Position Specification

Chief Executive Officer

Northampton, Massachusetts

Prepared by

Witt/Kieffer September 2013 This Position Specification is intended to provide information about Cooley Dickinson Health Care and the position of Chief Executive Officer. It is designed to assist qualified individuals in assessing their interest.

The Organization Mission To provide Cooley Dickinson patients and communities with the best health care services in the most appropriate setting. Vision To make the mid-Pioneer Valley the nation's model healthy community.

1. Achieve high value through superior results in quality and safety, patient experience, and efficiency of the care we deliver.

2. Continuously improve. Create and implement best practices. Learn from others' best results and adapt them to local healthcare settings and in the community.

3. Model our best practices and share our learning and knowledge with others to disseminate success.

4. Improve access to programs to meet the community's medical needs and partner with the community to develop practices that encourage health and a high quality of life.

Values

Build Partners Extend Trust

Change Now Own It Model Excellence Exceed Expectations

Hospital Located in Northampton, Massachusetts, Cooley Dickinson Hospital (CDH) offers advanced diagnostic and therapeutic care in many specialty and subspecialty areas of medicine and surgery. In addition, the health system provides care and services in multiple sites located within neighboring communities, such as Easthampton, Worthington, and Amherst. The full-service 140-bed community hospital has ranked in the top 5 percent of all U.S. hospitals in patient safety by HealthGrades. In 2013, CDH was one of Leapfrog’s 65 hospitals identified as “Top Hospitals” nationally, and outranked every hospital in Massachusetts, on each of the two metrics, quality and resource use, as well as their combined “value” metric. CDH is the only hospital in Massachusetts to achieve the HealthGrades Patient Safety Excellence Award™ for five consecutive years (2009–2013), and its VNA & Hospice of Cooley Dickinson is a 2012 HomeCare Elite™ agency. Cooley Dickinson's staff of 1,700 professionals and over 300 affiliated physicians comprise a network of emergency, critical care, hospitalists, surgical, clinical, rehabilitative, and hospice and home care expertise that admits 6,000 patients, treats 40,000 emergency patients per year, delivers 800 babies, makes 49,000 home care and 10,000 hospice visits, and collaborates

with Massachusetts General Hospital to deliver comprehensive cancer care. Cooley Dickinson's vision is to make the mid-Pioneer Valley the nation's model healthy community. Affiliation with Massachusetts General Hospital

As of July 1, 2013, Cooley Dickinson has become a part of Massachusetts General Hospital (MGH.) This affiliation allows Cooley Dickinson the ability to achieve the goals the Trustees set for joining a larger system: to develop and expand care programs and increase revenue, reduce overhead costs, and help Cooley Dickinson thrive in the new era of population-based care delivery and payment. MGH will share its care pathways and provide the information systems infrastructure needed for Cooley Dickinson to manage the shift from a payment system that provides a fee for every service to payment for managing the health of a population. MGH has made major investments in population health management, including restructuring its primary care practices into a patient-centered home model and paying special attention to patients at high risk of chronic disease or multiple illnesses. The agreement calls for Cooley Dickinson to continue to be guided by a local Board of Trustees, which will be responsible for decisions that include strategic planning such as approval of capital and operating budgets. Medical Staff Cooley Dickinson and its patients benefit from having an exceptionally well-trained, dedicated medical staff – the quality of medicine being practiced is a true differentiator for CDH. The health system maintains relationships with a variety of independent practices in the region. In addition, Cooley Dickinson Practice Associates (CDPA) is Cooley Dickinson’s employed physician group, with 125 physician and advanced clinical providers. There are 37 primary care providers, 42 specialty care providers, and 46 hospitalists serving patients in locations throughout the Cooley Dickinson service area. CDPA represents the largest physician group in the Cooley Dickinson Physician Hospital Organization (CDPHO). The CDPHO is the preferred managed care contracting entity within Hampshire County for all major health plans and is designed to offer its participating physicians and Cooley Dickinson Hospital improved efficiency in managed care contracting. There are currently approximately 300 Physician members of CDPHO, one third are Primary Care Physicians and two thirds are Specialty Care Physicians. Clinical Services Cancer Care Services Cooley Dickinson Hospital’s Cancer Care Program provides patients with expert care and the latest technology in a compassionate, comfortable setting close to family and friends. Accredited by the American College of Surgeons, the state-of-the-art program encompasses all aspects of cancer care including prevention, early detection, screening, diagnosis, treatment and support for patients and their families.

