Chief Financial Officer

A Position Profile

Bloomington, MinnesotaHealthPartners

An MPI Company

ealthPartners is transforming care and coverage — aligning its mission with the Triple Aim: improving the health of the population, enhancing the patient’s experience, and making healthcare affordablemilies, and communities throughout Minnesota and western Wisconsin.

Decades ago, four Minnesotans from different walks of life met in St. Paul to talk about how they could find a better way to solve the problem of healthcare costs leading people to financial ruin. That spirit of innovation that sparked the founding of HealthPartners, and it has never left the organization across its 60-year history.

Today’s challenges may be different, but as the largest non-profit, consumer-governed healthcare organization in the nation, HealthPartners is still working to find better ways achieve its mission: To improve the health and well-being of our members, our patients and the communi-ty. At every location, HealthPartners posts that mission for all to see, alongside the bold future it proclaims in its statement of vision: Health as it could be, affordabil-ity as it must be, through relationships built on trust.

This statement reflects strongly on its commitment to a very simple concept—the Triple Aim—developed by the Institute for Healthcare Improvement. It aspires to the accomplishment of three critical objectives at once:

• Improved population health

• Improved customer experience with care and coverage

• Improved affordability for all

HealthPartners

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HealthPartners

From early in its history, HealthPartners has been a provider of both healthcare services and insur-ance coverage. In more recent years, it has added comprehensive health and well-being services to its portfolio. By integrating and managing all of these capabilities under one roof, in addition to its education and research arms, HealthPartners has a unique perspective on the entire landscape of healthcare. It has practical, firsthand knowledge of how these too-often fragmented functions – care and coverage – can work together powerfully to improve care, financing, and experience at the same time.

The HealthPartners commitment to integration of all kinds is strengthened by the fact that partnership is the essence of the organization. As an operator of a health plan as well as hospitals and clinics, it instinctively looks for ways in which care and cover-age can work together, not in opposition, and in the direct interest of the member and patient.

HealthPartners looks to its values, derived through participation from all of its team members, to guide its actions:

• Excellence: We strive for the best results and always look for ways to improve.

• Compassion: We care and show empathy and respect for each person.

• Partnership: We are strongest when we work together and with those we serve.

• Integrity: We are open and honest, and we keep our commitments.

While organizations within HealthPartners are known by different names, all 23,000 team mem-bers hold a mission, vision, and values in common, from central Minnesota through western Wisconsin and all points in between.

HealthPartners includes an array of tax-exempt and taxable organizations with healthcare activities. HealthPartners health plans serve more than 1.5 million medical and dental members nationwide and is the top-ranked commercial plan in Minne-sota. HealthPartners’ medical care system serves more than 1.2 million patients and includes more than 1,700 physicians, seven hospitals, 55 primary care clinics, 22 urgent care locations, and numer-ous specialty practices in Minnesota and western Wisconsin. In addition, HealthPartners’ dental care system has more than 70 dentists and 22 den-tal clinics. HealthPartners also provides medical education and training to medical professionals and conducts research and fundraising activities that support the healthcare delivery system.

HealthPartners System Overview

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Hospitals

• Regions: 454-bed Level 1 trauma

• Methodist: 426-bed acute care hospital, featuring the Jane Brattain Breast Center

• Lakeview: 97-bed acute care hospital, national leader in orthopedic care

• Hudson: 25-bed critical access hospital, award winning healing arts program

• Westfields: 25-bed critical access hospital, regional cancer care center

• Amery: 25-bed critical access hospital, including four clinics and an assisted living facility

• St. Francis: 86-bed community hospital (partial owner)

Care Group/Medical Clinics

• 1.2 million patients

• 1,700 physicians

• HealthPartners Medical Group

• Park Nicollet Health Services

• Stillwater Medical Group

• TRIA

• 55 medical and surgical specialties

• 55 primary care clinics

Dental Clinics

• 600,000 dental patients

• 70 dentists

• Specialties: oral surgery, orthodontics, pediatric dentistry, periodontics, prosthodontics

• 22 locations

Health Plan

• More than 1.5 million health and dental members in Minnesota and surrounding states.

• Regional network of more than 148,000 doctors and other care providers in Minnesota, western Wisconsin, South Dakota, and North Dakota.

• HealthPartners’ and CIGNA’s combined national network offers more than 950,000 doctors and other care providers, plus 6,000 hospitals in the United States.

• Ranked among the Top 30 plans in the nation according to NCQA’s Health Insurance Plan Rankings 2013-14.

The Importance of Total Cost of Care

in Achieving the Triple Aim

HealthPartners is a longtime pioneer in measure-ment, reporting, and transparency of quality cost and quality, including the development of the nation’s first Total Cost of Care and Resource Use methodology to be endorsed by the National Quality Forum.

Total Cost of Care (TCOC) is a method of measuring healthcare affordability. TCOC measures are powerful analytical tools for health plans, providers, medical groups, government agencies, employers, and others with a stake in reducing healthcare cost trends. They can help pinpoint ways to make healthcare more affordable without sacrificing quality or experience. Many organizations have experimented with TCOC models in recent years.

HealthPartners

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HealthPartners’ TCOC and Resource Use framework addresses one of the most fundamental problems related to population health: rising healthcare costs. HealthPartners has developed a TCOC model that is unique in a significant way. It is a full-population, person-centered measurement tool that accounts for 100 percent of the care provided to a patient. Additionally, it supplies a reporting suite to support multiple levels of analysis, considering the cost of care provided to a patient (or Total Cost Index), and incorporates an innovative approach to measuring resources used in providing that care (or Total Re-source Use Index). When used in combination, these measures yield more comprehensive, revealing, and actionable results than cost measures alone.

