CONFIDENTIAL

Candidate Profile:

Vincent L. Johnson

For the Position of:

President and Chief Executive Officer

October 2016

Much of this material contained herein is gained in confidence and as such should be regarded as confidential. Accordingly it is understood that dissemination of this material should be limited to those individuals in your organization who are directly

connected with this specific search or whom a reasonable person would agree have a need to know.

October 5, 2016 To: The North Broward Hospital District Board of Commissioner It is with great excitement that I write this letter to express my interest in becoming the next President & CEO for Broward Health. I have been a successful hospital executive for more than 20 years in large academic and safety net institutions. My leadership responsibilities and experiences have included all aspects of patient care services, hospital operations and developing and growing services. I pride myself on being a leader who can develop strategies and drive institutions towards the best outcomes for patients, staff, physicians and the communities we serve. My journey in healthcare began in 1987 as a patient account representative for HCA – the largest for-profit hospital corporation in the United States. I was promoted through the ranks of HCA eventually being selected to participate in the Inaugural Class of HCA’s COO Development Program. After being trained and completing the program as an Associate Administrator at North Florida Regional in Gainesville, Florida, I made the decision to pursue a leadership position with a larger scope of responsibilities with a healthcare system that focused on clinical care, research, education and community outreach. In 20032015 I joined with Shands Jacksonville. I believe in Servant Leadership and the University of Florida Shands Jacksonville was the perfect institution for me to lead programs and people who focused on outcomes, quality and service with the appropriate emphasis on financial stewardship. In my role as the Vice President of Administration and member of the Senior Executive Council, I partnered with physicians and created Centers of Excellence and service lines in Cardio-vascular, Orthopedics and Neurosciences. I worked with a team that opened the Ambulatory Surgery Center, the Eye Institute, and three inpatient units. After 5 years with Shands I was promoted to the Chief Operating Officer position at University of California-Davis Medical Center in Sacramento, CA. Traditionally, UC Davis has been the County Hospital in that market. We developed a strategy to grow a Primary Care Network, and manage populations in a heavily capitated environment. I established and chaired the Operational Improvement Committee that developed dashboards to measure and benchmark our performance in quality, safety, productivity and patient satisfaction. We consistently improved in all areas. At UC- Davis I also served as the Chair of the Patient Experience Committee and utilized best demonstrated practices, and community engagement questionnaires to inform our staff, and improve our patient satisfaction scores by 6% in the first year of the Committee.

In 2016 I was appointed as the Executive Vice President and Chief Operating Officer for the University of California-San Francisco (UCSF) Health by Regent approval in November 2015. UCSF is the largest hospital in the University of California system with revenues that exceed $4B annually and has achieved a Top 10 ranking in the US News & World Report for Best Hospitals for several years. I have been involved with operational and capital planning, as well as our strategic planning initiatives and the development of our Accountable Care Organization. My direct reports and line staff represent 31% of the entire organization, more than 3,000 FTE’s. I believe the knowledge and skills that I have developed over the course of my career make me an ideal candidate to be the President of Broward Health. I know the population that Broward Health serves, and appreciate the rich diversity and the needs associated with that population. The mission of Broward Health and its rich history resonate with my core values. I look forward to having an opportunity to explore and develop new strategies with each of you and to partner with staff, patients, physicians and the community to execute a new strategic direction. My grandfather was born and raised in Cuba, and migrated to Tampa in his teens. Both of my father’s parents were born in the Barbados. My family background and the diversity of organizations I have worked with, has given me the experience and cultural sensitivity to be an effective leader for Broward Health. I know I can make a difference and lead the organization to continue to be a pillar of hope in the community. Sincerely, Vincent L. Johnson

VINCENT L. JOHNSON, MBA, FACHE

5233 Renaissance Way Eldorado Hills, CA 95762

Phone: 904-228-1849 email: vinceo2b@gmail.com

Strategic and Operational Leadership for Academic Health Care Systems. Elevated to Senior Leadership positions within HCA prior to joining the University of Florida Health System, and now as a Senior Executive with the University of California San Francisco Health System. A Clinical, Research and Teaching Institution ranked among the top 9 universities nationwide in total funded research. UCSF Health generates Clinical revenues in excess of $4B annually.

PROFESSIONAL EXPERIENCE

EXECUTIVE VICE PRESIDENT & CHIEF OPERATING OFFICER (9 months) 2016 – PRESENT UNIVERSITY OF CALIFORNIA, UCSF HEALTH SAN FRANCISCO, CA Accountability for all operational services delivered across UCSF Health, ensuring operational service alignment with health system vision and strategic objectives. Directing and evaluating the administrative and operational functions of the health system at the Parnassus, Mission Bay, Benioff Children’s Hospitals (Oakland and San Francisco campuses), and Mount Zion campus. UCSF Health is the largest financial entity of the University of California Health System’s 5 Medical Centers. UCSF Health generates more than $4B in revenue annually.

