MICHAEL H. COVERT, F.A.C.H.E.

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1 MICHAEL H. COVERT, F.A.C.H.E. Summary of Skills: - Successful developer of strong management teams - Excellent communicator and teacher - Strong goal oriented leader - Proven negotiator - Perceptive strategic planner - Extensive experience in management of systems/hospital operations - Effective decision maker with excellent track record January 2003 to Present President & CEO Palomar Pomerado Health San Diego, CA Responsible for all strategic planning/management/operations of this two hospital (650-beds), 2 Skilled Nursing Facilities/Surgery Center/Home Health system and subsidiaries ($350 million budget 3,500 FTE's) - Received Nursing Magnet status for the Health System in Ranked 39 th among Modern Healthcare s Best 100 Places to Work in Awarded Baldrige Bronze Award Named top hospital district for State of California by Association of California Hospital Districts Received Association of California Health Districts award as top Health System of the year for Passed largest bond issue and only one of its kind in the history of the State of California (70% of voters/$500 million dollars) - Initiated employee engagement program that moved scores from 35th percentile to 75th percentile in 12 months and physician engagement scores to 95th percentile

2 Page 2 - Developed bottom line which has generated $20 million dollars per year. In first two years moved Moody ratings to A1 looking up for revenue bonds and AA for G.O. bonds - Initiated performance improvement program that has placed PPH in the top 10 percentile for cardiac care and caused system to win AHA Get with the Guidelines award two years in a row. Received system wide JCAHO accreditation under new review approach that would have been at the accreditation with commendation level in the past - Established system wide objectives and balanced scorecard with employee incentive process that ties specifically to achievement of performance in each area - Established strong board education and development program that has eliminated member controversy in a public setting 2000 Sept President Washington Hospital Center Washington, DC Responsible for all strategic planning/management/operations of this 907-bed tertiary, teaching institution and subsidiaries ($700 million + expense budget / 5,800+ FTE s). Major Accomplishments: - Grew census from 41,000 to 45,000 admissions with strong financial mix including development of the largest regional cancer and cardiac programs in the mid-atlantic. - Obtained US News & World Report recognition as one of the best 50 hospitals in America in six categories. - Managed seven-week nurses strike while maintaining growth, volume, and payor mix. - Received first federal grant to a hospital in the U.S. for planning for an all risks ready emergency department; obtained support from the Surgeon General of the Air Force to be one of their two primary civilian hospital relationships.

3 Page 3 - Reorganized allocation of beds and established program to reduce length of stay. - Established first management development program for the institution to be used as a model for the system. - Developed successful PET scanner, gamma knife, cardiac MR, interdisciplinary vascular, and incontinence programs within the first 24 months President/Chief Executive Officer Sarasota Memorial Health System and Subsidiaries Sarasota, Florida Responsible for all strategic planning/management/operations of this 850-bed public hospital system ($350+ million expense budget; 3,000 FTE s). Major Accomplishments: - Generated significant net revenue gains for the institution in the last six years while maintaining a 70% Medicare/10% Medicaid/5% charity care/ 15% managed care mix. Average length of stay was 4.8 days with a 1.9+ case mix index. - Developed and led governmental business coalition and PHO that captured and managed more than 80,000 lives in the region in less than four years. - Established primary care physician group (60+ physicians) to provide support and direction to the health system s ambulatory and managed care ventures. - Developed and led joint operating management company for the Sarasota Memorial and Lee Memorial Health Systems that provided services, including administrative, and generated more than $8 million in savings in less than two years.