As part of the affiliation agreement with Massachusetts General Hospital, the two cancer centers have begun to collaborate on expanding oncology services to Pioneer Valley residents which will provide easier access to Mass General Cancer Center specialists, timely referrals for second opinions, and improved coordination of care. Cardiovascular Services Cooley Dickinson Hospital’s cardiovascular services are led by top-ranked physicians who are experts in noninvasive, invasive, diagnostic and therapeutic methods of caring for heart disease. The expert team of physicians, along with Cooley Dickinson’s caring and professional nurses and support staff, provides patients with the best in cardiac care, rehabilitation, and education.

Cooley Dickinson offers a wide variety of cardiovascular services at its main campus in Northampton, utilizing advanced and innovative technologies, treatments and techniques. The cardiovascular program includes the state-of-art Cardiovascular Suite, Critical Care/Coronary Care Unit, Telemetry Unit, Diagnostic Cardiology, Cardiopulmonary Rehabilitation, Anticoagulation Clinic and Interventional Radiology. Joint Replacement Center The Joint Replacement Center is part of the Cooley Dickinson Hospital Center for Human Motion. The Joint Replacement Center is a quiet, spacious, eight-patient unit with its own exercise suite located on the fourth floor of the North Building on the campus of Cooley Dickinson Hospital. Admission to this Center means joint replacement patients are not placed on the same floor, nor in the same room, as sick patients. This allows the skilled orthopedic team to offer customized treatment plans and activities designed just for joint replacement patients. The center offers both traditional and minimally invasive approaches to hip and knee replacement surgery. Kittredge Surgery Center The Kittredge Surgery Center features a variety of state-of-the-art technology including the da Vinci® S Surgical System and the GreenLight™ laser. Using the da Vinci S, Cooley Dickinson surgeons perform major procedures making the smallest incisions possible. Currently, Cooley Dickinson Hospital-affiliated surgeons use advanced techniques and state-of-the-art

instruments to perform joint replacement and kidney, gallbladder, prostate, and intestinal procedures. The Kittredge Surgery Center is named for Michael and Lisa Kittredge who generously donated $1 million to support and expand access to locally available health care services. Opened in 2007, the Center features spacious surgical suites and private preoperative and postoperative recovery areas. Rehabilitation Services With clinics in Hadley, Northampton, Southampton, South Deerfield, and Worthington, Cooley Dickinson's team of more than 80 therapists is passionate about providing extraordinary service and expert care. With a physician's referral, patients have access to Occupational Therapy, Physical Therapy and Speech-Language Therapy services close to where they live and work. Cooley Dickinson offers physical therapy, occupational therapy, speech therapy, and specialty programs which include:

Balance and Vestibular Disorders Bladder Control Hand Therapy Lymphedema

Neurological Deficits Orthopedics Pediatrics Swallowing Disorders

Women's Services Cooley Dickinson Hospital has been caring for the community since 1886, growing as the community grows and working to stay at the forefront of healthcare technology and services. The hospital cares for women at all stages of life, from those in childbirth to those living with a diagnosis of breast cancer or osteoporosis. Cooley Dickinson’s commitment to women’s health was most recently shown by the development of the Cooley Dickinson Center for Midwifery Care on the hospital’s main campus. The Center complements an array of existing childbirth services that range from family education to a pediatric hospitalist program. Cooley Dickinson Hospital provides inpatient and outpatient services in Northampton, including Fast Track and comprehensive Emergency Services complete with on-site laboratory and imaging services. There are also satellite facilities in Amherst, Easthampton, Florence, Hadley, South Deerfield and Worthington providing an array of services, including primary care, laboratory, imaging and rehabilitation services. Cooley Dickinson strives to be a model community hospital and is proud of the focused, compassionate care it offers to women through a wide array of custom services. VNA & Hospice of Cooley Dickinson The VNA & Hospice of Cooley Dickinson offers a comprehensive range of services throughout Hampshire County and parts of Franklin County to meet patient and family health needs. Skilled nursing includes services such as disease assessment, palliative care, medication management, wound care, and teaching patients and families to care for themselves. Visiting nurses work closely with patients' physicians to ensure continuity of care. The Hospice program

