JOSEPH aRicka DICAPO, MBA, RN Available to Travel and/or Relocate Globally 30300 Antelope Road #1026 jd12d6cb2@westpost.

net Menifee, CA 92584 951-970-4387 (Cell) * 225-270-4342 (Cell) Senior Healthcare Executive CEO a" COO a" CNO Accomplished and decisive leader who designs solutions for sophisticated issues and engages people in creating top performing healthcare environments that serve patients, their families, employees, the medical staff, and the community. Int egrates in-depth clinical and business knowledge and experience to see where opp ortunities lie and addresses problems at the point of service. A collegial, col laborative executive who thrives on helping people. High energy, approachable, and available style. High Reliability Culture a" New Services a" Cost Effectiveness a" Facility Const ruction a" Turnarounds Strategic a" Relationship Builder a" Consensus Builder a" Action-Oriented a" Com mitment to Quality PHYSICIAN FOR HEALTHY HOSPITALS (PREVIOUSLY VALLEY HEALTH SYSTEM), Hemet, CA 20 08 a" Present For Profit System (Previously District Hospital System) including 2 hospitals, a sub-acute unit, a chemical dependency center and outpatient Chemical dependency retreat center totally 384 beds. Acquired by Physicianas for Healthy Hospitals in October 2010. Senior Vice-President and Administrator/CNO, Menifee Valley Medical Center Led strategy and medical center operations as well as serving as Interim CNO, Di rector of Case Management, and Manager of Cardiopulmonary Services. a Spearheaded initiatives that led the facility out of bankruptcy by achieving e xpense reductions of $2 million annually, labor cost reductions of $400,000, and supply cost reduction of $600,000 a Instrumental in increasing revenue cycle improvements in case mix index, avera ge length of stay reduction, and reduction of accounts receivable days a Increased Patient Satisfaction Scores from 30% to 85% positive. a Implemented new services in wound care, diabetes, bariatric surgery, and respi ratory care focused on reduction in re-admissions and adding chronic disease ser vices a Implemented rapid triage system in emergency department that facilitated rapid triage of non-emergent patients and decrease aleft without being seena and leng th of stay in ER a Created a high reliability culture resulting in improvement in all quality mea sures GULF STATES HEALTHCARE, Baton Rouge, LA 2006 a" 2008 Multi-facility healthcare company focused on development of Long Term Acute Care Hospitals (LTAC) in the southern U.S. Interim Chief Executive Officer, Gulf States LTAC of Hammond, LA (2007 a" 2008) Interim Chief Executive Officer, Gulf States LTAC of New Orleans, LA (2006 a" 20 07) Recruited to turn around facilities in threat of losing license and Medicare and Medicaid reimbursement a Reorganized functional areas and achieved CMS certification with zero deficie

ncies in 14 days a Achieved annual cost reductions of $400,000 in Hammond and $600,000 in New Orl eans through aright sizinga a Increased new business 50% in Hammond and 25% in New Orleans Deficiencies in 1 4 days INNOVA HEALTHCARE, Houston, TX 2005 a" 2006 For-profit healthcare company focused on development and operations of surgical hospitals Interim CEO of San Antonio Hospital and Corporate Chief Clinical Officer Designed and constructed 2 multi-function surgical hospitals in San Antonio and Houston, Texas a Led $10 million project in San Antonio and $25 million project in Houston with both completed on time and on budget. a Each facility achieved 5% profitability in Year 1. HEALTHCARE PARTNERS, Houston, TX 2004 a" 2005 For-profit company focused on building surgical hospitals Consultant & Interim Chief Clinical Officer, Slidel Surgical Hospital, Slidel, L A Led all operations related to opening a new facility including construction, hir ing, and purchasing a Completed $30 million project on time and under budget and reached breakeven i n 6 months DYNACQ CORPORATION, Houston, TX 2002 a" 2004

Chinese owned, for-profit multi-hospital company with 4 highly profitable surgic al hospitals in Texas and Louisiana CEO, Vista Community Medical Center, Houston, TX (2003 a" 2004) For both Baton Rouge and Houston facilities, oversaw strategy and re-organizatio n of facility operations a Achieved annual profitability of $24 million a Delivered cost savings exceeding $600,000 by aright sizinga operations a Reduced staff turnover from 11% to 3% CEO, Vistal Hospital of Baton Rouge, LA (2002 a" 2003) Oversaw development, existing facility renovation, and operationalization of 1s t surgical hospital in the city a Completed $25 million construction project 2 months early and on budget a Achieved facility breakeven in 6 months and 10% profitability in Year 1. COMMUNITY HEALTH SYSTEMS/River West Medical Center, Plaquemine, LA 002 A for-profit 98 bed hospital 2000 a" 2

