1. Medical Center Overview Steven G. Gabbe, MD Senior Vice President for Health Sciences Chief Executive Officer, Ohio State’s Wexner Medical Center April 28, 2012

2. Mission To improve people’s lives through innovation in research, education and patient care Vision Working 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 Values Excellence, 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 Mission To improve people’s lives through innovation in research, education and patient care Vision Working 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 Values Excellence, 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 Center Mission, 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 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

3. Governance and Alignment with the University New Integrated Medical Center Structure 3 OSU Board of Trustees Medical Affairs Committee Medical Center Board Hospital Boards University Hospital Board James Board OSU Harding Board OSU East Board Ross Board Hospital Boards University Hospital Board James Board OSU Harding Board OSU East Board Ross Board Faculty Group Practice College of Medicine and Office of Health Sciences 3

4. Strategic Plan All planning functions are integrated to drive performance Integrated Strategic Plan Financial Plan Financial Plan 5-10 yr Fiscal, Capital, and Philanthropy Plan Technology Plan Technology Plan Technology Plan: Information & Clinical Program Development Plan Program Development Plan Signature Programs, Strategic Initiatives Facilities Plan Facilities Plan 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

5. Program Development Plan 5 5 We have targeted our growth to be in Signature Programs with selective investment in other initiatives

6. 6 Partnerships Primary Ambulatory Bellefontaine Lancaster Cambridge Marysville Bucyrus Wooster Sidney Program Development

7. Overall Rating of Hospital “During your stay how would you rate this hospital from 0-10” %9s and 10s 12 Mo. Moving Ave HCAHPS Inpatient Progress 90 th Percentile (76%) 200720082009201020112006 Months currently shown on CMS Website

8. 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 Performance Quality and Safety 8

9. 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 Performance Market Perception and Share 9

10. 10 DaVinci Robotic Surgery Rehab – Nintendo Wii Med 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. 11 IHIS Command Center

12. 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. 13 Climbing to the Sky!

14. 14 New Education Center

15. 15 Hundreds sign traveling beam

16. 16  3:30 p.m. to 5:30 p.m. May 21 Cannon Drive parking lot

17. 17  Partnering with City of Columbus  Revitalization around University Hospital East P artners A chieving C ommunity T ransformation

18. 18 Brand Strategy – P4 Medicine Social Media Regional Awareness Referral Management Communications Marketing Plan Performance 18

19. 19 200920102011 Riders: Volunteers : Gifts: Total Raised: Pelotonia A fundraiser with one goal: Cure Cancer

20. 20

21. 21  Volumes strong: Surgery, Ambulatory  Expenses controlled  Revenues exceed budget  Value-Based Purchasing: Strong HCAHPS, clinical performance  Days Cash on Hand – The challenge

22. 22 Continued downward pressure on reimbursements Title Clinical Mission Research Mission Education Mission Dependence on clinical revenues to fund research programs Declining NIH funding and increased competition for grants Declining state support for education Declining IME and GME funding Increasing competition for the best students Rising student indebtedness Rising costs of medical education Key Challenges and Risks

23. 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