offers a medically supervised, nurse coordinated team that provides physical, emotional and spiritual comfort throughout the illness and bereavement experience. Other services provides by the VNA include physical, speech and occupational therapies, rehabilitation services, medical social workers, and home health aides. Commitment to Quality DHC is a national leader in the use of "Clinical Microsystem Improvement" teams (a methodology under continuous development at The Dartmouth Institute for Health Policy and Clinical Practice) and is the Institute for Healthcare Improvement's (IHI)'s case example for the use of Whole System Measures. These two concepts come together in Cooley Dickinson's participation as one of 350 high quality hospitals who participate in the IHI/Premier initiative known as "QUEST". CDHC has top quartile performance in five of the six QUEST quality/value measures. For a full list of clinical services offered at Cooley Dickinson hospital visit http://www.cooley-dickinson.org/Main/ProgramsServices.aspx

Massachusetts General Hospital Founded in 1811, Massachusetts General Hospital (MGH) is the original and largest teaching hospital of Harvard Medical School. Each year, the 950-bed academic medical center admits approximately 47,000 patients, records 1.5 million outpatient visits, including 90,000 Emergency Department visits, performs 38,000 surgical procedures, and delivers 3,600 babies. The MGH conducts the largest hospital-based research program in the United States, with an annual research budget of more than $750 million and major research centers in AIDS, cardiovascular research, cancer, computational and integrative biology, cutaneous biology, human genetics, medical imaging, neurodegenerative disorders, regenerative medicine, reproductive biology, systems biology, and transplantation. MGH, along with Brigham and Women's Hospital, is a founding member of Partners HealthCare, an integrated health care delivery system that includes the two founding academic medical centers, community hospitals, primary care and specialty physicians, specialty facilities, community health centers and other health-related entities. MGH has consistently placed among the top hospitals on the U.S. News & World Report Best Hospitals Honor Roll since the survey began in 1990. In 2013, MGH was named No. 2 in the nation and No. 1 in New England, based on quality of care, patient safety and reputation in 16 clinical specialties. In 2013, MGH was also redesignated a Magnet hospital, the highest honor for nursing excellence awarded by the American Nurses Credentialing Center. For more information on Massachusetts General Hospital visit: http://www.massgeneral.org/ Partners Healthcare System In March, 1994, MGH and Brigham and Women’s Hospital joined to form Partners HealthCare System, Inc. This affiliation of the two entities was established to create an integrated healthcare delivery system which provides excellent, cost-effective care. The hospital’s core commitment to teaching and research was well-maintained in this affiliation. Partners HealthCare System, Inc. has grown to include North Shore Medical Center, Newton-Wellesley Hospital and Faulkner Hospital. Partners offers one of the most robust and competitive medical educational programs in the country, with more than 200 residency and fellowship programs, where physicians-in-training routinely rotate among academic medical centers, community hospitals, and specialty hospitals. Partners HealthCare Physician network, and Partners Community HealthCare includes more than 1,000 primary care physicians and 3,500 specialists. In addition, Partners includes home health agencies, a psychiatric facility, and a rehab hospital in Boston, as well an Oncology Program in collaboration with the Dana-Farber Cancer Institute. For more information of Partners Healthcare System visit: http://www.partners.org/

