Michael Mittelman OD MPH MBA FACHE

• Decisively shaped and implemented Salus University’s mission and vision while ensuring financial stability, growth and innovation and support faculty, students and staff. Responsibilities include:
• · Oversee a $52M budget
• Developing and clearly articulating the University’s mission, vision and core values with all internal and external stakeholders
• · Oversees and ensures the excellence of all academic programs to include assuring each program and the University remains fully accredited
• · Oversee the development, approval and execution of the University’s institutional budget
• · Ensure the quality of the academic and support programs of the University and all of its component entities;
• · supervision of the relationship between students and the administration;
• · Identify and secure external funding sources, to include grants and philanthropic support from alumni and other sources
• · Work closely with the Board of Trustees as well as external constituencies to advance the mission of the University
• · Represents the University in all public-affairs related activities
• Over 9-year tenure at Salus, my team and I have met or exceeded the goals of our strategic and annual plans. These accomplishments have resulted in the strengthening of our academic programs, reinvestment and improvement in key infrastructure, compliance with all academic accreditation bodies and government agencies pertaining to academic, research and clinical portfolios and improved business processes affecting clinical and academic operations of the University. Additionally, we have built the Salus brand locally, nationally and internationally and successfully celebrated the 100-year legacy of the Pennsylvania College of Optometry. During my tenure, the University completed each year with a budget surplus.
• Specific accomplishments include:
• Successfully completed the Middle States Commission on Higher Education Accreditation requirements.
• Achieved full accreditation for each of our 6 core programs as well as our Optometric residency program.
• We have kept tuition increases to between 1% - 3% for most programs with audiology tuition not increased the last 2 years.
• Initiated a Scenario Planning initiative that allowed us to look ahead 10-15 years at alternative futures that may be confronting both higher education as well as health care delivery. This 6-month process helped to inform our strategic plan which has been an active, living document under my leadership.
• Established a Chief of Staff position that serves as the Chief Operating Officer of the University and allows me to now focus both internally and externally. Formally, the president served as both the CEO and COO, which resulted in unavoidable micromanagement and inefficient use of executive time.
• Revitalized the University’s President’s Council which was not functioning in that capacity when I arrived. Now the body provides invaluable input into all aspects of University operations and serves as my key leadership team.
• Developed a University Master Facilities Plan and have spent the last six years executing that plan, which included a new Learning Resource Center, updated clinical procedures laboratories, a new student life and cafeteria area, updated classrooms and administrative spaces.
• Instituted formal leadership training for mid-level academic and administrative management
• Created a culture of transparency through consistent communication with faculty and staff. I write a “Weekly Update” that is distributed widely to students, faculty, residents, staff, alumni and our Board of Trustees.
• Oversaw the total revision of several core program curricula in order to meet today’s modern health care delivery standards.
• Implemented new programs to include Speech-Language Pathology, a post-baccalaureate program, the nation’s only 3-year optometry program, a 3-year audiology program and most recently and orthotics and prosthetics program.
• Improved national competency exam outcomes; the majority of our programs have a 100% first-time pass rate, with all being above national averages
• Revitalized the University Advisory Board process for each program. These boards serve as a source of professional interaction and current information for each program. The Advisory Boards also serve as a source of members for the University Board of Trustee.
• Refinanced our debt to lower our interest rates and secured the funding necessary for capital improvements
• Reversed the trend of increasing losses at our largest clinical teaching entity through improved collections and expense management. Currently on target for an improvement over the previous year by 10%.
• Secured a $1M State grant in 2015 to open a Patient Centered Medical Home within our Eye Institute to provide care to our local community. This clinic also provides cross educational opportunities for Optometry and Physician Assistant students.
• Secured an additional $1.2M State grant in 2019 to develop a patient simulation laboratory that will be used for all programs.
• Worked closely with local legislators to help move scope of practice legislation forward as well as to increase the visibility of the University.
• Hired a lobbying firm to assist us in convincing the Commonwealth to include a line-item in their budget that would both offset resident’s tuition and care we provide for free to our local community.
• Modernized our clinical, classroom and student life facilities.
• Built a state-of-the-art Learning Resource Center to replace an outdated library facility. This has become a centerpiece for the campus.
• Updated the Optometric clinical procedures laboratory to include virtual reality training, inclusion of an electronic medical record and state-of-the-art learning and clinical equipment.
• Re-organized the University Institutional Advancement Department to include hiring of a development professional to lead the department (previously this was done with laypeople). Improved fundraising capabilities and have successfully completed first-ever $5M Comprehensive Campaign.
• Established a Communications and Marketing Department. These professionals work with our enrollment management team to ensure the University continues to attract qualified students as well as clinical operations team to ensure we have ample patients to fill teaching clinics.
• Successfully rebranded the Salus name and successfully marketed our local, regional, national and international footprint.
• Merged our College of Education and Rehabilitation and College of Health Sciences to achieve administrative efficiencies, better address the priorities and mission of the university, enhance the visibility of the university, as a whole, and enhance collaboration and inter-professional activities across the university's programs.

• Served as Chief Operating Officer of Navy Medicine's 19 hospital, over 100 branch clinics, 2 hospital ships, public health, dental, medical research and development, medical logistics and education and training enterprise, overseeing over 63,000 Sailors. Overall operating budget of $3B.
• Served as second most senior medical department officer in the United States Navy and is an advisor to the United States Secretary of the Navy and Chief of Naval Operations on all health and medical matters pertaining to the United States Navy and United States Marine Corps.
• Managed Navy and Marine healthcare policy, administering the services' healthcare and biomedical research facilities as well as the various staff corps of BUMED, including the Medical, Dental, Medical Service, Nurse and enlisted corps.

