President

Leadership Profile

Prepared by

Joyce A. De Leo, Ph.D. Jeff Schroetlin, MBA January, 2018

This leadership profile is intended to provide information about Pacific Northwest University of Health Sciences and the position of president. It is designed to assist qualified individuals in assessing their interest.

The Opportunity

Pacific Northwest University of Health Sciences (PNWU) seeks a new president to lead this innovative, mission-focused, and highly collaborative private university into the future. After six years of extraordinary leadership, current President Keith Watson, DO, has announced he will retire in the summer of 2018. Faculty, staff, administration, and the board have worked together to pursue an ambitious strategy that has resulted in strong enrollments and student outcomes across the College of Osteopathic Medicine and partnership academic programs, a growing regional footprint, and a solid financial position for new leadership to leverage moving forward.

PNWU invites inquiries, applications, and nominations for the position of president to provide academic and administrative leadership and vision to advance the University’s mission in education, service, and research. PNWU was founded in 2005 in Yakima, Washington, to address the critical shortage of health care providers throughout the Northwest. With the successful launch of the College of Osteopathic Medicine, as well as the successful collaborations for additional professional health programs, the University is now poised for further growth to fully realize its mission. The next president will help shape the vision for PNWU going forward to achieve the institution’s overall goals and objectives to improve the quality of health in rural and underserved populations. This will include building additional programs, overseeing the expansion of its campus, establishing and fostering partnerships across a five-state region, and attracting further philanthropic and community support to launch PNWU to its next stage of evolution. As the administrative leader for PNWU, candidates should have exceptional communication skills, a high degree of professionalism, considerable financial acumen, and the ability to represent the institution to a wide range of constituents. Experience with fund-raising is essential, as is a clear passion for advancing the University’s mission in the midst of a changing health care and educational landscape. Candidates must possess a PhD, DO or other relevant terminal degree with a deep appreciation for rural and underserved health care and education. The successful candidate should also demonstrate: 1) progressive administrative leadership experience in an academic environment; 2) recognition for achievement in research, educational and/or clinical pursuits that would warrant appointment as a faculty member at the professorial rank preferred; 3) experience with developing new academic health professional programs; 4) track record of successful fundraising; 5) experience with interprofessional education and practice; and 6) the ability to build consensus with stakeholders across the University as well as at the community, state, regional, and national level. The national executive search firm Witt/Kieffer is assisting PNWU with this leadership recruitment. For information on how to make a nomination, express interest, or apply, please see the end of this document.

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Pacific Northwest University of Health Sciences Overview and Recent History PNWU was founded as a 501(c)(3) private, nonprofit corporation in Yakima, Washington, in 2005 to provide graduate-level health care education in response to the health care needs of the Pacific Northwest. A medical school with a doctoral program in osteopathic medicine was established and matriculated its inaugural class in August 2008. At that time, the College of Osteopathic Medicine (COM) was only the third medical school in the five-state Northwest region of Alaska, Idaho, Montana, Oregon, and Washington, and was the Northwest’s newest medical school in 60 years. To help address a significant shortage of health care professionals in the Northwest, PNWU has built a Recruit-Educate-Return model. PNWU emphasizes recruitment of students from rural or medically underserved locations and educates students in such areas with the intended outcome of graduates practicing in rural and medically underserved communities of the Northwest. To that end, 78 percent of students are from the PNWU five-state region (Alaska, Idaho, Montana, Oregon, and Washington), 43 percent are from rural areas, and 30 percent are from medically underserved areas. As of May 2017, PNWU has graduated 488 physicians from the College of Medicine (COM), each of whom has matched into postdoctoral residency training programs. Over 80 percent of the residencies selected by PNWU graduates are in the specialties of greatest need: family medicine, internal medicine, pediatrics, general surgery, emergency medicine, obstetrics/gynecology, psychiatry, and neurology. Even more encouraging is the number of graduates completing residencies and establishing practices in the Northwest, thus closing the loop on the Recruit-Educate-Return model for those physicians. As of October 2016, 82 percent of the graduates who have completed residency and reported their practice location to PNWU, are practicing in the Northwest.

The visionary physicians and community leaders who founded PNWU were dedicated to improving access to health care in the Northwest. These leaders knew that the success of the dream rested on the quality and dedication of the two fundamental elements of any educational program: students and faculty educators. The selection of students was based on the

Recruit-Educate-Return model outlined above. University leadership recognized that the middle component—Educate—was crucial to success.