Cooley Dickinson Health Care Corporation and Subsidiaries

Consolidates Statements of Operations

2012 2011 Operating Revenues

Net Patient revenue $ 205,268,473

$ 198,600,601

Other revenue 2,233,602 1,728,202

Total Operating revenues 207,502,075 200,328,803

Operating expenses

Salaries, wages, and employee benefits 114,103,334 112,223,704 Supplies and other expenses 57,440,804 57,814,697

Physician Services 4,823,057 4,705,685 Depreciation and amortization 11,529,407 12,867,872

Interest 1,234,-16 2,431,309

Provision for bad debt 4,614,931 3,826,886

Total non operating gains 193,745,549 193,870,153

Income from operations 13,756,526 6,458,650

Nonoperating gains (losses)

Investment income 1,878,309 1,113,580

Loss on bond refinancing - (1,197,235) Contributions 687,766 1,360,751

Other expenses (791,803) (991,575)

Total nonoperating gains 1,774,272 285,521

Excess of revenue over expenses 15,530,798 6,744,171 Change in unrealized (depreciation) appreciation of investments

(102,628) 140,707

Pension related changes other than net periodic benefit cost (3,787,865) (9,946,366) Net Assets released from restriction for capital additions 120,259 219,266

Change in unrestricted net assets $ 11,760,564 $ 2,842,222

Consolidated Balance Sheet

2012 2011

Assets Total Current Assets 80,824,349 73,563,696

Total assets whose use is limited or restricted 78,360,448 58,573,212

Total Assets 232,100,185 210,376,536

Liabilities Total Current liabilities 45,333,254 37,596,430

Total Liabilities 150,648,799 142,170,690

Net Assets

Total net assets 81,451,386 68,205,846 Total liabilities and net assets 232,100,185 210,376,536

Services

Community Members serviced 80,600

Inpatients 7,723

Births 861

Pediatric visits 15,986

Surgeries 4,829

Emergency Department visits 36,575

Rehabilitation visits 161,781

Laboratory tests 874,306

Cardiovascular Suite procedures 418

Vascular and Special Intervention visits

1,116

Radiation Oncology treatments 10,160

Endoscopy visit 5,250

Radiology, MRI, CT, Ultrasound exams

66,719

Women’s Imaging exams 15,373

Licensed Beds 140

Licensed Bassinets 11

Physicians 317

Nurses 415

Employees 1,705

Volunteers 398

Value 0f Free Care $4,633,298

Payor Mix

Medicare 31%

Medicaid 7%

HMO Blue 3%

Blue Cross 8%

Free Care 4%

Health New England 6%

Harvard Pilgrim 4%

Commercial 5%

Other third-party payors

32%

The Community Located along the banks of the Connecticut River, the Pioneer Valley in western Massachusetts is famous for its beautiful scenery, unspoiled nature, recreational facilities and the quality of life it provides as part of the Knowledge Corridor which extends up the Connecticut River from Hartford, Connecticut to Springfield, Massachusetts and northwards. Fifteen miles north of Springfield, the Valley which consists of Franklin, Hampshire and Hampden Counties, has retained its traditions and heritage and strong sense of community while embracing the growth and development that the proximity to larger urban development has provided. Each and every town and village is noticeably different, with distinct personalities and traits. Among the largest communities in Hampshire County you will find: Amherst has the charm of a little town with the amenities of a larger city while enjoying views of hills and mountains in all directions. Although originally a farming community, Amherst's main industry is now education, since it is the home of the main campus of the University of Massachusetts as well as two private colleges, Amherst College and Hampshire College. The town's commercial, social and cultural life benefits from the liveliness and diversity stimulated by the colleges and the University. Amherst has long supported excellent public schools, libraries and town services; it has also worked hard both to preserve farming and open space and to provide affordable housing. Amherst's thriving downtown is full of culture including museums, bookstores, galleries, antique shops, restaurants and lots of entertainment venues which make the town an exciting place to live. A vibrant cultural life including numerous music concerts, touring theater productions, lectures, botanic gardens and other cultural events abound. Northampton is a vibrant small city that feels like a small hometown with several distinctive village centers and is home to the prestigious Smith College and Smith College Museum of Art. Northampton is known as the #1 small arts town in America with a bustling artistic community. Also the county seat of Hampshire County, Northampton has a feel of a "college town" and blends traditional neighborhoods, eclectic restaurants, and a lively sophisticated cultural and intellectual community. Several village centers provide focal points for outlying residential areas while the downtown is alive with a wide selection of restaurants, coffee and ice-cream shops, theaters including the only municipally owned theater in the state, clubs featuring an array of music, street musicians and a Center for the Arts. The area has been highly rated for amenities it provides for families and outdoor activities as well as the arts and the broad array of community, environmental and other opportunities available to residents. South Hadley is a charming, pastoral town with winding roads past New England barns and small working farms that mixes rural with a touch of cosmopolitan as it is also home to Mount Holyoke College, the first all-female Ivy League school in the nation. South Hadley has a relaxing country living appeal and offers a variety of recreational activities from hiking to boating to skiing as well as quaint shops, restaurants, theaters and cafes and was the site of the first dinosaur fossil found in North America. Nestled under the steep slopes of Mount Tom, Easthampton was once a booming mill town which has reinvented itself into a thriving artistic community and center of innovation and creativity. Nonotuck Park is a breath taking regional recreation area that includes 190 acres of land for active and passive activities and Arcadia Nature Center and Wildlife Sanctuary provides