Accomplishments:

• Co-Chair Fiscal Year 2016, Capital Budget Committee, accountable for more than $60M of capi tal spent for the Health System • Facilitate the Outsourcing Initiative of Back Office allocations for Information Technology functions eliminating $5M annually of labor

expense • Member Health System Leadership Committee, responsible for the strategic direction o f the Health System • Co-Chair Service Line Committee, to evaluate productivity and capital service needs • Executive Oversight Committee for the Precision Cancer Center Building, a $270M state-of-the-art patient centered cancer center

building to be completed in 2019. Cancer Center has a dotted line reporting relationship to Operations. CHIEF OPERATING OFFICER 2008 - 2016 UNIVERSITY OF CALIFORNIA, DAVIS MEDICAL CENTER SACRAMENTO, CA

Chief Operating Officer of UC Davis Medical Center, responsibilities include integrating the health system’s strategic goals into efficient day-to-day operations at the medical center and outpatient offices. Executive operational oversight includes perioperative, emergency department, managed care, all ancillary departments and 18 primary care clinics for the only level one academic medical center in the region. Actively engaged in the planning and direction for this 613 bed health system, with a net operating revenue of $1.6 Billion

Accomplishments:

• Transition planning and oversight for a $560 million hospital expansion • Assisted with the implementation of additional components of the electronic medical record (EPIC) to include computerized physician order

entry, medication reconciliation and revenue cycle • Established and chairs the Operational Improvement Committee which produced non-labor related savings of

$18M in 2015 • Developed proposal for strategic planning initiative for the Health System • Established joint venture agreement with regional hospital system for kidney transplant program • Oversight and implementation of the Surgical Services throughput and turnover initiative that recovered 5500 hours of operating room time • Interim UC Health Supply Chain Executive responsible for Strategic Procurement Strategies for all 5 of the University of California

Medical Centers with and annual spend of $2.4 Billion. April-January 2014

VICE PRESIDENT – ADMINISTRATION 2003 - 2008 SHANDS HEALTHCARE JACKSONVILLE, FL

Accomplishments:

• Opened outpatient surgery center generating an additional 1,400 surgical procedures annually • Increased inpatient surgeries by 6% annually, by reducing surgical turnaround times and increasing block times for orthopedics, and

neurosurgery • Reduced contract labor in post anesthesia recovery unit by initiating a preceptor program and recruitment strategy • Assisted in the development of indigent pharmaceutical program with Pfizer resulting in $500,000 annual reduction in pharmaceutical

drug expense • Facilitated the opening of 3 new inpatient units, cardiology, neuroscience and orthopedics, increasing capacity by 75 beds; executive

oversight for patient care on these units with patient satisfaction in the 80 percentile as measured by independent survey Professional Resource Consultants (PRC)

• As Chairman of the Information Technology Steering Committee, collaborated on 3 major initiatives with McKesson and improved clinical and operational efficiencies by 5% in laboratory, health information management and radiology. Committee has oversight for more than $25 million in IT projects.

• As Co-Chairman of the Diversity Council, assisted in the development of training for over 3,000 employees, collaborated in the planning and execution of 3 annual medical campus events to include all aspects of diversity.

• As hospital executive liaison for Graduate Medical Executive Committee, developed recognition program for physician residents who demonstrate excellent customer service.

• Lead the Physician Engagement and Satisfaction Team; hospital achieved the Governor’s Sterling Award for Quality 2008 (equivalent to the Malcolm Baldrige Award).

ASSOCIATE ADMINISTRATOR 2001 - 2003 NORTH FLORIDA REGIONAL MEDICAL CENTER (HCA) GAINESVILLE, FL

Executive oversight for laboratory, outpatient radiology, food, nutrition, environmental services, patient transport, and special projects including presentations on growth, employee retention, and strategic planning to senior corporate leadership as part of the inaugural class of the Chief Operating Officer development program with HCA, for 278 bed full service physician-driven medical center with annual gross revenues exceeding $700 million.

Accomplishments:

• Prepared Performa and business plan, obtaining capital approval for $3 million imaging picture archive computer system, resulting in 75%

decrease in storage expenses and increased efficiency for imaging retrieval. • Collaborated on the conversion of the skilled nursing to acute care beds, resulting in a 3% increase in revenue per adjusted admission. • As facility privacy officer, implemented HIPAA compliance program receiving commendation from North Florida Division (HCA).

