President and Chief Executive Officer American Board of Family Medicine Lexington, KY

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1 THE SEARCH American Board of Family Medicine Lexington, KY Quality Healthcare, Public Trust, and Setting Standards in Family Medicine -Vision Statement of the American Board of Family Medicine The American Board of Family Medicine (ABFM) seeks a highly respected and accomplished physician leader to serve as its next (CEO). Founded in 1969, the ABFM is a voluntary, not-for-profit organization dedicated to improving the quality of medical care available to the public, establishing and maintaining standards of excellence in the specialty of Family Medicine, improving standards for training in Family Medicine, and determining through evaluation the fitness of specialists in Family Medicine who apply for and hold ABFM diplomate certificates. Based in Lexington, Kentucky, ABFM is the third largest of the 24 certifying boards of the American Board of Medical Specialties (ABMS). The ABFM has over 80,000 diplomates. As the first ABMS board to require re-certification, ABFM has been a leader in Maintenance of Certification (MOC) in which all diplomates participate. MOC has since become known as Continuous Certification or Family Medicine Certification (FMC). The next President/CEO will take the lead at an exciting and important moment for Family Medicine, the Board, and the field of healthcare. As the healthcare environment rapidly evolves, the ABFM is in a powerful position to significantly influence the profession and the practice of Family Medicine. By ensuring that Family Medicine remains at the forefront of board certification, physician assessment and innovative research efforts, the ABFM will continue to thrive in its mission of serving the public. The next President/CEO will be responsible for providing executive leadership for ABFM and its two supporting Foundations the ABFM Foundation and the Pisacano Leadership Foundation. The successful candidate will work collaboratively with the Foundations and the ABFM board to establish strategic priorities that will continue to ensure the rigor and relevance of ABFM certification to ABFM diplomates, the public, and a variety of other relevant health care constituencies. As the external advocate and public face of the Board, this individual is also responsible for nurturing and strengthening ABFM s relationship with the American Board of Medical Specialties, related family medicine organizations, and the full range of regulatory

2 Page 2 of 10 bodies that govern graduate medical education, licensure, and certification. All candidates are required to have current ABFM certification and be actively participating in FMC and are expected to maintain their ABFM certification during their tenure with the ABFM. The ABFM will be assisted in this search by Isaacson, Miller, a national executive search firm. All inquiries, nominations, referrals, and applications (including a CV and cover letter addressing the below challenges, opportunities, and qualifications) should be sent via Isaacson, Miller s website: For more information on the ABFM and the ABFM Foundation, please see the Appendix and visit: ABOUT ABFM: ORGANIZATION AND GOVERNANCE The American Board of Family Medicine, formerly the American Board of Family Practice (ABFP), a non-profit corporation, was founded in 1969 and approved as a member board of the American Board of Medical Specialties. ABFM is the first generalist primary care specialty board of the ABMS, the first ABMS specialty board to require recertification, and the first to include specialists from other medical disciplines on its Board of Directors. It is the only ABMS specialty board to publish its own journal, the Journal of the American Board of Family Medicine, and cosponsor the Annals of Family Medicine. The ABFM has two related tax exempt supporting foundations. (See Appendix for more details.) The mission of the ABFM is to improve the health of the pubic through: 1. Certification: The ABFM certifies family physicians that are highly skilled and effective at improving the health of their patients, their families, and their communities, and assists diplomates in maintaining high professional standards through professional development and lifelong learning. 2. Training Standards: The ABFM sets the standards for training that prepares Family Medicine residents for board certification. 3. Research: The ABFM funds, conducts, and publishes research that is devoted to creating, evaluating, and maintaining cutting-edge certification methods, and to advancing the scientific basis of Family Medicine. 4. Leadership Development: The ABFM cultivates leaders in Family Medicine to expand the specialty s contribution to the health of the public. 