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Through continuous, intensive effort, PNWU has attracted and retained faculty members who not only have the demonstrated academic credentials and experience to be effective medical educators, but who also share the excitement of being part of the growth of health education for an area of the U.S. that will benefit from the philosophical and functional approach of the PNWU mission. Several faculty members were tenured chairpersons in other medical schools, others had been faculty in graduate universities, and many area physicians, both MD and DO, have been eager to join the faculty either as classroom or laboratory instructors as well as in the capacity of clinical trainers and supervisors. Since opening its doors in 2008, PNWU has experienced tremendous growth. The number of employees has increased from 65 to 212. The Cadwell Student Center was added to the campus in 2011. Butler-Haney Hall, the flagship building, received a major addition in 2012 that includes a 400-person occupancy auditorium, faculty and staff offices, and a café area for students. The University Conference Center was completed spring 2015, the Iron Horse Lodge was purchased in 2016, and additional land parcels have been purchased for future campus growth, increasing the campus from 43 to 70 acres. PNWU has also established 16 core rotation sites in communities around the Northwest. Hospitals and clinics in the region have welcomed PNWU-COM students, training them in the clinical settings where many will eventually practice. Beyond offering the Osteopathic Medicine program (and in alignment with the PNWU 2014-2020 Strategic Plan), PNWU has engaged in collaborations with Washington State University (WSU) Schools of Pharmacy and Nursing, and Heritage University’s (HU) Physician Assistant (PA) and Master of Arts in Medical Science (MAMS) programs to provide interprofessional education to students from each program. WSU, HU, and PNWU have conducted these activities in ways that comply with accreditation standards and requirements. The WSU Doctor of Pharmacy (PharmD) program is physically located on the PNWU campus; the Cadwell Student Center was remodeled to accommodate a compounding lab, mock pharmacy, three observation rooms, and surgical scrub sink for the program. The PA and MAMS programs are located on the HU campus, just 20 miles from Yakima, which allows for a short commute for interprofessional education activities. Planning for an interprofessional education building is underway to further facilitate cooperative educational activities between these institutions. PNWU Mission Pacific Northwest University of Health Sciences educates and trains health care professionals emphasizing service among rural and medically underserved communities throughout the Northwest. Accreditation Pacific Northwest University of Health Sciences has been granted Candidate for Accreditation status by the Northwest Commission on Colleges and Universities. The NWCCU recently conducted a successful site visit, putting PNWU on firm footing for full accreditation. The College of Osteopathic Medicine is accredited by the Commission on Osteopathic College Accreditation (COCA) of the American Osteopathic Association.

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College of Osteopathic Medicine (COM) Mission Pacific Northwest University of Health Sciences College of Osteopathic Medicine educates and trains students to become health care professionals with osteopathic values, and conducts research to provide quality care to communities of the Pacific Northwest, particularly rural and medically underserved populations. Overview The COM’s leadership includes the dean and chief academic officer, associate dean of postdoctoral education, associate dean for student affairs, associate dean for clinical education and associate dean for preclinical education. The COM consists of the following academic departments: Anatomy, Biomedical Sciences, Clinical Medicine, Family Medicine and Osteopathic Principles and Practice. Approximately 60 percent of practicing osteopathic physicians (DOs) are primary care specialists in family medicine, internal medicine, pediatrics, obstetrics/gynecology, and geriatrics. Osteopathic physicians are trained to view the patient as a whole person with biological, psychological, and sociological needs, and to recognize that wellness and healing is based on the interdependence of structure and function, and the body’s inherent ability for self-healing and regulation. PNWU-COM has a distinguished faculty, and a talented and committed staff, and administration that focus on high-tech, healing-touch medical education, as well as osteopathic principles and practice to train the next generation of physicians. In addition, more than 1,000 adjunct clinical faculty members share in PNWU's commitment to serve the rural and medically underserved of the Pacific Northwest. The four-year accredited osteopathic medical education program begins in Yakima at Butler-Haney Hall and the Cadwell Student Center. Combined, these two buildings provide 76,000 square feet of learning space including a spacious anatomy laboratory with camera projection capability, a large osteopathic manual medicine classroom, two simulation laboratories, research and study space, a student government office, student lounge, and numerous break-out rooms for small group interaction, a four-hundred seat auditorium, a clinical skills area simulating a medical practice with eight exam rooms, and a waiting and debriefing area equipped with video cameras. During years three and four, students engage in their clinical education in clerkships at hospitals, clinics, and physician’s offices throughout the Northwest, where regional deans and regional administrators support and guide their progress toward residency. PNWU-COM is accredited by the Commission on Osteopathic College Accreditation (COCA) of the American Osteopathic Association.

