JOSEPH "RICK" DICAPO

30300 Antelope Road # 1026

Menifee, California 92584
C 951-970-4387 C 225-270-4342
jd9010f2@westpost.net
CAREER SUMMARY
Operational and leadership experience in hospital senior management in for-profi
t and non-profit sector with strengths in strategy development, negotiations, fi
scal and labor management, re-organization and ground floor development of facil
ities, and strong leadership as organizational change agent and consensus builde
r. Strong diplomacy and relationship building skills. Strong clinical skills r
elated to care design, deliver, and measurement of clinical outcomes related to
regulatory requirements. Accountability development as a major strategy in all
positions in increasing customer satisfaction and compliance with regulatory sta
ndards.
EDUCATION & LICENSURE
MBA, 1992, Memphis State University, Memphis, TN.
BSN, 1989, Southeastern Louisiana University, Hammond, LA.
Diploma in Nursing, 1977, Charity Hospital School of Nursing, New Orleans, LA.
Zoology Major(Physiology) 1970-1974 Louisiana State University, Baton Rouge, LA
RN, currently licensed in LA and CA
Previously licensed in TX, Fl, Tennessee

PROFESSIONAL EXPERIENCE
VALLEY HEALTH SYSTEM, Hemet, California
Public Health System with two hospitals 300 bed Hemet Hospital and 88 bed Menife
e Hospital
Senior Vice-President Valley Health System and Administrator/CNO/Director of Cas
e Management of Menifee Hospital, May, 2008-Present
* Strategic and leadership development of hospital requiring improving organizat
ional and operational performance including census development and improvement i
n overall accountability
* Achieved state, CMS, and JCAHO follow up surveys with minimal recommendations
* Organizational turn over of 20 fte's replaced with no current openings
* Management restructuring improving accountability and cost reductions
* Implementation of unit based councils with improved employee empowerment and e
ngagement
INTERIM MANAGEMENT / CONSULTING
CEO/CNO/Chief Clinical Officer 2004-2008
Served as Executive for several companies connected to Dynacq Executive Officers
with spin off companies.
* Served as CEO/CNO for two LTAC facilities totaling 80 beds requiring complete
re-organization related to CMS deficiencies warranting turnarounds. Increased c
ensus by 50% and profitability by 25%. Also served as Chief of Case Management
and patient approval.
* Served as COO/Chief Clinical Officer for diagnostics company with 10 divisions
including ambulance services with waning profitability and patient flow issues.
Re-organized all patient flow processes, all policies and procedures, increase
d contract relationships by 10%. Completely re-organized management team and re
-structured call center.
* Served as Corporate Chief Clinical Officer for Surgical Hospital Company openi
ng and constructing two surgical hospitals with responsibilities for all functio
nal areas including policies procedures, inventory and capital equipment control
s, all clinical activities related to surgical procedures for spine surgery, bar
iatric surgery, and general laproscopic surgery. Responsible for hiring of all e
mployees including management team.
* Served as Chief Clinical Officer for Surgical Hospital Company constructing ne
w surgical hospital with responsibilities including design of facility, all poli
cies and procedures, all inventory controls including capital equipment, all by
laws including corporate and medical staff, all hiring of employees and manageme
nt team.

PROFESSIONAL EXPERIENCE
DYNACQ CORPORATION, Houston, TX
For-profit investor owned company focused on development and operations of surgi
cal hospitals in Houston, TX, Dallas, TX and Baton Rouge, LA
Chief Executive Officer Vista Community Medical Center And Surgery Center, Houst
on, TX, 2003-2004
* Houston facility-strategic and operational responsibilities for 34 bed surgica
l hospital including re-organization, management change, $24 million profitabili
ty, assisted corporation in re-organizing all functions. Reduced staff turnover
from 11% to 3%.
* All functions reporting directly to my position with increased role in clinica
l activities.
Chief Executive Officer Vista Hospital, Baton Rouge, LA, 2002-2003
* Baton Rouge facility-complete reconstruction of facility, opened facility incl
uding all infrastructure development and implementation, developed CEO to assume
my role. All functions reporting directly to my position including clinical ac
tivities.
RIVERWEST MEDICAL CENTER, Plaquemine, LA
For-profit 80 bed Community Health systems owned community hospital with poor c
ommunity reputation and lack of physician trust, and profitability.
Chief Executive Officer, 2000-2002
* Management of $30 million operational budget achieving a 25% profitability fir
st year of operations
* Complete re-organization leading to community involvement and physician involv
ement and trust in organizations abilities.
* Implementation of bariatrics surgical program
* Hospital admissions increased by 15%
* Clinical responsibilities for surgical and cardiac cath lab.

