April 28, 2012

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

2. Wexner Medical Center Mission, Vision, Values, Strategic Goals 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 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 • Creating the future of medicine to improve people’s lives • …through Personalized Health Care 2

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

4. Strategic Plan All planning functions are integrated to drive performance Integrated Strategic Plan Program Development Plan Financial Plan Human Resources Plan Marketing Plan Technology Plan Facilities Plan Branding Strategy, National Reputation, Physician Referrals Signature Programs, Strategic Initiatives 5-10 yr Fiscal, Capital, and Philanthropy Plan People Plan: Recruitment, Development and Retention Technology Plan: Information & Clinical Master Facilities Plan, Medical Center Expansion, Inpatient, Ambulatory, Research, & Education 4

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

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

7. Overall Rating of Hospital • HCAHPS Inpatient Progress “During your stay how would you rate this hospital from 0-10” 90th Percentile (76%) %9s and 10s Months currently shown on CMS Website 12 Mo. Moving Ave 2006 2007 2008 2009 2010 2011

8. Clinical Performance Quality and Safety 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

9. Clinical Performance Market Perception and Share 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 Source: OHA, The Ohio State University Medical Center 2011 Consumer Survey

10. DaVinci Robotic Surgery Rehab – Nintendo Wii Technology Plan Performance Electronic Medical Record • October 2011 • Ability to provide patient information at every care site • Enhances quality and safety • Enables innovation Med School iPod Touch Telestroke 10

11. IHIS Command Center

12. Facilities Plan Performance To accommodate targeted program growth, we added 1.5M Sq.Ft in the last decade Inpatient Ambulatory Research COMING 2014 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 lot Topping Off!

17. Partnering with City of Columbus • Revitalization around University Hospital East Partners Achieving Community Transformation

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

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

23. Ten Reasons We willbe a Top-20 AMC and a top-10 NCI funded Cancer Center • Patients and their families first • Our People • Full alignment with the University • Integration across physicians, hospitals and academic enterprise • Strategic Plan – alignment of goals and focus • Our future focused brand and promise – Personalized Medicine (P4) • Innovation in all aspects of our work • Financial Plan and fiscal responsibility • Disciplined execution and accountability • Collaboration and partnerships locally and nationally The more turbulent the world, the more the great winners display consistency – Jim Collins