• Senior medical advisor to the Commander, U.S. Pacific Command, DOD's largest area of responsibility (AOR).
• Responsible for using and integrating United States Army, Navy, Air Force and Marine Corps medical forces within the USPACOM AOR to achieve U.S. national security objectives while protecting national interests.
• Developed medical engagement strategy for the Indo-Pacific region to include the building of new clinics in Laos, establishing new medical relationships in Cambodia, Vietnam, Singapore and Thailand.
• Served as senior medical officer in response to Operation Tomodachi, the Japanese earthquake and Tsunami that resulted in the Fukushima nuclear emergency. Responsible for the health and safety of over 100,000 American citizens living in Japan.

• Senior medical advisor to the Commander of Joint Forces Command and Allied Command for Transformation (NATO)
• Responsible for developing, analyzing and operationalizing medical composition of all other Combatant Commands within the U.S. Military structure as well as NATO.
• Responsible for the entire U.S. and allied medical organization with the Afghan theater of operations
• Developed pipeline for wounded warriors to obtain specialty care in civilian healthcare facilities providing state-of-the-art treatments for severe burn and amputee patients.

• Directed the Navy's most diverse Corps with 31 specialties and more than 3,000 active and reserve officers practicing or training in more than 31 different health care specialties. Medical Service Corps officers are stationed at military treatment facilities, medical education institutions, clinics, hospitals and research units located within the United States and various overseas locations.
• Medical Service Corps officers provide direct support to Navy and Marine Corps commands, squadrons, battalions and units. Medical Service Corps officers deploy in support of combat operations, disaster relief, and humanitarian assistance missions, providing the best care our nation can offer ashore and afloat.

• Navy Medicine's senior (Flag Officer) representative and chief advocate in the office of the Chief of Naval Operations to develop plans, policies and identify resources for the accomplishment of Navy Medicine's operational responsibilities. Managed $3B budget.
• Interfaced with all facets of Naval operations to ensure seamless transfer of information to ensure Navy and Marine Corps leadership was fully engaged with issues facing Navy Medicine financially and operationally.

• Maintained Navy compliance with federal laws, in addition to established organizational standards.
• Developed policy for each phase of hiring processes, encompassing civilian employment verification, employee relations investigations, criminal background checks and onboarding.
• Developed policies hiring and training of new civilian employees, professional growth of staff and team building and motivation.
• Maintained optimal staffing levels of both active duty and civilian personnel by tracking vacancies and initiating recruitment and interview processes to identify qualified candidates.

• Navy Medicine's representative and chief advocate in the office of the Chief of Naval Operations to develop plans, policies and identify resources for the accomplishment of Navy Medicine's operational responsibilities.
• Interfaced with all facets of Naval operations to ensure seamless transfer of information to ensure Navy and Marine Corps leadership was fully engaged with issues facing Navy Medicine financially and operationally.

• Served as the liaison between the Surgeon General of the Navy and the Medical Officer of the Marine Corps
• Navy Medicine's representative for the development of a Joint Medical Command
• Developed and ultimately received approval for a Marine Corps Medical warfare device.
• Served as "skunk works" for "getting things done" for Navy Medicine

• Directly supported the Surgeon General of the Navy in executing his duties
• Provided in-depth briefings to Congressional Staffers
• Coordinated all communications between the Office of the Surgeon General and Navy Medicine enterprise, worldwide.
• Organized local meetings and assured seamless communications between all Navy Medicine directorates.

CEO of the Navy's largest, most complex overseas tertiary care hospital supporting over 50,000 eligible beneficiaries.

Supported initial phases of the U.S. response to the terrorist attacks on 9/11

3x recipient of the Military Health System's superior customer service award

Successfully attained full Joint Commission re-accreditation.

• CEO of the Department of Defense's larges optical fabrication laboratory and optician teaching program.
• Demonstrated ingenuity by updating policies and procedures to reflect best manufacturing and business practices. Saved $4M after re-engineering entire fabrication process.
• Fostered change through collaborative leadership and management resulting in buy-in from the entire staff.
• Enhanced professional growth and development through meetings and educational programs.
• Championed continuous improvement strategically aligned to DoD goals and an updated, moving strategic plan.

Responsible for the initial screening and healthcare of over 40,000 Navy recruits entering through the Great Lakes Naval Training Center.

Established the first women's health clinic

Developed an integrated barcode system to ensure seamless entry of essential medical information into our electronic health record

Supervised the migration from one EMR system to a more modern system.

Acted as hospital Chief Operating Officer (Executive Officer) in the absence of the CEO (Commanding Officer)

Oversaw basic and applied aeromedical research

Developed Technology Transfer initiatives for Navy Medicine Aeromedical research directorates

Responsible for administration of the Navy's only screening clinic for Naval Aviation.

Provided patient care for all aspiring Naval Aviators and Naval Aircrew personnel

Taught vision science in the Naval Flight Surgeon program. Consistently recognized as the Teacher of the Year.

Completed the Navy Flight Surgeon Training program and established the U.S.Navy Aerospace Optometry Program.

Solo provider, delivering specialized patient care to approximately 10,000 eligible beneficiaries located in Southern Spain. Was the only eyecare professional within 2000 miles.

• Provided optometric care to all active duty, family members and retirees at U.S. Marine Corps Air Station, Cherry Point.