4 Page 4 - Completed first definitive Sarasota County health needs assessment plan for provision of medical, mental health, dental, screening/prevention, and educational services, which was adopted by the hospital, school board, and County Commission. - Completed reorganization/delayering program, including elimination of more than 90 management positions, netting a savings of $7.5 million or more annually, and minimizing levels of management between the Chief Executive Officer and the staff. - Established extensive Board and Medical Staff education and development programs to enhance communications between both constituency groups, as well as an understanding of changing issues in health care. - Initiated Board and Medical Staff opinion surveys to review satisfaction with support provided by the Chief Executive Officer and staff. (Compensation of staff was based in part on these results, as well as jointly established quality improvement and customer service initiatives). - Developed five ambulatory care sites in key geographic locations countywide to support screening, diagnostic, and primary care services for the community. - Established integrated network of care delivery for Sarasota County through the development of a strong case management, home health, information systems, and utilization review that made significant strides in reducing length of stay, days per thousand, use of the facility, and enhanced revenues per admission. - Led the development of a strategic plan for the Sarasota Memorial Health System that positioned the health system as the major healthcare provider in the community in the arenas of cardiovascular, women s and children s services, gerontology, ambulatory services, minimally invasive surgery, oncology, orthopedics, neurology, and behavioral health programs. - Developed strong constituency support among the press, governmental, business, social service, and community agency groups through chairing of the Sarasota Chamber of Commerce board, the United Way of Sarasota County board and campaign, the Academic Affairs Committee of the University of South Florida/Sarasota, the Sarasota University Club, as well as chairman of the state-wide, not-for-profit hospital lobbying group in Tallahassee, and service on the Florida Hospital Association board, etc.

5 Page Acting Director Wichita-Sedgwick County Department of Community Health Wichita, Kansas Responsible for all strategic planning/management/operational activities of the largest health department in Kansas (400,000+ population; 200 FTE s; $7 million budget) Senior Vice President Physician Corporation of America Wichita, Kansas Responsible for all strategic and operational activities of the hospital, diagnostic, and physician divisions of the $60+ million for profit health care corporation which owned HMO s, physician clinics, and health care facilities in several states. Major Accomplishments: - Within the first ten months turned losses of $7 million per year into profits of $3+ million. Sold clinic practices/assets for $12 million profit. Divested other corporate assets at profit to repay stockholders initial investment plus interest. - Expanded Kansas operations to include recruitment of 15 new family practice and subspecialty physicians to 100+ medical doctor group. - Developed 12 new capitation agreements with specialty groups that enhanced bottom line profitability by $500, Renegotiated all hospital contracts reducing costs in organization by 25%. Initiated management systems that helped monitor and reduce utilization of resources by 35% without reducing quality of care rendered. - Centralized management of 27 physician offices.

6 Page Executive Director The Ohio State University Hospitals Columbus, Ohio Responsible for all strategic planning, development, policy, and operational activities of this 1,100-bed teaching tertiary referral center (operational budget of $215 million; 3,700 employees; 600 residents). Included management of 72-bed rehabilitation unit, 100-bed psychiatric unit, 160-bed cancer center, and 750-bed acute care hospitals. Major Accomplishments: - Established first corporate entity for the hospitals to compete effectively in the regional market. - Developed the University s own preferred provider organization with an enrollment of 9,000 subscribers in the first year. - Initiated the medical center s first strategic business planning and marketing process. - Reorganized the board committee structure and formalized a selfevaluation process to enhance participation in stewardship of the organization. - Reorganized management staff, including elimination of the top four management positions in an effort to streamline effectiveness and response to medical staff and patients. - Developed six contractual relationships with health maintenance organizations to refer patients exclusively, or through incentive agreements, to University hospitals and physicians. - Established a communication program with medical staff and key chairmen to enhance problem resolution processes and to market their services more effectively. - Finalized development of the medical center s first two primary care satellites.