children as well as adults an opportunity to learn about the importance of animals and preserving their habitat. Easthampton is also home to the Williston Northampton School a private secondary collage prep school that has received the blue ribbon educational award which ranked it one of the top private schools in the country. Hampshire County is the home to five prominent universities that cooperate with each other and are known collectively as the Five Colleges. They are UMassAmherst, Amherst, Mount Holyoke, Smith, and Hampshire. Each of these highly regarded liberal arts colleges and universities contribute to Hampshire County's college town atmosphere, particularly in the significant college towns of Northampton and Amherst. While the college towns in Hampshire County are known for their progressive values and their embrace of alternative cultures and lifestyles, many of the county's outlying towns preserve their traditional, bucolic characters. The local housing market's affordable prices and diverse communities are very appealing to a variety of populations, particularly families who are also drawn to the area's rich culture and surplus of attractions. Education has long been a priority for the community from great public school districts in the region to a plethora of opportunities for lifelong learning. Throughout the communities in Hampshire County there is a strong and diverse economic base consisting of a resilient retail and commercial sector, a manufacturing sector which shows a mixture of traditional operations (wire protrusion, plastic molding) and innovative ones (production of heat sensing devices) and a large institutional base which includes county services, healthcare and education. For more information on Hampshire County and the communities that make up the Pioneer Valley visit: http://visithampshirecounty.com/ www.visitnorthampton.net http://www.amherstma.gov/

Summary of Position Reporting to the local Board of Trustees, and to the President of Massachusetts General Hospital, Peter Slavin, M.D., the Chief Executive Officer of Cooley Dickinson Health Care (CDHC) will provide overall guidance and direction to the organization for strategic, operational, and administrative activities to assure the success of the organization in the emerging healthcare environment. This is an outstanding leadership opportunity to make an impact on the healthcare delivery system that delivers top quality care and services, and endeavors to provide the right care at the right time. This leader will work in a collegial and rapidly integrated environment which provides opportunity for involvement in MGH’s and CDHC’s expanding network of care. Given the culture and size of the organization, it will be important for the CEO to be actively engaged at all levels of the organization and the community. This leader will be joining CDHC at a time when care is moving out of the traditional hospital setting into a care system that is focused on population health. The CEO will partner with a well-trained, highly skilled medical staff, workforce, and volunteers who will welcome this individual, as well as a highly dedicated and talented Board of Trustees. Key success factors for this new leader will be establishing an authentic, personal connection to the staff, physicians, and community leaders; communicating a compelling vision that motivates others; further elevating the commitment to and performance in service excellence; galvanizing and leveraging CDHC’s relationship with MGH; and ensuring CDHC successfully competes in the regional market while also finding new ways to collaborate and partner with other organizations. A major strength of CDHC is its excellent payor mix which supports funding for cutting edge care. Another key strength of CDHC is the depth and breadth of the Board. Trustees will provide continuous growth and learning opportunities for the next CEO. Given the many positive ingredients that include CDHC’s talented clinical staff and employees, the new relationship with MGH, historically strong financial performance and a strong balance sheet and a setting within a vibrant, thriving community, this represents an outstanding opportunity for a talented, dynamic health system leader. Key Responsibilities: The following are essential job accountabilities:

Actively develops short and long term operational and financial plans for the System.

