1. JOSEPH R. DICAPO, MBA, RN, BSN
405 Park Drive North, Unit 2 A, Great Falls, Montana 59401
Cell: 225-270-4342*Email: dicaporick@yahoo.com
SENIOR HEALTHCARE EXECUTIVE
“Change Maker”
Chief Clinical Officer/Chief Nursing Officer / Chief Operations Officer
/ Start-up & Turnaround Operations/ OptimizingCare Management
Maximizing Patient Experience / Enhancing Clinical Outcomes/Enhancing Leadership Growth through
Coaching
Visionary,innovative andoutcomesdrivenhealthcare executive offeringgreaterthan25 yearsof
transformational leadershipexperience,leadingfullscale development/start-upandturnaround
strategies,spearheading change initiatives,optimizingoperational staffingandsupplycostreductions,
and coachingline leadershipandstaff toimprove patientoutcomesatthe pointof service. Excellence in
engagingpatients,families,physicians,andemployeesinimprovingthe patientexperience.
NURSE EXECUTIVE/OFFICER WITH EXCEPTIONAL OPERATIONAL/TRANSFORMATIONAL LEADERSHIP
SKILLS
Diverse leadershipskillsinFor-Profit,Non-Profitlarge andsmall organizationsandHospitals.
Provenabilitythroughcoachingleadershipstyleinstrengtheningorganizational accountabilityand
employeeengagement. Describedasa Catalystinimprovingorganizational performanceand
sustainabilityof qualityindicators. Strongpriorityonimprovingthe patientexperience.
MBA in Leadership, 1992 University of Memphis
BSN In Nursing, 1989 Southeastern Louisiana University
PROFESSIONAL HIGHLIGHTS
InterimDirector of Projects*BenefisHealthSystem*GreatFalls,Montana January, 2016-Present
Behavioral HealthServices
Facilitatedconstructionof newoutpatientservicesclinic,onbudget,ontime.
Facilitatedrenovationof inpatientbehavioral unit.
Expansionof twoPsychiatricNurse Practitionersforconsultations.

2. Assistedingrantapplicationandnewprojectintegratingbehavioralhealthintoprimarycare.
Endoscopy Services
Facilitatingplanningof newendoscopycentertobeginconstructionJanuary,2017.
InterimDirector of Quality/Safety March, 2016-October, 2016
Leadershipof departmentfacilitatingautonomyof staff andexpansionof servicesintoQualityreporting
and projectimplementation.
Facilitatedmentoringof newManagertoassume QualityManagerrole October,2016.
Revisedsurveytracertools.
InterimLeadership* BE Smith * BenefisHealthSystem* Great Falls,Montana July,2015-
December,2015
InterimDirector Care Coordination * Case Management* Concurrent Documentation * Denials
CoachingnewManager onOrganizational,Fiscal,Budgeting,LeadershipSkills
Re-structuringCare CoordinationFunctionsfocusingonmetricsof Average Lengthof Stay,Cost/Case
CHIEF CLINICAL OFFICER * Mountain’sEdge & Harmon Hospitals* Las Vegas, NV 2014-2015
Facilitatedoperational planningfor new130 bedacute care hospital whileconcurrentlyreorganized
nursing126 bedacute care hospital.
-Reducedaverage lengthof stayfrom14 days to 11 days blendedrate throughimprovementsincase
managementprocessesachieving$447,500 in costreductionsandrevenue enhancement.
-Savingsinagencyutilizationachievedbycostreductionsof $360,000.
-Improvementsinpatientsatisfactionscoresof 20 points from55% to 75% satisfaction.
CHIEF NURSE EXECUTIVE * Sutter Coast Hospital * CrescentCity, CA 2011-2014
Reorganizedaccountabilityandfiscal operationsfor49 bedacute care communityhospital toinclude
strengtheningthe patientexperience through Studerprinciplesandotheroperational improvements
includingreductioninstaffingandsupplycosts.
-Reductioninacute average lengthof stayfrom5 days to 3.5 daysachieving$438,000 incost reductions.

