Company: TriHealth, Inc.

Location: Cincinnati, Ohio

Reporting Relationship: The Senior Vice President / Chief Financial Officer will report directly to the Chief Executive Officer, Mr. Mark Clement.

Website: www.trihealth.com

With 13,000 team members, TriHealth is the Cincinnati region’s only integrated delivery system and the third-largest employer, with five hospitals and nearly 140 other ambulatory, post-acute, and other care sites throughout Ohio, Kentucky, and Indiana. Its more than 600 employed physicians and independent medical staff of more than 1,800 physicians care for more than 600,000 members of the community.

TriHealth also operates the largest corporate health and fitness program in Greater Cincinnati, the largest not-for-profit hospice in the region, the largest free health center, and significant teaching programs, including nine residencies and fellowships. TriHealth’s Hatton Research Institute directs an active medical research program and a comprehensive academic program. Since 1896, The Good Samaritan College of Nursing and Health Science has provided quality nursing education.

TriHealth has responsibility for management of operations, strategic planning and fiscal operations of the health system as delegated to it by its two sponsors: Bethesda, Inc. and CommonSpirit. Bethesda, Inc. is a private non-profit Ohio corporation that also owns and operates selected health-related entities not included in the TriHealth integrated delivery network. CommonSpirit is the sole voting member of Good Samaritan Hospital and ranks as the nation’s second-largest faith-based health system.

TriHealth is a pioneer in the population health model of care. Simply put, population health focuses on keeping consumers well. It is accomplished by becoming more proactive in caring for patients, less reactive. This means TriHealth focuses on wellness programs and easy-care plans that keep patients healthy, and work to optimize and potentially prevent long-term illnesses such as heart disease and diabetes. No health system is Cincinnati is better situated to achieve this. TriHealth has the largest network of primary care physicians, and a full spectrum of specialists and subspecialists who can coordinate care with the PCPs. It is a truly integrated network of hospitals, ambulatory facilities and physician offices located conveniently throughout the community. TriHealth emphasizes providing the right care at the right time and in the right place. The success of the strategy is evident by TriHealth being recognized by major insurers including Anthem and United Health Care as the top Accountable Care Organization in Ohio and among the best in the country. What this means is TriHealth patients are objectively healthier with chronic conditions and gaps in care better managed than others and care is more affordable. In short, TriHealth is delivering on the Triple Aim plus One and being rewarded by payors for doing it!!! While the benefits to the patient is obvious, it is also good for TriHealth and its team members. Providing care in this manner can reduce the stress on our caregivers.

Culture is a driver of TriHealth’s success. Seven years ago, the organization introduced the TriHealth Way – which focuses on how to lead, how to serve, and how to deliver care. TriHealth’s 900 leaders who can now communicate more effectively to align and engage TriHealth’s 13,000 other team members in creating a high-performing culture capable of achieving its vision. Today, most team members agree the TriHealth culture is better than most – because of the emphasis on the TriHealth Way. The positive culture is evident in the 2022 Team Member and Physician Engagement Pulse Survey. TriHealth recorded a nearly 10% improvement in just six months, with overall favourability at 84% and “cares about my well-being” scores up 15%. The results are particularly encouraging because the long years of COVID have caused morale, engagement, and job satisfaction to plummet across healthcare and most other industries.

Diversity, Equity, and Inclusion are a key part of that culture. TriHealth has taken bold and innovative steps to align the organization to better reflect the diverse community it serves. TriHealth:

 Committed to specific hiring goals tied to leadership incentives in building a more diverse staff – the first health system in the region to do so.

 Drove TriHealth’s participation in the Institute for Healthcare Improvement’s Pursuing Equity Learning and Action Network, the only Ohio healthcare system to participate in the initiative.

 Fostered systemwide implicit bias training to enhance cultural understanding and effectiveness when working with diverse communities.

 First health system in the region to establish a $15 per hour living wage.