ASSOCIATE ADMINISTRATOR 2000 – 2001 HENDERSONVILLE MEDICAL CENTER (HCA) HENDERSONVILLE, TN

DIRECTOR OF BUSINESS OFFICE SERVICES 1998 - 2000 CENTENNIAL MEDICAL CENTER (HCA) NASHVILLE, TN

THE HEALTHCARE COMPANY (HCA) 1987 – 2003

EDUCATION

Masters Business Administration, May 1994 Averett University - Danville, VA Bachelor of Arts, History, May 1987 University of Virginia- Charlottesville, VA

VINCENT L. JOHNSON, FACHE PAGE 2 OF 3

PROFESSIONAL AFFILIATIONS

• Preceptor, USC Masters Health Administration Program, School of Public Policy, Planning and Development (student – Christine Tong) • California Hospital Association member, Sacramento, CA chapter • Executive member Sacramento Mental Health Task Force • American College of Healthcare Executives (ACHE) roundtable speaker participant • National Association of Health Service Executives (NAHSE) member • Fellow, American College of Healthcare Executives

COMMUNITY AFFILIATIONS

• Member, 100 Black Men of Sacramento 2011-2016 • Fellow, American Leadership Forum 2010-2011 • Representative, University of California Davis, Diversity and Inclusion Mission To Cuba MEDDIC 2010 • Mentor, California Assoc. of Healthcare Leaders, Graduate Student Job Shadow Program, 2010 • Student, Berlitz Spanish Proficiency, 2005 - 2008 • Treasurer, Health Planning Council of Northeast Florida • Mentor, Bridges Program (for at risk teenage males) 2007 – 2010

BOARD ACTIVITY

• Board Member Reading Partners Child Literacy, Sacramento, CA 2014 • Board Member, Capital Public Radio, Sacramento, CA 2011-2014 • University Health System Consortium, Chief Operating Office Steering Committee 2010-2016 • Chairman, Heart Association Campaign 2005-2008 • Board Member, Community Hospice, 2003 – 2008 • Member, Bethel Baptist Youth Leadership Advisory Board, 2003 – 2008 • Board Member, Executive Committee Heart Association of Jacksonville, 2003 - 2008 • Graduate, Leadership Gainesville – 2003 • Board of Trustees, Co-Chairman Building Committee, Greater Bethel AME Church, Gainesville, FL , 2002-2005

HONORS/AWARDS

• Recognition Award, as a Patriot Employer National Guard and Reserve Employees, 2008 • Community recognition award, Jacksonville, Florida Urban League, 2007

PUBLICATIONS and PRESENTATIONS

ACHE presentation, “Success is a Journey”, Healthcare Congress 2011 “Leadership and Mentoring - Strategies in Hospital Administration”, presented to American Society of Health System Pharmacists, 2008 “Promotional Timing – The Job is Yours”, published in NASHE newsletter – Jacksonville, FL chapter, 2008 “Forging Effective Partnerships with Vendors”, published Spheris newsletter, 2008

SELECTION COMMITTEE SERVICE • Co-Chair Search for the Anesthesia Chair UC Davis School of Medicine 2014 • Chair; Search for the UC Davis Chief of Police 2014 • Member, Search Committee for Vice Chancellor and Dean of the UC Davis School of Medicine. 2013 • Member Search Committee, Chair of Internal Medicine UC Davis School of Medicine 2013 • Co-Chair, Search for the Vice Chancellor for Diversity and Inclusion UC Davis Health System 2013

VINCENT L. JOHNSON, FACHE PAGE 3 OF 3

CONFIDENTIAL

Candidate Profile:

Christopher T. Olivia, M.D.

For the Position of:

President and Chief Executive Officer

October 2016

Much of this material contained herein is gained in confidence and as such should be regarded as confidential. Accordingly it is understood that dissemination of this material should be limited to those individuals in your organization who are directly

connected with this specific search or whom a reasonable person would agree have a need to know.