Oversees the successful development and achievement of annual and longer term strategic and operating objectives and plans.

Ensures compliance with pertinent regulation and accreditation standards.

Ensures coordination with System quality and care management processes. Oversees and is accountable for performance and outcomes.

Represents CDHC and MGH on internal committees and external professional or civic

organizations.

Ensures a collaborative relationship with the Board in carrying out the mission of the organization. Ensures that Board and committee meetings are effectively planned and ongoing education programs regarding healthcare issues are conducted.

Goals and Objectives – Measures of Success

Based upon our interviews with staff, physicians, and board members, within the first 12-18 months of the new CEO’s tenure, substantial progress is expected to be made toward achievement of the following goals:

Establish oneself as a highly accessible, approachable member of the team. While the CEO will ensure the ongoing accountability of all staff, it is also important that the new CEO understands, successfully assimilates to, and engages in the close-knit culture of the organization and community;

Demonstrate personal credibility within the health system community as well as within MGH.

Developing an open, trusting, and credible relationship with each member of the medical staff, as well as MGH’s physicians and administrative leaders, will be a top priority of the new CEO;

Champion the organization’s goal of developing population health medicine and a more closely integrated health system structure that is both high quality and economically sustainable;

Champion organizational efforts to align the community physicians and CDHC that will result in a true partnership between the physicians and administration;

Operationalize the affiliation with MGH and its opportunities and implications;

Establish a comprehensive communications action plan between CDHC’s staff and MGH’s staff to ensure care delivery is well coordinated and best for the patient;

Identify opportunities to maximize the affiliation with MGH to the benefit of CDHC, in particular, seek opportunities for expanded clinical programs/services, cost/supply savings, and allocation of resources and services;

Develop a productive relationship with Baystate Health that recognizes the importance of tertiary referrals between the two health systems as essential to care coordination within the community;

Recruit, develop, and retain a competent and committed senior management team;

Develop a cogent strategic vision to ensure that internal stakeholders have clarity about the core direction and strategy for the organization, including their role in supporting operating and strategic plans and hold them accountable for those goals;

Ensure all levels of management have the appropriate training, authority, and tools to

further enhance a culture of empowerment, service, and accountability; and

Continue to develop and enhance CDHC’s relationship with the community, including optimizing how the organization “tells its story” within the community and promote the array of quality services available at CDHC.

Candidate Qualifications

The ideal candidate will have the following credentials:

Education A master’s degree in health care administration, public administration, business

administration or clinical discipline is required. Candidates with a clinical education and background, and who possess the necessary management and leadership experience and skills as outlined below are also encouraged to apply.

Experience & Background

Experience at the senior executive level in an acute care health system is required, either as

a President/CEO, or in a senior-level role having significant operational and management responsibility. Experience in a community hospital and in a large, progressive health system environment would be helpful. If candidates are not clinically trained, it is critical they demonstrate the ability to be an effective and credible champion of quality, patient safety, and other clinical and population health-related initiatives.

A track record of working collaboratively with both private practitioners and employed

physicians is critical, as is a strong understanding of the current trends and general concerns of physicians. It is fundamentally important that candidates have superb physician relations skills with the ability to quickly establish trust.

A track record of recruiting, retaining, and leading a high performing management team is

required.

A track record of civic leadership is preferred. Candidates who can demonstrate a clear ability to be successful in a visible community leadership role are encouraged to apply.