 Advanced a distinctive School-to-Work partnership with Cincinnati Public Schools that provides a two-year paid apprenticeship program to high school students. The program is now funded and will be so for years to come by a $15 million endowment!

Operationally, TriHealth’s strategy for the current fiscal year focuses on the following nine priorities:

1. Primary care network – Grow and diversify.

2. Workforce – Innovative solutions for retention, recruitment, training, and wellbeing.

3. Our Journey from Good to Great—Continue our multi-year journey to achieve top decile performance in Quality/Safety, Service, Engagement, Growth and Finance – as part of our Vision to Get Health Care Right.

4. Health Equity: Successful management of the health of ALL populations – Improve health status of All patients throughout the community regardless of race, ethnicity, and ability to pay.

5. Successful performance on value-based contracts – Flawless execution on all value-based contract performance metrics.

6. Expanded and simplified access to care – Expand and link access points and make easy for both new and existing patients to navigate the TriHealth System to find the best providers for their needs.

7. Share timely data to guide performance – Improve access to data in real time to guide clinical decision making and operational performance.

8. Tell Our Story - The “Why” and the “What” of population health and TriHealth’s quality and service (TriHealth’s Brand Promise) – Tell patients, payors, employers, the community, team members (TMs) and providers how TriHealth is a market leader in value-based, integrated care, WHY it matters, and WHAT they will experience when you receive care at TriHealth.

9. Communication for providers and patients – Improve communication throughout the system for providers and patients.

Despite financial headwinds affecting the entire industry, TriHealth reported another very positive year, completing Fiscal Year 2022 with total net revenues of $2.5 billion and an operating profit of $76.4 million. That translated to an operating margin of 3.4% and an operating EBIDA margin of 8.7%. TriHealth has maintained a strong balance sheet with unrestricted cash and investments totaling more than $1.036 billion. TriHealth’s average capital spend is around $120 million. As a result of the consistent financial performance, TriHealth maintained a strong rating from both S&P and Fitch, A+ and AA- respectively. Both rating agencies reported TriHealth’s outlook as stable.

Bethesda North Hospital is a tertiary and teaching hospital that provides a wide range of services to patients throughout the northeast corridor of Cincinnati and into Butler, Clermont, Clinton and Warren counties. Bethesda North Hospital pairs personalized, compassionate care with the most up-to-date facility and technology. Founded in 1970 as a community satellite facility, Bethesda North is now the third largest hospital in Greater Cincinnati (as measured by adult discharges), with tertiary services such as open-heart surgery, robotic-assisted surgery, and a verified Level III trauma center. It has been recognized as a Truven Top 100 Hospital five times.

Bethesda was founded in 1896 by German Methodist Deaconesses. Bethesda North Hospital has grown from a small community facility of 70 beds to the 363-bed facility it is today. The hospital partners with over 475 physicians on the active medical staff and has been repeatedly recognized for patient care excellence.

Good Samaritan Hospital is a tertiary, teaching hospital that provides a wide range of services to patients throughout Ohio, Indiana, and Kentucky. Good Samaritan has served Greater Cincinnati since 1852 when it was founded by the Sisters of Charity. Now sponsored through Catholic Health Initiatives, Good Samaritan is the pre-eminent Catholic hospital in the community, and proudly serves all sectors of the population. For more than 160 years, the hospital has provided unsurpassed compassionate care.

What once was a small facility with 21 beds is now the largest hospital in the Cincinnati (as measured by adult discharges), encompassing more than a city block and housing 459 adult beds and 129 newborn beds while partnering with over 470 physicians on the active medical staff. The hospital has been repeatedly recognized for patient care excellence, including Truven Top 100 Hospitals three times.