271 MOORE LANE

HADDONFIELD, NJ 856-429-1403

ctolivia@yahoo.com

October 5, 2016

Dear Board of Commissioner Member and Broward County Resident,

It is an honor to have this opportunity to interview for the CEO position of Broward Health. You have had a distinguished 75 year history serving the people of Broward County and South Florida with the mission of providing quality healthcare to all. I would welcome the opportunity to help the Board continue that mission. I would like to provide you with additional information about me that is not contained in my resume. I have operated all aspects of healthcare delivery over the past 20 years: community hospitals, large, complex tertiary academic teaching hospitals, ambulatory centers, private practice physician groups, and academic physician practice organizations. I moved from hospital operations to physician practice management and back throughout my career and that experience has made me a better executive. However, the one common theme is that most of these organizations were troubled prior to my arrival and all were in a better place at the time of my departure. I can’t say that I went looking for challenging situations, but somehow they managed to find me. At age 16, I chose an unusual career path when I decided to become a physician dedicated to improving healthcare organizations. This was almost unheard of back in the 1970s and there were not many obvious paths to follow. But I was fortunate to have a physician father and nurse mother who served as role models and to apprentice under one of the top turnaround CEOs in America during these formative years. In retrospect, this had a great impact on my career and I ultimately became a quality researcher during the early days of the patient safety movement developing evidence-based medical criteria under David Nash, MD, the founding Dean of Jefferson University’s first in the nation Population Health School. I have found that there are many similarities in being a physician for a sick patient and a CEO for a challenged organization. When I arrived in Pittsburgh during the Great Recession, Allegheny’s hospitals were not integrated, did not perform central purchasing, were on disparate IT systems and operated mostly independent of the corporate office. There were few ambulatory services, no coordination of physician services across hospitals, the system had just completed a troubled municipal debt financing and was near insolvency. But the one important thing that Allegheny did have was quality medical care. The organization helped pioneer the patient safety movement, consistently had Blue Distinction hospitals and was recognized nationally by US News and World Report. We developed a strategy and then turned the system around with four years of hard work. The aforementioned challenges were addressed and we left the organization financially sound at the time of the merger with Highmark Blue Cross. That partnership was the largest payer-provider merger in US history

CHRISTOPHER T. OLIVIA, MD

– 2 – October 5, 2016

and it created the second largest such organization after Kaiser. The Allegheny lesson was simple, if you have quality physicians, nurses and services, everything else can be fixed. While I have not worked in South Florida, I have been involved in healthcare policy affecting the state while serving on the Association of American Medical Colleges Teaching Hospital Board. We developed Congresswoman Allyson Schwartz’s legislation to expand GME slots in Florida and elsewhere called The Resident Physician Shortage Reduction Act 2011 which was recently reintroduced in the Senate by Florida Senator Bill Nelson. I also have past experience with several important Florida insurers most notably Florida Blue and Humana and have also been involved with different provider groups including advising the Chairman of the Indian River County hospital district for many years. Finally, on a personal level, I have many relatives who have lived in Florida over the years including my grandfather, father and mother and my Uncle Jose Domingo Carballo, MD, who went to medical school in Cuba and became one of the first Cuban-American physicians to practice in Miami. Sincerely, Christopher T. Olivia, MD

CHRISTOPHER T. OLIVIA, M.D. 271 Moore Lane

Haddonfield, NJ 08033 Email: ctolivia@yahoo.com Mobile: 609-781-8108

SUMMARY 25 years experience of diversified accomplishments in healthcare system, healthcare service and health information technology management in both fee for service and capitated environments. Experience has included all aspects of management of insurance company operations, hospital and physician practice operations in community and academic settings. Significant experience in strategic planning/business development leading to sustainable growth models, consolidation and turnaround management, and merger of payer and provider entities. Academic experience includes medical school affiliations and research enterprise management. Conceived and planned The Cooper Medical School of Rowan University, one of 141 accredited US allopathic medical schools. Last 5 years of career devoted to creating clinically integrated networks of physicians and community hospitals. This work includes the consolidation of large scale hospital operations and the migration of care into the ambulatory setting. Planned and developed a new outpatient care model and narrow network insurance product as a component of the largest payer-provider merger to date and created one of the nation’s first population health companies focused on building networks of physicians, ambulatory facilities and hospitals that are structured to accept value-based care contracts.

EXPERIENCE

Continuum Health Alliance June 2013-May 2016 Marlton, NJ President Established one of the nation’s first population health enablement companies. Continuum’s original practice management division was founded in 2004. The company provides practice management and population health tools and services to physician practices in order to create clinically integrated networks. These networks enable providers to achieve the Triple Aim: improved individual care experience, improved health of the population and at a lower overall cost.

x Developed and implemented a strategic plan to transform Continuum from a fee for service practice management/revenue cycle company to a population health enablement business

x Divested Continuum management from Advocare Physicians, NJ’s largest physician group x Grew physicians under management to 1200; expanded to 4 additional states x Converted one third of customer base from fee for service to a fee for value platform x Achieved the largest commercial shared savings contract payment in NJ with 125 adult primary care

offices across the state and two primary healthcare system partners x Lowered Horizon Blue Cross/Blue Shield’s global cost of care state-wide by 13% and 18%

respectively in the 2nd and 3rd year of program x Reduced company debt by 40% x 2015 full year revenue increased nearly 60% since 2012; EBITDA increased 4 fold x Company sold to strategic buyer; achieved a 2.5x net return during tenure

Navigant September 2012-June 2013 Chicago, IL Managing Director/Interim CEO Navigant is a public traded top 4 healthcare consulting firm.