PROVIDENT HOMECARE SERVICES, LLS, Baton Rouge, LA

For-profit joint venture owned company by Christus and Franciscan Missionaries o
f Our Lady. Company included state wide homecare DME, infusion pharmacy, and IT
consulting services.
Chief Executive Officer, 1997-2000
* Re-organized holding company and added DME, infusion therapy, and IT consultin
g services to improve profitability.
* Achieved revenues in excess of $75 million
* Facilitate sale of company to partner
* Increased activities related to clinical outcomes and care delivery
COLUMBIA MEDICAL CENTER, Baton Rouge, LA
For-profit 239 bed acute care hospital owned by Columbia HCA.
Chief Executive Officer, 1995-1997
Chief Operations Officer, 1995-1995
* Strategic turnaround of facility with 80% of medical staff leaving through mul
ti-specialty clinic relocation
* Achieved $5 million profitability even with 80 medical staff leaving
* Management of operations budget in excess of $50 million
* Reduced turnover for 9% to 2%
* Implemented first hospitalist program in city
* High impact on clinical outcomes and clinical care.
MIAMI HEART INSTITUTE, Miami Beach, FL
For-profit, two campus acute care hospitals totaling 900 beds in high competitiv
e market. Owned by Columbia then Columbia HCA.
Chief Nursing Officer, 1993-1995
* Responsible for total operations excluding fiscal department of a turnaround f
acility which was bankrupt when purchased
* Facilitated re-organization including cost-reduction strategies leading to suc
cessful profitability 90 days following implementation
* Facilitated closing of 300 bed second campus with transfer of services to main
campus and expansion of main campus
* Management of operations budget in excess of $300 million
DELRAY COMMUNITY HOSPITAL, Delray Beach, FL
For-profit 250 bed acute care tertiary facility owned by NME, Tenet, with patien
t focused care model implemented initially with organizational and labor issues.
Assistant Administrator for Patient Care Services, 1993
* Re-organized patient focused care model to suppress operational and labor issu
es within 60 days.
* Implemented immediate cost reduction strategies achieving $600 thousand reduct
ions per month
* Left facility with CEO who moved to Columbia and Miami Heart Institute
METHODIST HOSPITALS OF MEMPHIS TENNESSEE, Memphis, TN
Non-profit healthcare system with 9 acute care and tertiary hospitals throughout
Tennessee.
Assistant Vice-President for Patient Care Services
Methodist Hospital North, 1992-1993
Associate Director of Nursing, Critical Care, Cardiology, Pulmonology Divisions,
1989-1992
* Methodist North Hospital-200 bed acute care hospital. Facilitated expansion of
services to include open heart surgery, expansion of OB services, and addition
of Same Day Surgery Center. Achieved growth in census by 25% and profitability.
* Methodist Central Facility-1100 bed tertiary care teaching hospital. Responsi
ble for critical care, cardiology, pulmonary division including expansion of car
diology beds, pulmonary rehab program and unit, and cardiac angioplasty unit. R
educed turnover from 9% to 3%. Accountable for approximately 450 beds.

OUR LADY OF THE LAKE REGIONAL MEDICAL CENTER, Baton Rouge, LA

Non-profit 562 bed tertiary care facility with accountability for cardiology, cr
itical care, pulmonology, children's center, cancer center, trauma center, emerg
ency department, and surgical units.
Divisional Director Of Nursing For Critical Care, Emergency And Trauma Services,
Oncology, Children's Center, and General Surgery, 1985-1989
Clinical Instructor Critical Care, Surgery, Emergency And Trauma Services, 1981-
1985
Cardiac Surgery Coordinator, 1979-1981
Nurse Manager Intermediate Care, 1977-1979
* Developed 14 bed, two surgical suite, 4 bed resuscitation free standing trauma
center
* Developed cardiac surgical program
* Implemented wound care and nutritional support program
* Developed critical care and surgery internship programs
* Facilitated opening of Oncology program
* Implemented city's first intermediate care unit
* Operations responsibility for multi-million dollar program development and con
struction projects and multi-million dollar operational budgets
CHARITY HOSPITAL NEW ORLEANS, New Orleans, LA
3000 bed tertiary care and teaching facility where worked as student and graduat
e nurse in critical care and PACU
Staff Nurse and Student Nurse, 1974-1977
OUR LADY OF THE LAKE HOSPITAL, Baton Rouge, LA
350 bed acute care hospital served as ICU and Surgical technician while in colle
ge for zoology degree.
ICU and Surgical Technician, 1970-1974