In March 2012, Bethesda Butler Hospital joined TriHealth. Started by a group of surgeons more than 10 years ago, this acute care medical-surgical, 48-bed hospital features a new bed tower with operating rooms, endoscopy suites and procedure rooms. Services include the following: outpatient surgery, cardiology, imaging, physical therapy, and a sleep center, and also offers physician offices on the campus. A 17-bay, 24-hour emergency room was added in the summer of 2013. A 38-bed addition opened in February 2015 to provide further services to this growing community. Located in Butler County on Hamilton-Mason Road, the hospital serves neighbors in the Hamilton, Fairfield, and Butler areas.

McCullough-Hyde Memorial Hospital is a comprehensive, fully accredited hospital with highly trained staff and state-of-the-art equipment. McCullough Hyde provides about 120,000 outpatient services annually. This includes more than 2,600 admissions, nearly 16,500 emergency room visits, and more than 420 births each year. With its main campus in Oxford, Ohio, and five outpatient facilities, McCullough-Hyde Memorial Hospital serves a wide region in southwestern Ohio and eastern Indiana. For more information, visit www.mhmh.org.

McCullough-Hyde Memorial Hospital is a non-profit, 60-bed, full service health care facility. Opening in 1957, McCullough-Hyde Memorial Hospital has five locations including Oxford, Hamilton, Ross, OH, and Brookville, IN serving patients from Butler and Preble counties in OH, and Franklin, Union and Fayette counties in IN. McCullough-Hyde Hospital is governed by a volunteer Board of Directors, with 600 team members, 90 physicians maintaining privileges representing 25 different medical specialties, and an active Auxiliary.

In March 2016, TriHealth opened the Women’s Center at its new Kenwood medical center, which marked the completion of this 110,000 square foot facility.

The patient-centered four-story building features a variety of services under one roof, including 50 primary care and specialty physicians, advanced diagnostic imaging services, some of which were previously only available at a hospital, infusion, and oncology services, including a state-of-the-art linear accelerator, and a spa-like Women’s Center which will provide a holistic approach to women’s medical care, the first of its kind in Greater Cincinnati.

Bethesda Arrow Springs is a state-of-the-art, outpatient facility located in Warren County. This medical center offers integrated care in a comfortable and inviting atmosphere, while providing a new level of digital connectivity between physicians in Warren County and physicians at Bethesda North Hospital. The facility includes 24-hour emergency care, a wide range of diagnostic and treatment services including MRI, CT, cardiovascular testing, mammography and nuclear medicine, physical therapy, and a pharmacy as well as primary care and specialty physicians.

A now-established member of the west side community, Good Samaritan Western Ridge opened in fall of 2010 on Harrison Avenue, near I-74. Offering Good Samaritan-quality health care services, this medical center includes a 24-hour, full-service emergency room with ambulance access and a helipad; diagnostic services including X-ray, CT, EKG, and vascular studies, and laboratory services. Primary care and specialist physicians on campus provide easy access to care.

In January 2013, TriHealth purchased the Evendale Medical Center and re-named it TriHealth Evendale Hospital. In 2022, through a joint venture with Beacon Orthopaedics, the hospital was converted to an ambulatory surgery center focused exclusively on orthopedics and sports medicine. The center plays a key role in moving many orthopedic procedures from expensive hospital ORs into more appropriate and cost-efficient outpatient surgery centers – a tenet of the population health strategy.

Education and research are a fundamental part of the fabric of patient care and physician practice and training at TriHealth. Research activities throughout the TriHealth system are coordinated through the Hatton Institute, where physicians, residents and nurses can submit abstracts and collaborate on research projects, and over 300 clinical trials are performed each year. TriHealth and its Bethesda North and Good Samaritan hospitals offers residency programs in obstetrics and gynecology, internal medicine, family medicine and general surgery; and fellowship programs in vascular surgery, urogynecology, and sports medicine. The Good Samaritan College of Nursing and Health Science has served the evolving needs aspiring health care professionals for more than 100 years, with a commitment to being the regional leader in providing nursing and health care education in a hospital-based environment.