Candidates must have well developed strategic skills with evidence of formulating and executing strategic initiatives that have helped differentiate and strengthen an organization. Cooley Dickinson seeks a well-rounded, strategic contemporary leader who understands the trends in the industry and can effectively formulate and communicate a concise, compelling vision for the organization.

A metrics-based approach to management that incorporates the ability to communicate

expectations, and to monitor and discuss results in financial performance, quality, and employee, physician and patient satisfaction.

The orientation to actively engage with clinical and operational leaders on system-wide initiatives. Candidates should have demonstrated evidence of engaging with leaders and having established a reputation as an empowering, involved leader who fosters an environment of accountability and focus without micromanaging. Candidates should have evidence of having achieved “followership.”

A track record of interfacing effectively across the organization and with numerous internal

and external constituencies and stakeholders. A candidate who will further elevate Cooley Dickinson’s role as the health system (not just the hospital) and one who helps bring together various health-related organizations in the area is vital.

Should possess strong financial acumen and business literacy. A track record of leading positive financial performance is critical.

Experience in leading initiatives that have enhanced patient satisfaction – it is critical that

candidates have demonstrated experience with and a commitment to improving a culture of service, including modeling the behaviors that demonstrate this commitment.

Leadership Skills & Characteristics

Should possess very effective relationship building skills. A high integrity, approachable leader who can quickly build respect and credibility at all levels of the organization and community.

A leader who is by nature supportive, collaborative, mentoring, inclusive, and very engaged with staff to successfully build coalitions and teams. An uncompromising commitment to the value of staff involvement in decision making and finding solutions to future challenges.

A proactive leader who sees the possibilities for Cooley Dickinson in its partnership with Massachusetts General Hospital and effectively engages others in recognizing and leveraging these possibilities. The CEO will need to be an effective advocate for Cooley Dickinson within the broader health system while simultaneously communicating and demonstrating the value of the MGH within the local community.

Aptitude to work and be successful in a complex, dynamic environment. An individual with very high energy and intellectual horsepower capable of absorbing multiple inputs on multiple issues virtually simultaneously is important.

An individual who is appropriately decisive and has absolute confidence in his/her ability to see a project through to completion.

The ability to work closely with physicians, clinical staff, hospital executives and other key

constituents. A leader, who has a strong comfort level with physician relations, seeks physicians input and values their ideas, yet is able to meet their needs without compromising Cooley Dickinson’s goals and objectives.

Brings a hands-on, “roll-up-your-sleeves” approach to management, but at the same time has the ability to see and communicate the big picture. Viable candidates will be attentive to detail, but aware of the realistic issues of implementing change.

An aptitude for working in a changing environment and the ability to move agendas forward while dealing with differing levels of ambiguity.

Excellent communications and interpersonal skills including listening, speaking and writing

skills and the ability to interact with a broad range of people including entry-level staff to medical staff and board members. This is especially important, given the characteristics of the local community. He/she will listen well to his or her constituents and provide feedback to them.

Timeline / Procedure for Candidacy The search process is currently underway and will continue until the position is filled. Candidates should be aware of the following timeline: Presentation of Slate of Candidates: December 4, 2013 First Round Interviews: December 10 and 11th Finalist Interviews: Early through Mid January Nominations, applications, and inquiries should be submitted electronically to Cooley Dickinson Hospital’s executive search consultants, Paul Bohne and Tom Quinn through the office of Jennifer G. Bauer at CooleyDickinsonHospCEO@wittkieffer.com. Phone: 781-272-8899. Materials that can not be sent electronically may be mailed to:

Cooley Dickinson CEO Search

C/O Jennifer Bauer Witt/Kieffer

35 Corporate Drive, Suite 290 Burlington, MA 01803

Discover Thought Leadership at www.wittkieffer.com

The material presented in this position specification should be relied on for informational purposes only.

This material has been copied, compiled, or quoted in part from Cooley Dickinson Health Care documents and personal interviews and is believed to be reliable. While every effort has been made to ensure the

accuracy of this information, the original source documents and factual situations govern.