team to design specific key performance indicators and to

achieve financial performance objectives of the service through managing operating and capital budgets, managing patient utilization, and implementing cost management strategies.

Assesses the Neuroscience Dashboard for performance and takes corrective action where required.

Coordinates the development of budgets within the Neuroscience service line based on anticipated volume, acuity and matrix.

Monitors budgetary indicators and recommends budget adjustments as appropriate.

Monitors the net return on individual products within the service line and initiates program changes as appropriate.

Provides input into pricing structures and assists in the development of pricing packages for contracting groups.

Evaluates the cost and value competitiveness and market share of the service line.

People (Coordinate with local hospital/ambulatory leader/s) - 15%

Demonstrates effective inspiration, servant leadership with clinicians, physicians, and peers.

Provide an environment that fosters teamwork, mentoring, coaching and learning as measured by associate engagement.

Leads collaboratively to assure success of the service.

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Establishes service performance goals, allocates resources and evaluates performance.

Community (Coordinate with local hospital/ambulatory leader/s) - 10%

Assists in development of disease management programs that will improve the health of the community.

Develops and monitors Neuroscience services prevention and screening programs for MNDOG.

Participates in local and regional educational programs related to Neurosciences.

Participate and promote community outreach programs, events, education and other ways to ensure that the hospital and ambulatory services stays connected to our community and mission with dyad Medical Director.

Service (Coordinates with local hospital/ambulatory leader/s) - 10%

Maintains compliance with all regulatory agencies and rules of accrediting bodies by monitoring the service and hospitals’ operations and its programs and initiating required changes or improvements.

Engages teams at all Hospital and ambulatory entities to achieve relevant professional standards.

Work with team on increasing patient satisfaction, physician engagement in conjunction with dyad Medical Director.

Qualifications and Personal Qualities The section below outlines the qualifications and selection criteria for the ideal candidate for the Group Director of Neuroscience Service Line position. Education and Experience Bachelor’s degree in marketing or business administration or related field is

required. Master’s degree in business administration or health care administration or related field is strongly preferred.

Candidates should possess at least five or more years of management experience in an acute care hospital, ambulatory center, with experience in physician relations, program development and strategic planning.

Knowledge and experience in service line management and a development for growth. Experience in Neurosciences would be a strong plus.

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Experience in a marketplace that is highly competitive with multiple hospitals and/or ambulatory care facilities would be a plus.

Someone who is well versed in applications such as Microsoft Office, PowerPoint, Excel, Publisher, and related software packages.

Experience with developing collaborative relationships with physicians. Must have a genuine like of physicians and skilled in establishing trusting relationships with them.

Personal Characteristics

Must have experience with and be comfortable with creating and presenting information to hospital executive leadership, medical staff, and various external settings.

Has ability to create and/or maintain positive relationships within other departments in the hospital/health system (such as surgery/imaging/cath labs/nursing units/etc.).

A solid value system and service orientation and willingness to embrace the mission of Centura Health.

Demonstrates the ability and willingness to continually enhance improve and streamline operational processes and procedures.

Sensitivity to the “family-like aspects” of the culture of the organization and a comfort level with integrating these attributes of the culture within the service line.

He/she will be someone who has a high level of ‘personal ownership’ in the future success of the department and hospital in which they belong. He/she should be a strong advocate for the service line and physicians within the service line, striving to exceed the clinical quality, customer service and cost performance expectations.

Has a high energy level with an assertive, straightforward ‘can-do’ style and has a good sense of humor.

Excellent written and verbal communication skills.

A team player that is insightful and reads interpersonal relationships well. Candidate must have excellent team building skills.

The ability to identify issues and problems; can proactively implement strategies and resolutions in a logical and timely manner.

This person must be able to creatively produce well written professional documents for release to various constituents relating to the service line.

He/she will demonstrate utmost integrity and be open, honest, loyal and sincere; this candidate will value relationships and be a committed team member of the system’s leadership team.

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Has a strong customer focus and seeks to provide services that exceed the expectations of customers.

Strong organizational skills and a commitment to accurate and timely data; good follow through and responsiveness.

Opportunities and Expectations for Leadership The following goals and objectives – measures of success, have been identified as areas the Group Director of Neuroscience Service Line will be expected, in their first 12 to 18 months of tenure, to have accomplished:

Earn the trust and establish credibility among the physicians active in the assigned service line, health system leadership, and operational leaders within MNDOG.

Become a respected and integral part of the leadership team; develop a sense of personal ownership for the future success of the service line.

Organize an infrastructure for the Neuroscience service line on additional hospital and appropriate ambulatory sites within the MNDOG. Work with the medical staff of the service line to build a strong referral base within these new sites.

Establish a strong relationship with the Medical Director of the Neuroscience service line. See that the Dyad metrix relationship of leadership is effective and successful.

Put into place appropriate metrics to measure growth and profitability for Neurosciences. See that market share is growing.

Become the key point of contact among physicians working in the service line. Establish a trusting relationship and become the ‘go-to’ leader for them in all business matters.

Become known as the service line champion in all business matters relating to improving profit margin, reducing costs, and keeping the service line on the ‘cutting edge’ of care provided.

See that St. Anthony’s Hospital in Lakewood obtains the Comprehensive Stroke Center certification.

See that the service line meets established annual growth and profitability goals.

Ensure that there is a seamless process and work with referring physicians regarding having patients seen in timely manner by physicians within the service line.

Establish strong relationships with the leadership of related operational areas within the health system (such as nursing units, diagnostic areas, critical care areas, etc.). Become a key resource to ensure that these areas are meeting the needs of service line physicians.

Oversee the implementation of a TeleStroke Program at St. Anthony’s Lakewood.

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PROCEDURE FOR CANDIDACY Send resume to: April Allen WK Advisors 2000 Warrington Way Suite 200 Louisville, KY 40222 1-877-228-4030 aallen@wkadvisors.com