TriHealth Physician Partners are all the employed physicians and practices affiliated with TriHealth. TriHealth Physician Partners includes multi-location groups like Group Health Associates, Queen City Physicians, and Health First, as well as approximately 20 other primary care physician practices. TriHealth Physician Partners has quickly grown to approximately 600 employed physicians, including 19 specialties, primary care, and pediatrics, and is currently the largest organized physician group in the greater Cincinnati region.

Corporate Health Services focuses on keeping team members safe, healthy and on the job with an emphasis on workplace productivity and health improvement. Physicians, nurses, and other professionals with specialized expertise provide a wide scope of services to area employers, including health and wellness programming, coaching, injury prevention and treatment, disability or worker’s compensation case management, fitness center management, team member assistance programs, onsite medical clinics, and executive physicals. Corporate Health provides services to over 4,000 employers in the Greater Cincinnati area including long-standing relationships with several of the community’s largest employers.

Hospice of Cincinnati is Southwest Ohio's largest, oldest and only not-for-profit hospice, focused on fulfilling the growing and evolving end-of-life needs of the community. Hospice of Cincinnati provides experienced, compassionate care in homes, area hospitals, assisted living facilities and nursing homes. While 90 percent of patients receive care in a home setting, Hospice of Cincinnati also operates four inpatient care centers: a 35-bed center in Blue Ash, a 16-bed center in Hamilton, a 15-bed unit at Mercy Western Hills and a 16-bed center in Anderson. Hospice also provides bereavement care for both adults and children through Fernside (A Center for Grieving Children) and the Goldstein Family Grief Center.

The TriHealth Fitness & Health Pavilion exists to improve the health status of the community through prevention, exercise, rehabilitation and wellness education in a medically-certified center. People of all ages and fitness levels can enjoy a variety of activities and amenities aimed at enhancing the quality of their lives. Located off 1-71 in Montgomery, the Pavilion brings together a full range of medically sound programs, equipment, and services as well as degreed, credentialed health and fitness professionals to help members meet their personal fitness and wellness goals.

The mission of TriHealth is to improve the health status of the people we serve. We pursue our mission by providing a full range of health-related services including prevention, wellness, and education. Care is provided with compassion consistent with the values of our organization.

Serve              Our Mission to improve the health status of the people WE SERVE

Excel              Service Excellence in quality, safety, and service.

Respect         Respect for All People, Differences and Spiritual Heritage

Value              Value our time, treasures, and talents through Stewardship

Engage          Engage our people and Community Needs to improve health

Where people want to work, where physicians want to practice, and most importantly, where the community wants to go when they need the best quality, service, safety, and value in health care. In pursuing our vision, we will focus on five major Objectives:

 Lead the Market and emerge as Industry Leader in Adopting and Excelling in Population Health Care and Financing models—Better Care, Better Health, Better Value!!!

 Grow tertiary services and academics.

 Develop a broader, more coordinated network of access points.

 Increase the number of affiliated physicians, creating strong alignment and “win-win” partnerships.

 Maintain our position as “employer” of choice.

In collaboration with the CEO, Boards of Trustees and other Leadership Team members, the CFO establishes and supports the mission, vision, values, and strategic direction for TriHealth. He/she will create an environment for successful organizational performance and accepts responsibility, corporately, for the financial performance and financial viability of TriHealth. In concert with peers, administrative directors, and physicians, the CFO is responsible for developing financial systems that support the successful operation of TriHealth strategies. He/she will establish policies, programs, and processes which ensure consistent actions, financial practices, and results reporting throughout the system. In addition, the CFO will ensure that timely, accurate and complete financial information and reports are disseminated to the Board of Trustees and required outside agencies.