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Finance and Operations PNWU benefits from strong leadership and financial position. Financially, the University has a healthy margin on its nearly $30 million budget, and has been contributing significantly to its reserves. Existing endowed funds are focused towards student scholarships, and the University is securing gifts to work towards the launch of an aggressive capital campaign. A major focus of the campaign will be the construction of a new educational and student services building, slated for construction on adjacent, owned land. Recent hires at the executive level have been made to set up a university structure able to support the growth of future programs, increase scholarly activities and facilitate community, government and philanthropic relationships. Faculty and staff has steadily increased in size to approximately 230 in 2017. The College of medicine currently has a faculty to staff ratio of 9 to 1. Board of Trustees PNWU enjoys an active and mission-driven Board of Trustees whose vision and dedication has moved the University forward at a rapid pace. The 16-member board is geographically diverse, and represents community, educational and health care leaders. Members serve three-year terms, with Board Officers serving in their leadership roles for a period of two years. Website More information on PNWU can be found at: http://www.pnwu.edu/

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Role of the President The president serves as the chief executive officer of PNWU and is responsible for ensuring the University delivers outstanding programs to its students and utilizes its resources effectively with integrity to fulfill its mission. The president reports directly to the Board of Trustees and is ultimately responsible to the Board for the supervision and administration of all matters pertaining to the University and its colleges and programs. The president fosters communication with and among all trustees; respects the priorities and furthers the initiatives of the Board; engages the Board in the formulation and implementation of strategic and budget plans to advance the University’s goals; consults with the Board and considers alternative views of trustees and staff in the development of major policies; and keeps the Board apprised of significant issues and conditions that have implications for the University. The president reports to the Board of Trustees and serves as an ex-officio member/full voting member of the board. Reporting to the president are:

Provost Senior advisor to the president Executive assistant to the president Chief financial officer Chief development officer

Chief operations officer Chief human resource officer Chief research officer Chief communications officer Chief information officer

Opportunities and Expectations for Leadership The next president of Pacific Northwest University of Health Sciences will come at a pivotal time in the University’s evolution. There are several initiatives, both ongoing and soon to launch, which will require the president’s leadership. Launch new academic programs The University was established to recruit, educate and return health care professionals to the significantly underserved regions of the Pacific Northwest. Given the success of the medical college and partnerships with other universities to help train pharmacy, medical arts, and physician assistant students, the opportunity remains to branch into additional programs that will directly impact the community. The new president will be expected to sustain and foster new academic partnerships within the State of Washington and region and leverage the opportunity to jointly pursue state funding and resources. The University is well on its journey to achieving accreditation by Northwest Commission on Colleges and Universities (NWCCU), which will allow it to offer additional, independent degree programs. These are likely to include physical therapy, occupational therapy, dentistry, and behavioral health – programs which will help ease acute shortages of these professionals for the underserved communities of the

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Northwest. The University’s focus across a huge, five-state region, also speaks to the need to explore opportunities in online and distance education, as well as telemedicine. Expand interprofessional education opportunities The University is well poised to become a leader in interprofessional education. As additional partnerships are formed and new programs are developed, students across several programs will be learning side by side, and in a manner which will reflect what will be required for progressive, high quality and efficient medical care for underserved communities. The University is also in a unique position to impact interprofessional interactions amongst caregivers in these communities having formed partnerships in many health care settings which previously did not have trainees and students. A president is needed who can bring a vision for a collaborative model of learning which will reflect where health care is headed, especially for the benefit of rural communities. Advance educational, training and practice opportunities for faculty and students The Pacific Northwest region remains at a significant disadvantage for graduate medical education opportunities. While the College of Medicine has seen remarkable rates of students returning to the region after residency in other parts of the country, the University can be a driving force for creating additional residency slots locally. Along with the dean for the college, the president will be a key advocate in working with local, regional health systems, clinics and community and legislative partners to explore creative ways to help address this shortage. Additionally, the College currently has no faculty practice, which could be a vital tool for furthering educational opportunities, and for attracting and retaining clinical faculty. The president is a vital driver for creating additional partnerships with new and existing clinical partners, and in setting up agreements which mutually benefit the University, partners and community. Enhance scholarship and faculty development opportunities The University has recently made investments and infrastructure enhancements to promote scholarship, including building support for faculty, students, and clinical partners wishing to conduct educational research, clinical research. The University’s mission and focus positions it well to conduct educational research, rural and underserved health policy and health services research, as well as population health studies. Faculty and students are enthusiastic in advancing robust academic careers, and need the opportunity and guidance to pursue research and scholarship. Grow PNWU’s resources and facilities The University’s expansion into additional academic programs will require additional space and resources. The University remains on solid financial footing with a positive cash flow, growing reserves and excellent cost control. The addition of new programs will also mean additional revenues. Yet with the current space already largely utilized with existing programs, the need for a new building offering learning space, student facilities and offices is required. Investing in the University’s future will mean measured risk and additional philanthropic support. PNWU has recently set an aggressive capital campaign goal to build vital funds which will provide