5. Collaboration: The ABFM collaborates with other specialty boards and organizations to promote better health care, drive better outcomes, and manage health care resources responsibly. The ABFM develops and administers certification examinations for family physicians, as well as certifications of added qualifications in sports medicine, adolescent medicine, sleep medicine, hospice and palliative medicine, pain medicine and geriatric medicine. The ABFM has 87,778 diplomates. 7% of the diplomates have Certifications of Added Qualifications (CAQ). The Board of Directors of the American Board of Family Medicine is comprised of sixteen physician members, and two public members. Each Director serves a five-year term, and the immediate past chair serves one additional year. All physician members of the Board of Directors must be certified in their specialty by an ABMS specialty board and must maintain their certification throughout their term on the ABFM Board. The physician members of the

3 Page 3 of 10 Board include eleven family physicians and five specialists, one each from internal medicine, obstetrics/gynecology, pediatrics, psychiatry/neurology, and surgery. Board members are appointed by the ABFM Chair to serve on specific committees and these meetings are held in conjunction with each Board meeting. The Committees include: the Executive/Audit/Finance Committee (comprised of the elected officers of the Board), the Bylaws Committee, the Credentials Committee, the Operations Committee, the Examination Committee, the Research and Development Committee, the Communications/Publications Committee and the FMC Committee. Members of the 2016 Board of Directors are listed in the Appendix. The ABFM staff is composed of approximately 70 talented and accomplished individuals who are well versed in their areas of responsibility and highly valued for their expertise. CURRENT SITUATION In 2016, James C. Puffer, M.D., the President/CEO of the ABFM, who has served the ABFM with remarkable effectiveness since 2003, announced his plans to step down. Dr. Puffer s legacy will be leaving a Board that is in excellent shape and well prepared to adapt to the changing landscape of healthcare in the coming years. During his highly successful tenure, much has been accomplished including strengthening the continuing integrative approach to the certification process, developing meaningful and long-term relationships with the diplomates, and helping to make the completion of requirements as efficient as possible. Additional endeavors currently underway include the rollout of ABFM s PRIME, a Qualified Clinical Data Registry which is a population health and performance improvement tool for clinicians and practices. It extracts patient data from electronic health records and converts it into actionable measures to view and track quality of patient care and automate measure submission for both ABFM Certification and for federal quality improvement reporting. PRIME and other data centric initiatives have and will continue to involve the expenditure of resources. ABFM has also recently introduced a continuous knowledge self-assessment activitiy whereby a series of questions mapped to the ABFM Certification Examination are delivered to physicians every three months and can be answered at diplomates s own pace. Physicians then receive a performance report that demonstrates strengths and weaknesses in each blueprint category as well as an estimate of the likelihood of passing the Family Medicine Certification Examination. Other activities include the new performance improvement platform integrated with PRIME as well as changes to the format of the examination. THE PRESIDENT AND CHIEF EXECUTIVE OFFICER ROLE The President/CEO of the ABFM serves as the bridge between the Board of Directors and staff in addition to actively engaging with diplomates and all external audiences. For this integral position the ABFM requires a strategic-minded family medicine physician who possesses the experience and stature to effectively lead on the national stage. This individual should have experience guiding complex organizations and working with a variety of stakeholders including a board of directors. S/he will bring the proven capacity for innovation, a deep commitment to delivering excellence in healthcare, and a clear understanding of certification, assessment, quality improvement, and continuous education. S/he should be passionate about supporting family medicine physicians in their continuous professional improvement while remaining mindful of the competing demands on their time, and linking this