x Interim CEO HealthAware a cloud-based healthcare risk assessment and technology company x Assessed HCIT for the firm and developed a strategic plan to finance and enhance value of four

key technology products

West Penn Allegheny Health System March 2008-September 2012 Pittsburgh, Pennsylvania President and Chief Executive Officer West Penn Allegheny Senior Vice President for Strategic Planning and New Venture Development (Highmark) West Penn Allegheny Health System (WPAHS) was a 6 hospital, 1000 practitioner medical group, non-integrated organization with 13,000 employees and nearly 500 residents and fellows. The system had lost nearly $100MM in the year prior to arrival on revenues of $1.8B and operating cash flow had averaged negative $49MM per year over the preceding 8 years. The pension was 55% funded and WPAHS had 27 days of unrestricted cash on hand. During the ensuing 10 years, the organization survived by doubling the amount of balance sheet debt to $800MM. The average age of physical plant rose from 10 to 18 years during this time.

The Pittsburgh market is dominated by one competitor, UPMC, with a three times greater market share and a ten-fold greater capital base. Completed the turnaround of the health system and merger negotiations with Highmark as CEO of WPAHS and served as Highmark SVP during the merger period. The largest payer-provider merger to date, Highmark-Allegheny is the second largest such organization in the US to Kaiser Permanente with revenues of $17 billion.

x Reported to the Board of Directors with P&L responsibility for the organization x Restructured the board/governance, created a corporate office and management team, and authored

a purpose, mission and vision statement x Created a system strategy around quality, low cost and distributed care x Initiated a zero defect quality program for system hospitals to eliminate all preventable co-morbidity x Restructured the two main tertiary hospitals, closed a third hospital, and improved operations at the

three suburban hospitals. Funded the pension to 80% level and initiated a de-risking strategy x Merged Allegheny General and West Penn Hospital, restructured operations, achieved positive

operating cash flow in second year x Improved operations in excess of $250MM; WPAHS’ hospitals were 31% less expensive than its

competitor and costs are 38% lower in its tertiary facilities x Achieved net profit of $20MM ($46MM ex-restructuring) and added $170MM to the balance sheet by

the final year resulting in $265MM in unrestricted cash (62 days) x Consolidated 1000 disparate independent practioners into faculty clinical departments across the

system. Appointed 15 department chairmen. Implemented a single practice management system and EMR

x Consolidated 3 separate hospital graduate training programs into one medical education consortium x Grew federal research to $24MM annually x WPAHS was named by Thomson Reuters/Medicare as one of the top 57 health systems in the

country based on quality, efficiency and patient satisfaction for two years in a row x The System’s flagship Allegheny General was ranked in the Top 50 US hospitals for orthopedics,

cardiovascular medicine and gastroenterology in 2011 x WPAHS Series 2007A revenue bonds increased from 55 to 84 resulting in a 80% total return to

investors during 40 month tenure; pension increased from 55% funded to 84% funded during tenure x Completed merger negotiations with the local BC/BS Plan, Highmark. Transaction valued at $1.1

billion (cash plus net debt). x Lead the redesign of the Pennsylvania Medicaid system resulting in $500MM in new industry

revenue x Founded a four year tract medical school program in conjunction with Temple University x Board member of the Allegheny Conference, the Hospital Association of Pennsylvania, The

Association of American Medical Colleges COTH Board, and the Greater New York Hospital Association

Cooper University Healthcare April 2000 - March 2008 Camden, New Jersey President and Chief Executive Officer

President University Physicians, Robert Wood Johnson Medical School-Camden The Cooper Health System (CHS) is Southern New Jersey’s only academic tertiary medical center and one of three principal teaching hospitals of the University of Medicine and Dentistry of New Jersey. CHS had annualized operating revenues of $750MM from two primary business entities: University Physicians

Cooper/Robert Wood Johnson Medical School-Camden and the multi-site Cooper University Hospital which includes the South Jersey Regional Children’s Hospital. The institution operated 80 facilities, had 400 faculty members and 250 residents and fellows.

x Reported to the Board of Trustees and had full P & L responsibility for the Health System x CHS lost nearly $50MM prior to arrival, was in default on obligated debt, had less than one days

cash on hand and a negative 5% operating margin x Rewrote the mission/vision statement for the health system and restructured the governance of

CHS around an academic physician-centric clinic model. Merged the faculty with Cooper University Hospital

x Recruited nationally known expert physicians to lead new centers of excellence: cardiovascular care, critical care, trauma, bone & joint disease and oncology. Conceived and founded “CINJ at Cooper”, South Jersey’s first multi-specialty Cancer Institute

x CHS went from #4 to the #1 ranking in hospital market share by growing admissions 50% x Total revenue grew from $311MM to over $750MM through same store growth during tenure x Health System operating income increased each year and grew to $45MM. CHS’s annual cash flow

reached $77MM by 2008 x Cooper University Hospital’s unrestricted cash increased from $0 at year-end 2001 to nearly