3. -AssistedHumanResourcesinrevisingbenefits package andreductionsinbenefitcostsof 3$350,000.
-Supplyreductionsincostsof $250,000 throughimprovementsinparlevel systemrevisions.
-Improvementsinpatientsatisfactionscoresby30 pointsfrom55% to 85% satisfactionscores.
SR. VP/ADMINISTRATOR/CNO * Physiciansfor Healthy Hospitals * Hemet & Menifee, 2008-2011
Ca.
Strategicturnaroundresponsibilitiesforcorporate entityaswell asservingasAdministrator/CNOfor85
bedacute care hospital dayto day operations. Lengthof Stayimprovementsof 1.5days,cost reductions
of $2millioninsalaryandsupplycosts.
-Assistedinturnaroundof syste$15millionover24month periodthroughimprovementsinstaffing
costs, reductionsinovertime costs, managementreductions,re-configuringbenefitcosts,reductionin
supplycosts,and2 day reductioninaverage lengthof stayfrom5.5 daysto 3.5 days.
-Improvementsinpatientsatisfactionscoresof 30 pointsfrom50% to 80% satisfaction.
CEO * GulfStatesHealthcare of NewOrleans & Hammond, La. 2006-2008
TurnaroundresponsibilitiesfortwoLTACfacilitieswithsignificantregulatorycompliance issues. Zero
deficienciesforsubsequentsurveys. Improvementsincare management,costreductionsinstaffingand
supplycostsexceeding$1million. Enhancedpatientexperience withincreasesinsatisfactionscoresof
30 points.
CONSULTING & DEVELOPMENT HIGHLIGHTS
CEO & CHIEF CLINICAL OFFICER* Innova Healthcare, Houston,TX. * Health- 2001-2006
Group Partners,Houston, TX. * Dynacq Corporation, Houston,TX.
Developedandoperationalized4Surgical Hospital ProjectsinBatonRouge,La.,Slidell,La., SanAntonio,
TX.,and Houston,TX. All projectsincludedbudgeting,design,staffing,regulatorypoliciesand
procedures,equipmentandpurchasing,and operationalresponsibilities. All facilitiescashflowedin5
monthsand hadan average of 15% EBITDA marginsyearone.
PROFESSIONAL HIGHLIGHTS CONTINUED
CEO * RiverwestMedical Center*Plaquemine,LA.OWNED BY CHS 1999-2001
Turnaroundaccountabilityforcommunityhospital withnegative fiscal margins,staff accountability
issues,andpoorcommunityreputation. Reorganizedandrestructuredclinical andfiscal servicesand
addedproductlinestoenhance fiscal margins,implementedbariatricsurgical program, andimproved
communityperceptionincreasingcensusby50%.

4. CEO *ProvidentHomecare Services,LLC. * STATE OF LOUISIANA 1997-1999
Implementedturnaroundstrategiesforstatewide homecare holdingcompanyownedbytwoCatholic
Organizationstofiscal stability. Increasedproductofferingsincludingstate wide dme,infusion
pharmacies,andinformationsystemsconsulting.
CEO / COO/ CNO * ColumbiaMedical Center,Baton Rouge,La. / Miami Heart 1993-1997
Institute,Miami Beach, Fla. * OWNEDBY COLUMBIA/HCA
Presidedoverimplementationof turnaroundstrategiesatthree acute care facilities,consolidatingtwo
facilitiesinMiami,andachievingfiscal accountabilityatall facilities. Implementedfirsthospitalist
program inBaton Rouge,La. Engagedin difficultchange toaccountabilityinclinical outcomesand
patientsatisfactionscoresimprovements.
ASST. VP / ASSOC.DIRECTOR OF NURSING * MethodistHospitalsOf Memphis, 1989-1993
TN.
Facilitateddevelopmentof projectsforventilatorrehabprogram, angioplastyunitandothercare
coordinationinitiativesat1100 bedacute care teachingfacility. Developedcardiacsurgeryprogram,
outpatientsurgerycenter,andenhancedobstetricalservicesat200 bedacute care facility.
DIVISIONAL NURSING DIRECTOR CRITICAL CARE AND EMERGENCY SERVICES * 1977-1989
Our Lady of the Lake Regional Medical Center* Baton Rouge, La.
DevelopedandoperationalizedmanystartupprojectsincludingCardiacSurgeryProgram, Free Standing
Trauma Center,CancerCenter, Children’sEmergencyRoom, Critical Care andSurgeryNurse Internship
Programs.