4 Page 4 of 10 to a broader dialogue on quality improvement in patient care. As the public face of the Board, the President/CEO should be a superb communicator and have proven ability to bring groups together. S/he must be an excellent listener who is open, receptive, and responsive to feedback to promote strong relationships and further the mission of the ABFM. The President/CEO, a full-time employee of the ABFM, is appointed by the Board of Directors, and serves as the corporate Secretary of the organization. The President/CEO also serves as President of two foundations: the ABFM Foundation and the Pisacano Leadership Foundation. Direct reports to the President/CEO are: the Senior Vice President, Chief Operating Officer, Chief Financial Officer and Vice President for Research and Policy. The President/CEO is the primary liaison between the ABFM and the American Board of Medical Specialties, the Accreditation Council for Graduate Medical Education (ACGME), and the organizations that comprise the family of Family Medicine: the American Academy of Family Physicians (AAFP), the AAFP Foundation, the American College of Osteopathic Family Physicians (ACOPF), the Association of Departments of Family Medicine (ADFM), the Association of Family Medicine Residency Directors (AFMRD), the North American Primary Care Research Group (NAPCRG), and the Society of Teachers of Family Medicine (STFM). The President/CEO will address, but not be limited to, a set of key opportunities and challenges, detailed below: CHALLENGES AND OPPORTUNITIES FACING THE NEXT PRESIDENT/CEO OF THE ABFM Provide vision and thought leadership that will guide the ABFM The President/CEO provides executive leadership for the ABFM and works collaboratively with the Board of Directors to establish strategic priorities. As the healthcare and technology landscape evolves, rigorous outcomes assessment and measurement that informs needs for professionalism in practice are critical. The ABFM is currently exploring avenues to place greater emphasis on the assessment of quality of care in real time, continuous knowledge self assessment, and the measurement of competence. This executive will need to ensure that the Board enterprise keeps pace with the emerging trends in physician assessment, graduate medical education, program accreditation, health care delivery, policy and regulation and research to ensure that ABFM certification remains the gold standard of quality for the nation s family physicians. During these times of unprecedented change in the delivery and financing of medical care, the President/CEO ensures that ABFM is at the heart of these conversations about the value, rigor and relevance of ABFM certification. Continue to build the value of continuous certification A central priority for the next President/CEO is overseeing the evolving continuous certification process to ensure that it maintains the highest quality of standards for patient care in family medicine; provides physicians with the means to continually assess and improve their capacity to reach these standards; ensures diplomates are being assessed by current, reliable and valid measures; and enables family physicians to incorporate modern techniques and skills to practice at the highest levels.

5 Page 5 of 10 ABFM is committed to continuously refining the Family Medicine Certification process to add maximum value with minimum burden. The President/CEO will lead the Board in communicating the essential value of certification, the importance of participation in FMC, and the promise of lifelong practice improvement to the public and to diplomates. This executive will work with staff to continue innovative research efforts to advance medical practice and to measure the quality of care. Promote a culture of ongoing innovation that supports Family Medicine ABFM recognizes that changing market forces require that board certification not only support its promise of assuring the public that family physicians are professional and competent, but that it also adds value for the diplomates. It is committed to a certification process that fits the way physicians work and is transparent, nonintrusive and efficient as possible. ABFM has been at the forefront in making strategic investments in the evolution of continuous certification. The next phase for the ABFM will be to focus on developing transformational clinical and population health tools, conducting research, and attempting to align policy efforts. The next President has the opportunity to work on furthering ABFM s platform to support the valuable features of primary care and to help reduce physician burnout. The ABFM, through its robust research group and the development of its PRIME registry, has made great strides in data collection, data warehousing, and competency measurement. The Board has planned for and invested considerable resources to continue to develop innovative tools, through the collection and use of this critical data, that will provide the means to assess the quality of care in real time, aid family medicine physicians with their self assessment and professionalism, and develop innovative methods that prepare physicians for the transition toward value based payments. The next President of ABFM will be tasked with listening carefully to family physicians and to continue to support physician capacity for quality assessment, quality improvement, data-reporting, and population management. Strengthen communication and transparency