$200MM by 2008. Return on net assets averaged 25% during tenure as CEO x Obtained three Moody’s bond upgrades from B1 to Baa3 restoring CHS to investment grade x Completed construction of new parking garage/retail complex and new hospital after raising

$230MM in capital as part of a $500MM campus wide construction initiative x Grew annual federal research grants from $149K to $8MM and total federal research funding to

$25MM x Developed the Cooper-Wharton Leadership Institute, a 12-month advanced program for high-

achieving CHS faculty leaders and managers at the University of Pennsylvania x Conceived of and created the plans for the Cooper School of Medicine at Rowan University x Cooper was named a Top 25 Employer of Choice in New Jersey by New Jersey Business Journal

and New Jersey Business and Industry in 2005 and 2006, respectively x Cooper earned the National Research Corporation’s 2005 Consumer Choice Award winner for the

Delaware Valley displacing the Hospital of the University of Pennsylvania for the first time in the 10-year history of the award; Cooper repeated this honor in 2006 and 2007

x Turned around the University Physicians organization from a $8.5MM loss to a $5MM gain in one year on $118MM in revenue; increased cash reserves from $200K in 2000 to $12MM in 2001

x Clinical Assistant Professor Robert Wood Johnson Medical School. Practiced comprehensive ophthalmology and trained medical students and Wills Eye/Cooper residents. Initiated the NIH funded ACCORD Eye Study Group as the coordinating investigator at RWJ-Camden Campus. Named “Top Doc” in New Jersey by South Jersey Magazine in 2003 and 2004

x Member of the Association of American Medical Colleges Academic Assembly, the New Jersey Governor’s Commission Subcommittee on Access and Equity for the Medically Underserved and the New Jersey Governor’s task force to restructure the University of Medicine and Dentistry NJ

x Chairman, New Jersey Council of Teaching Hospitals 2004-07: o Developed NJ “safety net” hospital designation and raised $202MM for charity care o Developed and implemented New Jersey’s Family Care Bill that covered all NJ children o Led the state-wide IHI “Saving 100K Lives Campaign” that was credited with reducing

deaths by 6,000 over 18 months o Designed and secured a new $63MM State financed Medicaid GME fund for hospitals

Mercy Health Partners October 1996 – April 2000 Springfield, Ohio President and CEO of Covenant Health Senior Vice President & Chief Medical Officer Senior Vice President Physician Services “Missioned” Catholic Healthcare executive. Mercy Health Partners (MHP) is a division of Catholic Healthcare Partners (now Mercy Health Partners) with hospital, physician and insurance services. The division had $225MM in revenue, two acute care hospitals, 4 nursing homes, an ambulatory campus, owned physician practices and Covenant Health, an Ohio health insuring corporation. MHP had lost money in the year prior to arrival and had lost substantial market share in the previous 3 years to its competitor. Primary responsibility was for the health insurance plan, the physician management services organization, aspects of hospital in/outpatient operations and for-profit subsidiaries. Accomplishments include:

x Founded, organized and financed Covenant Health. Had P&L responsibility. Grew Covenant's covered lives to 30,000 members. Achieved annual gross revenues of $25MM and net income of 27% of fee revenues by 1999. Business combined with Family Health Plan and sold to Medical Mutual

x Founded Practice Pro, LLC, and a 40-employee physician practice management company that provided integrated management services to physician practices. Achieved profitability after the first year of operations

x Founded, organized, and managed the Mercy Surgery Centers, LLC. Delivered $3.2MM in revenue and 18% net income in first operating year with an average of 50% ROI per year over the life of the investment

x Restructured Mercy's owned physician practices. Improved net income by 26% per year in the first two years of managing the practices. Responsible for recruitment, business valuations and practice acquisitions

x Grew hospital acute care admissions by 15% and market share by 11% x Led a hospital focused cost cutting initiative that resulted in a $4.3 MM (4%) EBIT margin in first

year x MHP obtained net income from ongoing operations in excess of nearly $7MM for fiscal 2000 x Achieved length of stay and inpatient cost economies that placed Mercy Medical Center in top

10% nationally with cost per case of $3900. MMC was named a Top 100 hospital by Modern Healthcare and was selected as a Top 100 Most-Improved Hospital for the period from 1996-2001

HealthCarePlan Insurance July 1992 – October 1996 Buffalo, New York Attending Ophthalmologist and Medical Director HealthCarePlan was a 130,000 member staff and network model HMO insurance company with a 95 member capitated multi-specialty physician group. Two thirds of these physicians were in primary care. Accomplishments and responsibilities included:

x Specialty Services Director for Choice Care: conducted medical management review for the

network product

x Designed and implemented a plan-wide care utilization system x Designed a capitated payment system for Medical Partners WNY (the successor physician

organization) x Chaired the staff model divestiture and governance re-design for the physician group