CEO Oversaw strategy and operations with $30 million operations budget a Achieving a 25% profit margin in year 1 and 15% increase in admissions a Added bariatric services and improved cardiac, pulmonary, and general surgery services To attract additional surgeons and cardiologists. PROVIDENT HOMECARE SERVICES, LLS, Baton Rouge, Louisiana 1997 a" 200 0 A for-profit joint venture multi-facility holding company owned by Christus Heal

th and Franciscan Missionaries of Our Lady providing state-wide homecare, infusi on pharmacies, durable medical equipment, and IT consulting CEO Oversaw strategy and operations and facilitated sale of company to a joint ventu re partner a Recovered company from $5 million loss in year 1 to 10 % annual profitability COLUMBIA/HCA, Nashville, TN 1993 a" 1997 A for profit healthcare corporation achieving ownership and operations of greate r than 300 acute Care hospital throughput the United States and Internationally. CEO, Columbia Medical Center, Baton Rouge, LA (1995 - 1997) Oversaw strategic development and operations management of 239 bed acute care fa cility and managed an operations budget of $200 million. a Following the loss of 80% of the doctors to a competing multi-specialty clini c, successfully re-structured the hospital, implemented a hospitalist program, a nd achieved a $5 million profit a Reduced staff turnover from 9% to 2% Chief Nursing Officer, Miami Heart Institute, Miami Beach, FL (1993 a" 1995) Recruited to turnaround a 2-campus 900-bed facility approaching bankruptcy. Man aged annual operations budget of $300 million. a Achieved profitability within 90 days and 15% 1st year by staff aright sizinga , supply cost reductions, minimally profitable services closure, facility consol idation, and enhancing the hospitalist program a Developed obstetrical services, same day surgical services, and enhanced surgi cal services METHODIST HOSPITALS OF MEMPHIS TENNESSEE, Memphis, TN 1989 a" 1993 Multi-hospital non-profit company with facilities throughout Tennessee and Missi ssippi focused on tertiary acute care AVP for Patient Care Services, Methodist Hospital North, Memphis, TN (1991 a" 19 93) Senior officer for 200 bed acute care hospital focused on cardiology, obstetrics , and trauma a Facilitated growth in services that achieved 25% profitability and 20% growth in census a Introduced new same day surgery, cardiac surgery, and expanded obstetrical ser vices Associate Director of Nursing, Methodist Hospital Central, Memphis, TN (1989 a" 1991) Directed Operations and Clinical Services for Critical Care, Cardiology, and Pul monary Divisions for 400 beds of 1100 bed facility a Expanded pulmonary and cardiology critical care capacity and improved patient throughout a Reduced staff turnover from 9% to 3% OUR LADY OF THE LAKE REGIONAL MEDICAL CENTER, Baton Rouge, LA 1977 a" 1989 Non-profit 560 bed tertiary care facility and largest facility with the best rep utation in the state and city Division Director Critical Care Clinical Instructor Critical Care, Surgery, Emergency & Trauma Services Cardiac Surgery Coordinator Nurse Manager Intermediate Care Unit Responsible for operations and clinical services including new services developm ent, expansion of services, and achieving excellent in market place

a Developed first free standing trauma center ofitability of 2% a Developed cardiac surgery program achieving in cardiac surgery a Designed and implemented new services, each nutritional support, critical care & surgery re unit, and pediatric emergency room. EDUCATION & CERTIFCATION

in state of Louisiana achieving pr market leadership for the facility the 1st in the city: Wound care & nurse internships, intermediate ca

MBA, Memphis State University, 1992 * BSN, Southeastern Louisiana University, 19 89 Diploma in Nursing, Charity Hospital School of Nursing, 1977 (1900 bed major tea ching facility) Louisiana State University, Zoology/Physiology, 1970-1974 Licensed RN CA, LA (active), TX, TN, FL (inactive) PROFESSIONAL AFFILIATIONS American College of Healthcare Executives Faculty Positions: ACLS, Adjunct University of Phoenix, Adjunct St. Francis Col lege COMMUNITY ACTIVITIES Community Cupboard Fund Raising, 2008 a" 2010 * Rotary Club of Baton Rouge, 1980 a" 1989 Chief Hearing Officer for Mayor of Baton Rouge to award franchises for ER Servic es, 1988 Special Olympics Board Member 1984 a" 1988 and Games Chair 1988