of ABFM to all stakeholders A key priority for the next President/CEO is the continued improvement and strengthening of communications from ABFM to external constituencies and diplomates. ABFM is currently exploring communication options that keep pace with the changing media and social technologies, in order to convey a higher degree of clarity regarding the current mission of ABFM and to more effectively address and respond to the expectations of its diplomates regarding the evolving guidelines for Board certification. The new President/CEO will need to be well versed in the trends in communication media and work closely with the highly talented ABFM information technology staff to implement changes that will enhance communications to the board, the public and the diplomates. Collaboratively work with the Board of Directors The next President/CEO will manage the board relationships, and will possess the ability to strategically and operationally manage a complex organization including two supporting Foundations. The President/CEO will develop and maintain a collaborative working relationship with the Board of Directors and under its guidance develop and implement strategic and operational activities that fulfill the ABFM s mission. The President/CEO should have demonstrated experience in leading through influence and in working with external and internal

6 Page 6 of 10 constituencies. The position requires a candidate with a comprehensive and nuanced understanding of the medical field and the changing medical landscape. Manage staff and effectively steward the resources of ABFM The President/CEO will also oversee a highly professional and loyal staff, made up of a team of experienced professionals who work collaboratively across a range of content areas. Their work is in certification and assessment, IT support, budget and finance, media relations, research, and programmatic development. The ABFM prides itself on the longevity of its staff who have been nurtured by a culture of transparency and collaboration as well as a relationship-centered environment that empowers their creativity, accountability, and service orientation. The President/CEO will inherit a very strong team, highly respected by the Board, well versed in their responsibilities, and accustomed to frequent briefings by the leadership on the current activities and strategic priorities of the ABFM. This executive must be comfortable with managing change to keep pace with the healthcare environment, and will engage the staff in the implementation of strategic priorities by fully utilizing the talents of each member of the ABFM. With several senior leadership retirements anticipated over the next few years, the ABFM has consciously staggered the departure of these key individuals to provide for smooth transitions with new hires or staff that will fill these roles. This will provide the next President/CEO will an opportunity to assess the existing team, anticipate future needs, and help to select the next Chief Operating Officer, Chief Financial Officer and Senior Vice President. The ABFM has enjoyed very strong stewardship of its resources and is in a strong financial position with adequate reserves. The CFO and the Board have carefully monitored revenue sources and expenses in order to accomplish key initiatives. There are operating losses that are factored into the budget for the next five years in order to support the critical activities and innovation related to the PRIME registry, certification, and assessment. The President/CEO will need to bring the financial acumen to successfully lead and manage a highly respected financial team, and to continue to ensure the continued effective stewardship of resources. Manage ABFM s strong external relationships and partnerships As the leader of ABFM and two Foundations, the ideal candidate will bring proven experience and a comfort level to serve as an effective public advocate for the organization, capable of communicating the fundamental role of ABFM within the existing medical ecosystem, and be effective in galvanizing the cooperation of relevant entities of medical specialties, health professionals, providers, diplomates and the public. The President/CEO will continue to nurture partnerships with other ABMS Boards, the family of family medicine organizations (AAFP, STFM, NAPCRG, ADFM, AFMRD, CAFM), as well as a multitude of external organizations. In addition, diplomates require an informed physician executive committed to their professional development and seen as a partner. In a time of ambiguity and rapid change that will impact the profession, the next President/CEO will need to manage discussions and debate among the board and its various constituencies. The President/CEO, through successful engagement of wider audiences and partners, can continue to improve the value of ABFM to its diplomates and the larger healthcare community as it grapples with what the future may bring.