EDUCATION Management The Wharton School, The University of Pennsylvania May 1992- May 1994 Philadelphia, PA, MBA, Director's List Medical University at Buffalo, State University of New York July 1989 - June 1992 Buffalo, NY, Ophthalmology Residency Harvard Medical School June - August 1990 Boston, MA, Lancaster Course in Ophthalmology Columbia University/Morristown Memorial July 1988 - June 1989 Morristown, NJ, Medical Internship, Intern of the Year Hahnemann Medical School August 1984 - June 1988 Philadelphia, PA, MD, Honors/Academic Distinction/AOA Pre Medical The Pennsylvania State University July 1980 - May 1984 University Park, PA, BS in Science/Pre Medicine, Dean's List

PERSONAL Birthplace: Manhasset, NY Married, two children

RESEARCH

ACCORD Eye Study (Action to Control Cardiovascular Risk in Diabetes) was an NHLBI/NIH sponsored trial that studies the effects of blood sugar control, blood pressure control and lipid control on the outcome of retinopathy in Type II diabetes. Principal role was the coordinating investigator for the RWJ/Camden Campus site. Past industry research involved the development of healthcare quality and utilization software systems. The purpose was to develop a reliable, user-friendly system for payers and providers to assist with managing patients in a pre-paid health environment. Past health services research experience in cataract surgery outcomes and the development of a reliable measurement system to establish the effects of co-morbid disease on surgical outcome.

GRANTS

Health Care Foundation Investigators: Christopher Olivia, MD, Richard Stockton, PhD Dates of Funding: June 1993 Grant Amount: $2500 Purpose: Support cataract surgery outcomes research

Ben Franklin Partnership Trust Co-investigators: Steven Diamond, DO, Christopher Olivia, MD, John Chan, MS Dates of Funding: March 1996; January 1997; October 1997 Grant Amount: $60,000; $100,000; $85,000 Purpose: Support research and development of demand management medical software

PUBLICATIONS/PRESENTATIONS “Critical Care Medicine as a Distinct Product Line with Substantial Financial Profitability: The Role of Business Planning,” Bekes, C, Dellinger, P, Brooks, D, Edmondson, R, Olivia, C and Parrillo, J. Critical Care Medicine 2004 Vol. 32 (5), pg. 1207-14. "Infection of the Conjunctiva by Rhinosporidium Seeberi," Reidy, JJ, Sudesh, S, Klafter, A and Olivia, C. Survey of Ophthalmology, Vol. 41 (5), March 1997, pg. 409-413. "Grasping a Rattle Snake: Iqbal Paroo (University President) takes on the Faculty Practice Plans at Hahnemann." A business school case study in academic organizational management. Wharton Reprographics, June 1994. "Expectancy Analysis of Post Surgical Outcomes in Cataract Patients with Varying Co-morbid Disease." Poster presentation at the May 1994 meeting of the Association for Research in Vision and Ophthalmology. IOVS 35(4): 3317. "Assessment of the Effects of Co-morbid Ocular Conditions on the Outcomes of Cataract Surgery." Poster presentation at the May 1993 meeting of The Association for Research in Vision and Ophthalmology. IOVS 34(4): 887. "An Analytic Method of Assessing Cataract Surgery Outcomes." Poster presentation at the May 1992 meeting of The Association for Research in Vision and Ophthalmology. IOVS 33(4): 1306. "The Effects of Co-morbid Conditions on the Outcomes of Cataract Surgery." Paper presented at The University at Buffalo Resident/Alumni Conference in June 1991. "The Foot Soldiers of Hahnemann", Monograph, University Press, June 1988.

AFFILIATIONS

x American Academy of Ophthalmology, Fellow x Buffalo General Hospital, Staff Physician 1992-1996 x Mercy Hospitals Staff Physician 1997-2000 x Cooper University Hospital Staff Physician 2001-2008 x Allegheny General Staff Physician 2009-2012

APPOINTMENTS

x Assistant Clinical Instructor, Dept. of Ophthalmology, SUNY at Buffalo, July 1989-June 1992 x Assistant Clinical Professor, Director of Ophthalmic Education, Physician Assistant Program, D'Youville College, May

1993-October 1996. x Lecturer, Head and Neck Anatomy, Ohio State University, 1997-2000 x Clinical Assistant Professor of Ophthalmology, Department of Ophthalmology/Surgery, Robert Wood Johnson Medical

School, 2002-08 x Instructor, Wills Eye Hospital 2003-08 x Wharton Business Plan Competition, Phase II Judge, 2004-08 x Lecturer/Mentor, Entrepreneurship Department, Wharton School of Business, University of Pennsylvania, 2004-11