The Chief Financial Officer will report directly to the Chief Executive Officer of TriHealth. The successful candidate will also be a member of the Executive Leadership Team, and Finance Committees for TriHealth and Bethesda, Inc. The successful candidate’s direct reports include:

 Vice President, Finance

 Vice President, Financial Operations

 Vice President, Revenue Cycle

 Vice President, Supply Chain

 Vice President, Pharmacy Services

 Vice President, Managed Care (matrix with Population Health)

 Vice President & Chief Investment Officer

 Director, Health Information Management (includes Clinical Documentation Improvement)

These finance leaders report directly to the EVP/CFO with 900 indirect reporting team members.

The CFO will:

 Oversee the development of the annual capital and operating budgets as well as the long term strategic financial plan.

 Develop ambitious revenue cycle targets and operational alignment to enhance and continue the financial well-being of the system. This would include the involvement of physicians in timely reporting of practice performance to assist them in enhancing their revenue flow.

 Establish strong relationships with credit rating agencies, financial institutions, investment advisors and external auditors in order to maximize and capital opportunities.

 Achieve and maintain a bond rating equivalent of “AA” (minimally) with the credit rating agencies (S&P, Moody’s).

 Lead the analysis and due diligence of existing business entities and product lines relative to aligning, restructuring, and reengineering to meet strategic objectives.

 Lead and participate in negotiating key business transactions and contractual arrangements including third party payer contracts that achieve the best terms.

 Structure and participate in pivotal decisions regarding strategic initiatives, partnerships, and ventures as they relate to financial operations.

 Identify and assess new strategic business and revenue generation opportunities, including the consideration of any key risks/challenges.

 Oversee the analysis and advice on major business transactions related to any major acquisition, sale of assets or contracted commitments.

 Clearly and enthusiastically articulate a vision with all stakeholders regarding the transformation from a hospital centered organization to one focused on population health management, wellness, and accountable care.

 Considering health care reform, the CFO will work with the senior team to develop innovative ways to provide high quality and cost-effective health care that delivers exceptional clinical outcomes. The CFO will lead payer negotiations and risk bearing strategies, particularly to help position TriHealth within the market and enable them to deliver excellent financial performance.

 Ensure the development of a strong succession plan within the financial operation.

 Review policies, protocols, and processes related to debt structure, investment, and other key financial areas and recommend changes as appropriate.

 Lead the management of assets and debt structure in a way that comports with the risk tolerance as established by the Board.

 Oversee and ensure the effectiveness of the financial reporting systems, provide useful and actionable information for leaders at all levels across the entire organization.

 Assure that all fiscal activity meets reporting and compliance standards and requirements.

 Assure that all appropriate regulatory filings are made.

 Ensure an environment of unquestionable integrity in financial controls.

 Work closely with the Finance and Budget, Audit and Compliance, and Investment Committees; serving as the key staff person to those Board level committees.

 In collaboration with the leadership team develops and implements the strategic plan for TriHealth.

 Participates in the annual process of reviewing/revising the strategic plan and creation of the Annual Management Plan.

 Demonstrates the ability to clearly articulate the mission, vision, values, and strategic direction of TriHealth to appropriate audiences.

 Coordinates and facilitates operationalizing of the strategic plan at the department/service line/unit level.

 Consistently demonstrates behaviors which support the values of TriHealth.

 Establishes, maintains, and/or modifies policies and procedures which provide the infrastructure for the system.

 Has knowledge of ethical, financial, legal, and regulatory requirements pertinent to healthcare and performs accordingly.

 Practices and supports a process management and improvement philosophy to facilitate the accomplishment of goals and objectives.

 Demonstrates proficiency in executing financial/fiscal responsibilities.

 In collaboration with the leadership team makes sound decisions which positively affect the financial management of TriHealth resources.

 Understands and responds appropriately to the threats and opportunities in the external environment which have the potential to impact TriHealth’s financial position.

 Is responsible and accountable to the Board(s) and leadership team for the financial performance of departments/service lines/business units reporting to this position.

 Provides support and assistance to direct reports and operations leaders for developing and operationalizing annual expense and capital budgets.

 Manages the processes of financial reporting, regulatory and tax reports, and external audits.

