Michael Barry, Cae Email and Phone Number

 Strengthening new, accountable models of primary care through lifestyle medicine Association best practices around financial systems, organizational structures, and team-building

Identify and recruit companies for PHA membership and event sponsorship to grow PHA’s revenues and impact.

PHA is the industry’s only multi-stakeholder professionaland trade association solely focused on population health, representing stakeholdersfrom across the health care ecosystem that seek to improve health outcomes,optimize medical and administrative spend and drive affordability. Contributed to and executed the strategic plan of the Board of Directors. Generated the Alliance’s revenue through membership, sponsorship, and other non-dues sources. Assured efficient and effective operations to include all financial and compliance matters and vendor management.  Managed high-functioning committees, including Program and Membership and Government Affairs, to create work product to drive member value. Led the Alliance’s branding and communication efforts, both internal and external, to assure that the organization was perceived in a positive manner by all stakeholders. Identified potential strategic alliances and special projects and negotiated agreements with businesses and other organizations to further the Alliance’s strategic objectives.

Chief staff executive for leading U.S.-based physician organization dedicated to prevention. Oversee ACPM’s operations, finances, governance, strategic alliances, business development, product development, publications, and broad array of policy, educational and other ACPM programs. Supervise staff of 15 and manage $4M budget.  Alliance Partnerships. Designed and managed multiple successful partnerships with allied organizations to leverage resources and create operational synergies. Result: increased brand visibility and thought leadership recognition. Advocacy Campaign. Launched full-scale advocacy campaign to increase federal funding for Preventive Medicine Residency (PMR) training programs. Result: incremental increases from $1.5M in 2005 to $11M in 2015-16; increased funded PMR programs from 5 to 23.  Business Development. Spearheaded creation of corporate roundtable to leverage industry partnerships and offer continuing value. Result: over five-year period recruited 30 corporate members, generated $150K annually in discretionary income, deepened relationships within industry community, and increased brand awareness.  Coalition Building. Established and participated in coalitions with medical, public health, and patient organizations to extend brand reach and lend expertise to public health and prevention policy issues.  Financial Stewardship. Re-energized fiscal growth from 2009 to 2017 to bolster net assets. Result: doubled total revenues in 5-year period and grew net assets from $250K to $1.6M. Staff Alignment. Conducted robust workforce assessment, realigned staff to strategies, and bolstered staff capacity in key gap areas. Result: integrated previously-siloed departments and increased stakeholder value.  Grant Fundraising. Secured highly competitive 5-year CDC cooperative agreement and established partnerships within CDC to cultivate new initiatives. Result: approximately $6M in cumulative awards funding 14 public health projects.

Senior executive responsible for directing many of organization’s grants and cooperative agreements, overseeing policy development and advocacy, carrying out research and educational projects, and grant writing and fundraising. Served as chief editor of the organization’s electronic newsletter. Represented the organization at various external venues.

Member of PHF's Senior Management Team, leading health policy and information projects and activities. Responsibilities included project development and implementation; marketing and promotion of PHF products and dissemination of information; recruitment, training, and supervision of personnel; liaison with PHF partners; and grant/contract proposal writing. Oversaw $500,000–1 million in annual budgets. Contributed to PHF strategic planning and business development.

Led research/analytical teams in identifying and studying state and local health policies and programs, analyzing their relationship to federal policies and programs, and developing major policy papers and short-turnaround reports recommending appropriate action to the federal government.

Worked closely with Director in day-to-day management of Division activities and supervision of program staff. Planned and implemented numerous and diverse data-oriented projects, including major data collection and analysis activities related to annual survey of state health departments.

Conducted annual survey of state health departments, managed resulting data bases, and produced technical reports.