BOARDS

x Diplomate, National Board of Medical Examiners x Diplomate, American Board of Ophthalmology; recertified 2005

LICENSES x New York #184743 x New Jersey #71966 x Ohio #72713 x DEA #B03324489 x Pennsylvania #MD436029

COMMUNITY SERVICE x Regional fundraising coordinator for United Way, Springfield, Ohio x Founder and Director of the Rocking Horse Center. The RHC is a multi-disciplinary medical center for poor

children in Springfield, Ohio with a FQHC designation. x Advisor for the Well Child Center, Urbana, Ohio . x Organizing committee, Mercedes Benz Golf Tournament to benefit South Jersey Regional Children’s Hospital 2003-08 x Past Board Member, American Red Cross, Southern New Jersey Chapter x Tau Kappa Epsilon Mentor Program, The Pennsylvania State University x Co-Chair, Bikur Cholim Hospital (Jerusalem, Israel) Fundraising Committee x Chair, March of Dimes Walk America in Camden County, New Jersey 2005 and 2006 x Chair, International Healthcare Volunteers Annual Fundraiser Gala x Board Member, Ronald McDonald House of Southern New Jersey x Board Member, South Jersey Chamber of Commerce x Advisory Board, Greater Philadelphia Albert Schweitzer Fellows Program x Co-Chair Juvenile Diabetes Foundation Fundraiser April 2009 x Co-Chair Pittsburgh Pirates Charities Golf Tournament August 2009-2012 x MHA Advisory Board, Penn State University 2011-Present x Dean’s Board Penn State University College of Science 2014-Present

EDITORIAL REVIEW

x Society Critical Care Medicine Journal 2004-08 x Journal of Patient Safety 2006-08 x Journal of Healthcare Transformation 2015-present

REPRESENTATIVE LECTURES

x “The Business Case for Patient Safety”, 6th National Patient Safety Congress, Boston Massachusetts, May 2004 x “Getting Started with Rapid Response Teams”, 7th National Patient Safety Congress, Orlando, FL, May 2005 x “Medicine in the 21st Century: Infinite Needs Meet Finite Resources”, Drexel University Medical School Graduation,

Philadelphia, PA, May 2005

x “If You Were a Physician in Charge of Hospital Leadership, What Changes Would You Undertake?” Moving from the Sidelines to the Frontlines of Patient Safety; Empowering the Medical Staff, AMA/JCAHO Conference, Chicago, IL September 2005

x “Pillar Service Line Planning; Physician Hospital Collaboration for High-Impact Growth” Forum for Healthcare Strategists, Phoenix, AZ October 2005

x “Entrepreneurship Challenges: Strategy Meets the Distribution Channel”, The Wharton School of Business, December 2005

x “The Business Case for Patient Safety. The Cooper Health System Anatomy of a Turnaround” Applied Patient Safety Conference, Philadelphia, PA April 2006

x “Using the 4-A Innovation Model to Construct a Quality Improvement System” Getting Boards on Board: Leadership Strategies for Quality and Performance Improvement, Thomas Jefferson University, Philadelphia, PA

x “Federal Health Reform: Industry Region and Opportunity,” Pittsburgh Venture Capital Association and Pittsburgh Technology Council, October/December 2010

x “The Future with Federal Health Reform: Whither Academic Medical Centers,” The Society for Cardiovascular Angiography and Intervention October 2010

x “EMR 2.0 What Comes Next” JP Morgan Healthcare Conference, January 2012 x “Cancer-Journey Toward Better Health, Better Care and Lower Costs” Center for Medicare and Medicaid Services/HHS

Innovation Summit, January 2012 x “Market dynamics prompting mergers between health systems and health plans” Navigant Pulse Vol. II, August 2013 x “Empowering Physicians for Pop Health: Tools for Enhancing Clinical and Financial Performance” ACHE 2015

Congress, March 2015 x “Population Health Management 2.0: Real Value in Care” Jefferson Population Health Colloquium, March 2015 x “Elements of Successful Population Health Programs” HFMA CFO Forum Fall 2015

AWARDS

x Top Intern, Columbia University/Morristown Memorial Hospital 1989 x Top Doc, New Jersey, SJ Magazine 2003 and 2004 x Drexel University School of Medicine Distinguished Alumnus Award 2005 x International Healthcare Volunteers Leadership Award 2006 x Outstanding Lecturer and Mentor, Entrepreneurial Leadership Program, The Wharton School of Business 2004, 2005,

2009 and 2010 x “Fifty Most Powerful Physician Executives”, Modern Healthcare 2010 x Penn State University Outstanding Alumnus, College of Science 2013 x SJ Biz Journal Who’s Who in Health Care 2014 x Philadelphia Business Journal Innovation Award Healthcare CEO of the Year 2014