Medical Center OverviewSteven G. Gabbe, MDSenior Vice President for Health SciencesChief Executive Officer,Ohio State’s Wexner Medical Center April 28, 2012

MissionTo improve people’s lives through innovation in research, education and patient care

VisionWorking as a team, we will shape the future of medicine by creating, disseminating and applying new knowledge, and by personalizing health care to meet the needs of each individual

ValuesExcellence, Collaborating as ONE University, Acting with Integrity and Personal Accountability, Openness and Trust, Diversity in People and Ideas, Change and Innovation, Simplicity in our Work, Leadership, Empathy and Compassion

2

Creating the future of medicine to improve people’s lives…through Personalized Health Care

Wexner Medical CenterMission, Vision, Values, Strategic Goals

Strategic Goals Become a top 20 academic medical center and a top 10 NCI-funded cancer program through advancements in research, education and patient care

Become a high performance organization and workplace of choice

Generate an investment fund for mission development

Note: Top 20 across research, education and patient care as measured by NIH, Best Medical Schools, Best Hospitals, #Publications/citations and Endowment

2

Governance and Alignment with the UniversityNew Integrated Medical Center Structure

3

OSUBoard of Trustees

Medical Affairs Committee

Medical Center Board

Hospital Boards

University Hospital BoardJames Board

OSU Harding BoardOSU East Board

Ross Board

Faculty Group Practice

College of Medicine and Office of Health

Sciences

3

Strategic PlanAll planning functions are integrated to drive performance

Integrated Strategic Plan

FinancialPlan

5-10 yr Fiscal, Capital, and Philanthropy

Plan

Technology

Plan

TechnologyPlan:

Information & Clinical

ProgramDevelopme

ntPlan

Signature Programs, Strategic Initiatives

FacilitiesPlan

Human Resources

Plan

People Plan: Recruitment,

Development and Retention

Marketing Plan

Branding Strategy, National

Reputation, Physician Referrals

Master Facilities Plan, Medical

Center Expansion, Inpatient,

Ambulatory, Research, & Education

4 4

Program Development Plan

5 5

We have targeted our growth to be in Signature Programs with selective investment in other initiatives

6

Partnerships

Primary

Ambulatory

Bellefontaine

Lancaster

Cambridge

Marysville

Bucyrus Wooster

Sidney

Program Development

Overall Rating of Hospital

M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F50%

54%

58%

62%

66%

70%

74%

78%

“During your stay how would you rate this hospital from 0-10”

%9s

and

10s

12 Mo. Moving Ave

HCAHPS Inpatient Progress

90th Percentile (76%)

2007 2008 2009 2010 20112006

Months currently shown on CMSWebsite

OSUMC is among the top 10 University health systems in the country for quality, is Magnet certified, and has 87% of

the best doctors in central Ohio

8

Clinical PerformanceQuality and Safety

8

Source: OHA, The Ohio State University Medical Center 2011 Consumer Survey

OSUMC is the preferred health system for serious or complex medical care

OSUMC has the highest market share increase

among all Franklin County hospitals but is not the

market leader for volume

9

Clinical PerformanceMarket Perception and Share

9

10

DaVinci Robotic Surgery

Rehab – Nintendo WiiMed School iPod Touch

Telestroke October 2011 Ability to provide patient

information at every care site Enhances quality and safety Enables innovation

Electronic Medical Record

Technology Plan Performance

10

11

IHIS Command Center

12

To accommodate targeted program growth, we added 1.5M Sq.Ft in the last decade

Inpatient Research Ambulatory

COMING 2014

Facilities Plan Performance

12

13

Climbing to the Sky!

14

New Education Center

15

Hundreds sign traveling beam

16

3:30 p.m. to 5:30 p.m. May 21 Cannon Drive parking lotTopping Off!

17

Partnering with City of Columbus

Revitalization around University Hospital East

Partners Achieving Community Transformation

18

Brand Strategy – P4 Medicine Social Media

Regional Awareness

Referral ManagementCommunications

Marketing Plan Performance

18

19

2009 2010 2011Riders: 2,250 4,047 4,986

Volunteers:

1,200 1,600 1,700

Gifts: 43,400 62,528 111,384 Total

Raised:4.5

Million$7.8

Million$13

Million

PelotoniaA fundraiser with one

goal: Cure Cancer

20

Innovation

21

Volumes strong: Surgery, Ambulatory

Expenses controlled

Revenues exceed budget

Value-Based Purchasing: Strong HCAHPS, clinical performance

Days Cash on Hand – The challenge

Financial Update

22

Continued downward pressure on reimbursements

Title

Clinical Mission

Research Mission

Education Mission

Dependence on clinical revenues to fund research programsDeclining NIH funding and increased competition for grants

Declining state support for educationDeclining IME and GME fundingIncreasing competition for the best studentsRising student indebtednessRising costs of medical education

Key Challenges and Risks

1. Patients and their families first

2. Our People

3. Full alignment with the University

4. Integration across physicians, hospitals and academic enterprise

5. Strategic Plan – alignment of goals and focus

6. Our future focused brand and promise – Personalized Medicine

(P4)

7. Innovation in all aspects of our work

8. Financial Plan and fiscal responsibility

9. Disciplined execution and accountability

10.Collaboration and partnerships locally and nationally

Ten Reasons We will be a Top-20 AMC and a top-10 NCI funded Cancer Center

The more turbulent the world, the more the great winners display consistency – Jim Collins

23