 Provides the stewardship and leadership necessary for TriHealth to meet its financial targets.

 Is an effective communicator who listens and speaks with the ability to engender confidence and trust.

 Possesses interpersonal skills to positively influence broad, diverse groups, including team members, physicians, Board members, and community groups.

 Fosters and reinforces collaborative and collegial relationships and work environment.

 Promotes positive working relationships by successfully applying negotiation skills to resolve conflict.

 Collaborates with others to promote the common good and to ensure the overall success of the system versus personal interests.

 Fosters and implements team-building strategies that facilitate effective interpersonal relationships.

 Serves as a TriHealth representative to professional, civic and community organizations, particularly those that have the potential for impacting financial services.

Develops and maintains a customer-driven culture within TriHealth:

 Consistently treats others with compassion, care, and respect.

 Demonstrates through words and actions a genuine customer-oriented philosophy.

 Sets clear expectations for others regarding behaviors that are customer and service-oriented.

 Is responsive to the needs and expectations of customers and consumers and directs efforts toward problem resolution and/or improved performance.

 Recognizes and rewards others for behaviors that exceed customer expectations.

Possesses the necessary leadership skills to positively affect the direction of TriHealth:

 Embraces change and manages it effectively.

 Demonstrates creativity in defining and solving problems.

 Unwavering integrity and ethics. Acts with honor and character.

 Assumes risk-taking behaviors to enable change and supports similar behaviors in others.

 Has the ability to focus and influence others to ensure effective organizational performance.

 Is self-directed and displays the confidence necessary to initiate needed actions for problem resolution.

 Recruits and selects appropriate candidates for available positions based on position requirements and competencies.

 Coaches and mentors direct reports and others to ensure individual and organizational effectiveness.

 Sets job expectations and performance standards for TriHealth team members which contribute to the overall success of the system.

 Identifies developmental opportunities for direct reports and others which facilitate their professional growth.

 Supports the development and implementation of programs, processes, and policies which ensure that team members are competent to perform their required duties.

The Chief Financial Officer will possess the following:

 A minimum of 8 to 10 years of progressive senior financial management experience in healthcare and demonstrated effectiveness is required.

 Leadership experience and demonstrated effectiveness in a large, mission based, integrated healthcare delivery system is highly desired.

 Must have a proven track record of success in leading profitable financial operations for a multi-site, complex healthcare enterprise.

 Strong knowledge and skills across all aspects of the finance function (financial operations, budgeting, strategic financial & capital planning, revenue cycle, treasury/investments, decision support, IT systems, etc.) is required.

 Experience in an environment inclusive of successful risk based/value based reimbursement strategies in Medicare, Medicaid and/or Commercial markets is highly desirable.

 Values-driven leader with unassailable integrity.

 Highly collaborative leadership style and the ability to work successfully in a highly matrixed environment.

 Skills in establishing a balanced perspective on achieving both mission effectiveness and business results is critical.

 Must have a strong understanding of and demonstrated skills in leadership, strategic management, change management, communications, team building, continuous quality improvement, problem solving, decision-making, innovation, financial management of operations and stewardship of resources.

 Excellent verbal and written communication skills to communicate with a variety of individuals including the executive team, board members, physicians, the general public, team members.

 Ability to motivate and inspire others.

 Ability to work in a rapidly changing and stressful environment.

 Ability to make independent decisions as necessary.

 Ability to solve management issues and direct numerous and varied operations.

 Ability to plan, organize, develop, implement, and interpret the necessary programs, goals, policies, and objectives that are necessary for leading and maintaining a sound financial operation.

 Knowledge of appropriate hospital and health care practices and procedures as well as laws, regulations, and guidelines pertaining to health care.

 The ability to interact and partner effectively with physicians, both employed and independent, and leaders in the business community as necessary.

 Master’s degree in Business Administration or equivalent experience is required. CPA preferred.

 Compensation arrangements are competitive and commensurate with both experience and achievement.