7 Page 7 of 10 QUALIFICATIONS, SKILLS, AND EXPERIENCE As the leader of the ABFM, the ideal candidate will enjoy the public arena, connect personally and professionally with decision makers, and invigorate a broad range of constituencies. S/he will serve as the public face of an influential certifying board and should have experience successfully managing board relationships and strategically running a complex organization with a highly motivated, professional staff. Consideration will be given to familiarity with the mission, goals, functions, and work of the American Board of Family Medicine. The President/CEO will bring the proven ability to lead through influence and work effectively with external and internal constituencies. The President/CEO will have the knowledge, insight, and fortitude to make thoughtful but decisive judgments for now and the future. The President/CEO must be a family physician who is a currently certified diplomate of the ABFM and expected to maintain such status. The role of President/CEO will require travel around 50% of the time. The successful candidate will embody many of the following professional qualifications, skills, experiences, and personal qualities: Family Medicine board certification as an M.D. or D.O. Strong resonance with the mission of ABFM and the ABFM Foundation; a commitment to upholding, in all ways and at all times, the organization s core principles. A deep, nuanced understanding of ABFM s relationship with the family medicine community and the general public, including its primary responsibility to continuously improve the profession for the public good; the recognition that ABFM is of the profession but for the public. Commitment to ABFM s central role as an evaluative organization; dedication to excellence and innovation in ABFM s certification processes. Demonstrated core values around equity and diversity. A well-respected, honest, unflappable and ethical member of the medical community; outstanding medical knowledge and clinical judgment; experience with clinical practice, medical education and research is optimal. Passionate and committed to fostering and improving collaboration among the Family Medicine organizations and a steady and effective leader in the face of adverse situations. A firm grasp of the challenges facing family physicians, including the ever-increasing complexity of today s health care system. Demonstrated experience, and comfort with, employing appropriate, cutting-edge technologies to serve the mission of the organization. Proven experience developing strategy, thinking strategically and tactically, and providing leadership. The ability to convene groups with diverse agendas and connect the dialogue and debate to the larger framework of quality improvement in health care. High emotional intelligence and a demonstrated track record of finding creative solutions to difficult problems; exceptional negotiation skills. Knowledge and fluency to master any complex issue swiftly and to explain the dimensions and the solutions articulately to decision makers, member organizations, the media, and the public. Outstanding interpersonal and political skills to work internally and externally with a wide variety of constituencies and decision makers; the ability to partner effectively

8 Page 8 of 10 with the organization s diverse constituencies, including the general public, diplomates, the medical education community, and medical societies and associations. Exceptional managerial skills; a collaborative team builder with strong interpersonal and organizational skills. Effective, engaging communicator; clear and compelling in oral and written work. A willingness to travel approximately 50 percent of the time. Adaptable and innovative; energetic and forward-thinking. Appreciation for the role s internal and external duties and the ability to successfully manage and execute both sets of responsibilities effectively. LOCATION AND COMPENSATION The position is based in Lexington, KY. Known as the "Horse Capital of the World", Lexington is the heart of the state's Bluegrass Region. The U.S. Census estimate for Lexington-Fayette County is 310,797 (2014). Traditional products of the area include horses, bourbon, tobacco and handcrafts, but an increasing diversity of products and services contributes to a healthy economy. Fayette County consists of 283 square miles of gently rolling plateau in the center of the inner Bluegrass Region. The area is noted for its beauty, fertile soil, excellent pastureland as well as horse and stock farms. Lexington has been ranked among the most educated communities in the United States based on the United States Census Bureau 2015 data. Over 41% of Lexingtonians over the age of 25 have a bachelor s degree or higher, ranking the city #11 in the nation among cities with at least 300,000 people. Also, over 18% of residents have an advanced degree. There are ten colleges and universities within 40 miles of Lexington which enroll nearly 70,000 students every year. Compensation will be competitive and commensurate with the candidate s experience. TO APPLY All correspondence, including applications, nominations, and general inquiries can be submitted at Applications should include a letter of interest and CV or résumé. Electronic correspondence through Isaacson, Miller s website is strongly encouraged. All correspondence will be held in strict confidence. Denise O Grady Gaffney, Vice President, is leading this search with Jamie Sands, Managing Associate and Joseph Keller, Associate. The American Board of Family Medicine is an Equal Opportunity Employer and encourages applications from women and minority candidates. ABFM does not discriminate on the basis of race, color, national origin, religion, sex, age, disability, sexual orientation, gender identity, gender expression, genetic information or disabled-veteran status in its employment.