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scholarship support for students, construct a new building, and fuel research and inter-professional education. The public phase of the campaign will be timed closely with the arrival of the new president. Supported by the Board and the University’s advancement team, the president will undertake a region-wide campaign, given the University’s impact on communities beyond Yakima. There have also been important legislative relationships formed. PNWU is doing an extremely effective job of positively impacting rural and underserved communities in the region, and it is increasingly gaining notice. The president should work to explore ways government support can help advance the health of the communities PNWU is serving.

Qualities and Qualifications of the Ideal Candidate

The University seeks a mission-driven and visionary president who can continue the University’s strong trajectory while bringing new ideas, a collaborative and creative approach to solving problems and an entrepreneurial spirit to the position. The successful candidate will demonstrate evidence of successful leadership and administration in a complex, dynamic organization preferably in higher education, commitment to academic excellence and student success, dedication to the values of a diverse, inclusive community, ability to continue revenue growth and lead the University’s fund-raising efforts. Outstanding communication skills, a high level of emotional intelligence, and capacity to build effective relationships with a broad range of constituents is required. A PhD, DO or its equivalent terminal degree in a related field is required. In addition, the president should demonstrate the following: Leadership Skills

The ability to lead a complex institution with a commitment to team building, collaboration, transparency, and personal accountability.

A commitment to faculty and shared governance; fairness, transparency and inclusion in governance and decision-making and an ability to support and advocate for the University’s innovative educational approaches, including its commitment to interprofessional education.

The personal and professional skills to work positively and collaboratively with the Board, the faculty and the administration.

A long-term commitment to the University, its mission and to the community. The ability to identify and develop talent; a commitment to professional development of

faculty and staff.

The ability to serve as an optimistic, energetic and enthusiastic spokesperson for the University within the community, the region, the country and internationally.

An ability to develop and implement initiatives that will increase the diversity of student, faculty and staff populations.

Personal Characteristics

A commitment to fairness, respect and transparency.

Outstanding communication skills. Positive and creative problem solving skills.

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Willingness to take risks. An entrepreneurial spirit. A community-minded approach. Honesty and integrity. A commitment to diversity and inclusion. Openness, curiosity, and interest in a wide range of disciplines.

Willingness to listen. Evidence of self-awareness. Sense of humor and an appreciation of every individual.

Experience and Technical Skills

A broad view and deep knowledge of the higher education landscape, challenges and future opportunities on a national and global basis especially related to medicine and health professions.

Outstanding academic background with teaching and leadership experience within a university or college setting or equivalent experience.

Experience managing a highly diverse organization. Strong fund-raising skills. Strong fiscal management skills with the ability to assess and oversee the fiscal needs,

operations and challenges of the University.

Strategic planning experience and the skills to develop and execute the University’s next long-term strategic plan.

Marketing savvy, with the ability to effectively communicate PNWU’s mission and strengths to a diverse range of constituents.

Experience working with State government and legislators to pursue institutional initiatives.

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Procedure for Candidacy Inquiries, nominations and applications are invited. Review of applications will commence immediately and will continue until the position is filled. For fullest consideration, applicant materials should be received by March 1, 2018. Candidates should provide a curriculum vitae, a letter of application that addresses the responsibilities and requirements described in the Leadership Profile, and the names and contact information of five references. References will not be contacted without prior knowledge and approval of candidates. These materials should be sent electronically via e-mail to the PNWU’s consultants, Joyce De Leo, PhD, or Jeff Schroetlin at PresPNWU@wittkieffer.com. Inquiries and questions concerning this search may be directed to Sarah Olsen at solsen@wittkieffer.com or 630-575-6177.

PNWU values diversity and is committed to equal opportunity for all persons regardless of age, color, disability, ethnicity, marital status, national origin, race, religion, sex, sexual orientation,

veteran status or any other status protected by law. _____________________________________________________________________________ The material presented in this leadership profile should be relied on for informational purposes only. This material has been copied, compiled, or quoted in part from PNWU 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. All images and logos used in this leadership profile were provided by PNWU and/or are owned by Witt/Kieffer via Getty Images.

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