Embracing Diversity and Inclusion

Every person welcomed. Every person included.

Every person valued.

We all play a role in creating an inclusive culture, and each of us has unique perspectives. We embrace our differences as a chance to learn from each other. We encourage new ideas and work to provide better care and improve the health and well-being of our community. We are making progress to ensure every person feels welcomed, included, and valued.

We know when we embrace diversity we are able to provide quality care to our members, patients, and communities. A top priority for us is to make sure all people have equal access to excellent and reliable healthcare and services.

Embraces Diversity is…

inclusive of people, ideas, and perspectives; respecting others; open and curious; promoting fairness, equitable care and opportunity for all.

and, it Makes a Difference

Differences understood and utilized well, lead to greater innovation, creativity, and outcomes. In or-der to deliver on our mission, vision, and impact our growth for the future, we need a highly effective and diverse team with a great culture to support them.

Financial Overview

(Mil. $) 2017* 2016* 2015 2014 2013

TOTAL Medical Membership

TOTAL Revenue

EBIT

Return on Revenue (%)

S&P Capital Adequacy/ Redundancy

*Forecast data reflect Standard & Poor base-case assumption.

1,250

6,011

350

5.5

AAA

1,200

5,846

340

5.8

AAA

1,132

5,741

389

6.8

AAA

1,065

5,499

425

7.7

AAA

961

5,168

400

7.7

AAA

About This Opportunity

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The executive selected as Chief Financial Officer will be joining the organization at an exciting time, as HealthPartners transitions to a new Chief Executive Officer.

The Chief Financial Officer is responsible for providing enterprise-wide vision, strategic direction, and operational leadership of finance for HealthPartners. This includes strategic financial and business planning; financial analysis and reporting; financial

controls; business analytics; budgeting process; accounting; audit; treasury; and analytical support to ensure the business achieves its short- and long-range business plans

Working closely with the President and CEO, the board of directors, and the executive leadership team, this individual will become familiar with the established vision, mission, and strategies of the organization, and will then build upon these to effectively define, articulate, and address the current and future needs of the organization.

In collaboration with the President and CEO and executive leadership team colleagues, the Chief Financial Officer is a key contributor to strategies, tactics, long-range forecasting, and overall efforts to continually improve the operations and financial results of the organization to meet targeted Triple Aim objectives. In this dramatically changing healthcare environment, this individual will work directly with senior leaders across the organization to ensure appropriate accountability and transparency of business P&L with a keen focus on risk management, internal financial and operational controls, and budgets, as well as protection and growth of company assets.

Reporting Relationship

The Chief Financial Officer will report to the President and CEO.

The Chief Financial Officer will supervise directly and via matrix the following positions: Vice President of Payer Relations, Chief Financial Officer, Chief Financial Officer – Regions Hospital, Chief Financial Officer — Park Nicollet, Vice President of Finance and Planning, and Director of Financial Performance and Planning.

Bloomington, Minnesota

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he Chief Financial Officer position will be in the organization’s Bloomington, Minnesota, location. The Minneapolis-St. Paul metropolitan area is consistently recognized for a strong economic foundation and is exceptionally rich in culture, arts,

sports, and recreational opportunities.

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TTwin Cities

The U.S. Census Bureau defines the Minneapolis-St. Paul-Bloomington Metropolitan Statistical Area as a region of 11 counties in Minnesota and two in neighboring Wisconsin, an area which had a population of over 3 million people in 2010. The area is growing rapidly. Its population is project-ed to increase to 4 million in 20 years. Bloomington, home of the Mall of America, is the third-largest city in the metro area and the fifth-largest in the state. Since the 2000 census, Bloomington has been included as a named city in the MSA.

Despite the “Twin” moniker, the two cities are independent municipalities with defined borders and are quite distinct from each other. Minneapolis has broad boulevards, an easily navigable grid layout, and modern downtown architecture, while St. Paul sports narrower streets laid out much more irregularly, clannish neighborhoods, and a vast collection of well-preserved late-Victorian architecture. Also of some note are the differing cultural backgrounds of the two cities, with Minneapolis being affected by its early (and still influential) Scandinavian/Lutheran heritage, while St. Paul was touched by its early Irish and German Catholic roots. Often, the area is referred to as simply “The Cities.” Today the two cities directly border each other, and their downtown districts are about nine miles apart.

urst Group is in its fourth decade of providing leadership solutions for the healthcare industry. Our experience in evaluating talent, structure, and culture helps companies align their organizations to execute their strategic initiatives.

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About Furst Group

We look forward to working with you as a potential candidate for the Chief Financial Officer position for HealthPartners in Bloomington, Minnesota.

For additional information on Furst Group, please visit our website at furstgroup.com. To learn more about this particular position, please call (800) 642-9940 or contact:

Tim Frischmon tfrischmon@furstgroup.com

Sue Jaeger sjaeger@furstgroup.com

800.642.9940furstgroup.com

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NOTICE: The “position profile” information contained in this document has been created by Furst Group based on information submitted and/or approved by its client. As such, the position profile should not be viewed as constituting an all-inclusive descrip-tion of the subject position’s functions and/or responsibilities. Similarly, any information provided in the position profile regarding the community in which the client resides, the client’s market, products, and/or services and its environment or culture is provided only as an overview on such matters. In submitting this position profile, Furst Group makes no representations or warranties regarding the completeness and/or accuracy of the duties, functions, environments, etc., that are described. Specific information regarding the position’s requirements, compensation, benefits, and other terms and conditions must originate directly from the client (including any resources that the client may make available; e.g., handbook, job descriptions, benefit booklets, etc.). This position profile does not constitute an offer of employment and should not be construed as such. © 2016, Furst Group. All rights reserved.

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