9 Page 9 of 10 APPENDIX ABFM FOUNDATION The ABFM Foundation is a 501(c) (3) supporting organization whose mission is to carry out the educational, scientific, literary and charitable purposes of the American Board of Family Medicine, Inc. The Foundation is managed by its own board of directors consisting of seven members of which two are ex-officio members including the Chair elect of the ABFM and the President/CEO of the ABFM. The Foundation is the sole member of two LLCs: ABFM Realty LLC which owns a building near the main offices and ABFM International LLC formed in 2013 to manage an agreement with ABMS-Singapore to license certain examination items for use in Singapore in the initial certification exam for family physicians trained in Singapore. PISACANO LEADERSHIP FOUNDATION AND PROGRAM The American Board of Family Practice established the Nicholas J. Pisacano, M.D. Memorial Foundation in January 1991 (now the Pisacano Leadership Foundation) as an enduring tribute to the founder and first Executive Director of the ABFP. Dr. Pisacano is widely accredited as one of the leaders in the effort to have Family Practice recognized as a major specialty. The Pisacano Leadership Foundation seeks to advance the specialty of family medicine by professionally and financially assisting accomplished individuals in their quest to achieve excellence in family medicine. The major goal of the Pisacano Leadership Foundation is to identify and foster the future leaders in family medicine. To accomplish this task, the Foundation developed the Pisacano Scholars Leadership Program. The Pisacano Scholars Leadership Program offers many career development opportunities, as well as scholarship funding, to the future leaders of family medicine. The Pisacano Scholars participate in semi-annual Leadership Skills Development Symposia and are offered a multitude of educational programs and mentoring relationships with current leaders in the field of family medicine. These programs are designed to enhance the overall leadership skills of the Pisacano Scholars; to provide them with the historical context and scope of family medicine; and to allow the Scholars to network and form professional relationships within their field. This premier leadership program is extremely competitive. Third-year medical students are eligible to apply. Only students who demonstrate a strong commitment to the specialty of family medicine will be considered. In addition, each applicant must show demonstrable leadership skills, superior academic achievement, strong communication skills, identifiable character and integrity, and a noteworthy level of community service. The level of financial need is not considered in the selection process. The scholarship funding is designed to reimburse a portion of medical school debt incurred by the student by the conclusion of the Scholar's residency in family medicine. A portion of the funds will be distributed to the student during their fourth year of medical school, and the remaining funds will be distributed over the required three-year residency. The maximum scholarship award is $28,000. Recipients are awarded up to $7,000 per year for up to four years.

10 Page 10 of 10 The Pisacano Scholars are evaluated each year by the Foundation's Board of Directors to assure eligibility for continuation in the leadership program. There is no service commitment for the Scholars upon completion of their family medicine residency. JOURNAL OF THE AMERICAN BOARD OF FAMILY MEDICINE Published since 1988, the Journal of the American Board of Family Medicine (JABFM) is the official peer-reviewed journal of the American Board of Family Medicine. Believing that the public and scientific communities are best served by open access to information, JABFM makes its articles available free of charge and without registration. JABFM publishes six bimonthly issues per year, comprising original material from authors with new knowledge to contribute to the understanding and advancement of family medicine research and clinical practice. JABFM also serves as an important forum for the specialty of family medicine, and as a source of news from the ABFM. Approximately 900 print copies of each issue are in circulation. Online access averages 536,650 hits per month. THE 2016 ABFM BOARD OF DIRECTORS Keith L. Stelter, M.D., Chair, Mankato, MN Elizabeth G. Baxley, M.D., Chair-Elect, Greenville, NC Christine C. Matson, M.D., Treasurer, Norfolk, VA Montgomery Douglas, M.D., Member-at-Large, Executive Committee, Farmington, CT Wendy Biggs, M.D., Overland Park, KS John Brady, M.D., Newport News, VA Colleen Conry, M.D., Aurora, CO Christopher A. Cunha, M.D., Crestview Hills, KY Joseph W. Gravel, Jr., M.D., Lawrence, MA Jerry E. Kruse, M.D., MSPH, Springfield, IL Lorna Anne Lynn, M.D., Philadelphia, PA Michael K. Magill, M.D., Salt Lake City, UT David W. Mercer, M.D., Omaha, NE Marcia J. Nielsen, Ph.D., MPH, Lawrence, KS Robert J. Ronis, M.D., MPH, Cleveland, OH David E. Soper, M.D., Charleston, SC Melissa Thomason, Pinetops, NC James Kennedy, M.D., Immediate Past Chair, Winter Park, CO