7 Page 7 - Organized and led the only successful union decertification campaign in the University s history (900 technical staff). - Purchased nine Humana MedFirst facilities to serve as outreach centers for the hospitals; quickest approval of multi-million dollar program in University history. - Revamped management communications program to increase awareness and participation of staff in hospital activities Executive Vice President/Chief Operating Officer St. Francis Regional Medical Center Wichita, Kansas Responsible for all day-to-day operations of this 886-bed referral teaching center (operational budget of $130 million; 3,000 employees). Major Accomplishments: - Successfully recruited and developed an entirely new management team (ten administrative staff) and implemented a new corporate organizational structure for the board and the institution. - Effectively introduced and implemented a number of new management systems including: New budget programs and systems that turned deficits of $300,000 per year into operating margins of ten percent, based on a $130 million operating budget; Integrated management information programs that blended human resources, patient care, finance, productivity, and marketing needs into a system providing accurate, reliable data for management decision making purposes; Major planning program which produced the medical center s first five-year program and facility plan;

8 Page 8 A sound wage and salary program which allowed the medical center and its subsidiaries to compete in the marketplace, based on productivity target levels and standards of performance that reward merit; And, extensive formal management development and communications programs that promoted a consistent value driven corporate culture. - Developed a medical staff relations program with more than 400 physicians that cultivated their utilization of the medical center, including: Initiation of physician/advisory ad hoc marketing groups in specialized areas; Implementation of recruitment strategies which enhanced referrals of primary care physicians to subspecialties of the medical center; Provision of for-profit, outreach services, including radiology, lab, and data processing to physician offices and other hospitals; Initiation of regular communication mechanisms with the top 100 admitting physicians focused to meet their practice needs; Creation (within nine months) of a major campus around the downtown medical facility, based on a $35 million ambulatory expansion, involving rezoning, relocation of streets, and gaining community and civic support; While at St. Francis, established a joint venture program with key medical staff leaders including: freestanding urgent care centers, outpatient cardiac cath lab, an MRI diagnostic imaging facility, and physician office buildings; Purchased a home health agency, a 177-bed skilled nursing facility, and obtained management contracts for the operation of three 70- bed hospitals in the region;

9 Page 9 Additional Administrator, Professional Services and Construction Hillcrest Medical Center Tulsa, Oklahoma Administrator, General Services Hillcrest Medical Center Tulsa, Oklahoma Assistant Administrator, Planning Hillcrest Medical Center Tulsa, Oklahoma Administrative Resident Hillcrest Medical Center Tulsa, Oklahoma 1969 Administrative Assistant St. Agnes Hospital White Plains, New York

10 Page 10 Education: Bachelor of Science in Business Administration Washington University School of Business St. Louis, Missouri Graduated with Honors Master of Health Administration Washington University School of Medicine St. Louis, Missouri Graduated with Honors Professional Affiliations: Present Clinical Assistant Professor, Healthcare Administration College of Medicine The Ohio State University Present Adjunct Associate Professor of Administration Program in Health Administration School of Medicine Washington University Regent West Central Florida District American College of Healthcare Executives Past Chairman National Accrediting Commission on Education for Health Services Administration Member, Board of Directors VHA-Florida Member, Editorial Board Frontiers of Health (ACHE Peer Reviewed Journal) 1998 Past Chair Association of Hospitals and Health systems of Florida Numerous civic and professional association activities

11 Page 11 Personal Characteristics: Over the past 30 years, I have developed strong management teams noted for their ability to plan for the future and to lead others. My strengths include an ability to recognize future needs of an organization, create structure out of ambiguity, and gain the commitment of others in achieving corporate goals. I have the ability to make decisions in a timely manner and communicate them effectively to others. Other strengths include the patience and maturity required to allow others to grow and the flexibility to compromise without losing sight of original objectives. I have an extensive background in development and implementation of effective management systems and a strong orientation and sensitivity to the human resource, medical staff, and information systems needs of an organization. Revised 8/07

TRACY J FARNSWORTH, FACHE 2325 Satterfield Drive, Pocatello, Idaho /

TRACY J FARNSWORTH, FACHE 2325 Satterfield Drive, Pocatello, Idaho 208-705-4916 / farntrac@isu.edu SUMMARY Twenty two years of healthcare leadership/management experience in successful, high-profile organizations.