KENNETH B. COHEN, MHA, CHE Director San Joaquin County Health Care Services Agency French Camp, California

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1 KENNETH B. COHEN, MHA, CHE Director San Joaquin County Health Care Services Agency French Camp, California Results oriented HEALTHCARE EXECUTIVE with diverse management experience in public, district, and for-profit hospitals and healthcare settings. Proven successes include a broad range of nationally recognized accomplishments in Financial Management, Strategic Planning, Hospital Construction\Capital Financing, Legislative Advocacy, and Health Care Policy and Planning. Known for integrity, vision, and an ability to motivate and revitalize organizations. Proven ability to collaborate and work with elected and appointed officials in highly complex public systems. PROFESSIONAL EXPERIENCE San Joaquin County Health Care Services Agency Health Care Services Agency Director Member Board of Trustees-San Joaquin General Hospital 10/2003 to present Reporting directly to the Board of Supervisors, responsible for Emergency Medical Services Agency, Correctional Health Care,, Department of Public Health, and Behavioral Health Services, including Substance Abuse, Public Guardian/Conservator, and Veterans Services Office. Accountable for an annual net operating budget of over $600 million, including nearly 1,500 F.T.E. employees providing services to over 165,000 patients and clients, annually. - Prepared and submitted to the State Department of Health Services, and implemented in July 2012 the county wide plan to establish a Low Income Health Plan (LIHP) that includes: San Joaquin General Hospital, The Health Plan of San Joaquin, Behavioral Health, Community Medical Centers (FQHC), and a network of hospital and community based primary care and specialty providers. - Developed health care services programs and services included in the AB-109 Realignment Plan (State transfer of inmates to Counties) for Mental Health and Correctional Health Services. - Received $500,000 from Blue Shield Foundation to establish a Health Information Exchange among San Joaquin General Hospital, Behavioral Health, Health Plan of San Joaquin and Community Medical Center (a non-profit FQHC clinic). Go livei s October 2012 and the integration of Behavioral Health into the HIE will be a first in the nation. - As part of the long term strategic business plan presented and approved by the Board, participated in the establishment of a community Board of Trustees for the hospital effective 11/2010 and appointed as an initial member. - Served as Interim Hospital CEO accountable for an annual net operating budget of over $400 million, including nearly 2,500 F.T.E. employees providing services to over 250,000 patients, annually. The hospital provides accredited physician training to 57 physicians through independent Family Medicine, Surgery and Internal Medicine residency programs. - Achieved over $15 million in hospital financial improvements by through reduced labor and supply costs, and improved revenue, billing and collection processes. - In July 2011, formed a non for profit 501(c) 3 non-profit corporation in order to establish hospital primary care clinics as Federally Qualified Health Centers. HRSA approval is anticipated July 2014, with net revenue expected to increase annually by $11 million. - Achieved nearly $1 million in hospital cost savings by closing an underutilized offsite clinic and eliminating Several outpatient service lines at the main facility. - Retained The Camden Group to develop short and long term strategic business plans for board review and approval, leading to the establishment of the hospital as an independent department and establishment of a community Interim Board of Trustees. - Negotiated the establishment of a 30 bed regional Medical Guarded Unit through a five year contract with the California Department of Corrections and Rehabilitation that contributes approximately $5 million to the bottom line. - Stabilized private market share at hospital through contracts with the California Youth Authority, Anthem Blue Cross, and Kaiser Permanente by providing specialty inpatient, outpatient surgery and mental health/substance abuse services for their patients. - Achieved a $1.5 million annual savings by outsourcing Transcription, Security, and Material Management.

2 - Completed the first state approved county wide Trauma System Plan and implemented Exclusive Ambulance Operating Zones through a contract with AMR West for the San Joaquin 911 system including a new 911 dispatch center, incorporating contract incentives and controls for operating performance, response times, reporting, and accountability. - Realigned Behavioral Health Services by reducing inpatient bed capacity, expanding crisis and residential services and thereby increasing Medi-Cal reimbursement by over $5 million annually. - Completed land leases and constructed a new 10,000 sq. ft. Veterans Administration satellite clinic and Hospital dialysis center and a 40,000 square foot new Health Plan of San Joaquin headquarter office building located on the hospital campus. - Developed successful County proposal to relocate regional Veteran Affairs skilled nursing facility and specialty outpatient clinics from Livermore, CA adjacent to the hospital campus in French Camp. After several years of study and review, in August 2011, the V A approved of the relocation of these facilities adjacent to SJGH. - Eliminated a $3 million dollar negative fund balance by consolidated Mental Health and Substance Abuse Departments into one Behavioral Health Department, resulting in consolidation of overhead and administrative services, enhanced quality and customer service, and a client centered approach to care. Health Plan of San Joaquin County Chairman, Health Plan Commission 10/2003 to present Chair of an appointed eleven member commission, responsible for policy, planning and oversight for the Health Plan of San Joaquin (HPSJ) a publicly owned local health plan located in the heart of the Central Valley. The plan provides access to high quality cost-effective health care to over 100,000 people serving families in San Joaquin, Stanislaus and Merced Counties. The Plan provides the following: self insurance for employees of the county, Medi-Cal, Healthy Families, Healthy Kids, AIM- Access to Infants and Mothers, and Healthy Connections. - Opened a $10 million 40,000 square foot Health Plan headquarters building in Implemented corporate fiscal and operational performance metrics in 2009, resulting in positive financial results in and Implemented a pay for performance wage and salary program for all employees of the Health Plan leading to improved operational performance and achievement of 85% of all corporate financial, operational and quality goals. - Increased membership from 80,000 to over 200,000 members through expansion into Stanislaus County Medi-Cal managed care. - Achieved full state compliance with Hedis quality measures and achieved the highest plan rating of all state local health plans in Health Care Interpreter Network Chairman, Health Care Interpreter Network 07/2008 to present The Health Care Interpreter Network (HCIN) is a cooperative of California hospitals and health care providers sharing trained healthcare interpreters through an automated video/voice call center system. Videoconferencing devices and all forms of telephones throughout each hospital connect within seconds to an interpreter on the HCIN system, either at their own hospital or one of their colleague hospitals. Currently, there are eleven member hospitals participating in the HCIN network. - Implemented the first Video Medical Interpreter Multi Hospital Network in the USA in conjunction with San Mateo General Hospital, and Contra Costa Regional Medical Center. This nationally recognized project was paid for entirely through Federal, California Health Care and Kaiser Permanente foundation grant funding with San Joaquin General Hospital as the lead agency. Alameda County Medical Center, Alameda, Ca 7/ /2003 Chief Executive Officer and Board Member Reporting to the Board of Trustees of the Hospital Authority, responsible for Highland General Hospital, a 230 bed tertiary teaching and trauma center, the 80 bed John George Psychiatric Pavilion, the 160 bed Fairmont Rehabilitation and Skilled Nursing Facility, and 3 freestanding Health and Wellness Centers in Alameda County. Accountable for an annual operating budget of over $450 million, including 3,000 F.T.E. employees providing services to over 300,000 patients annually. 2

3 - Completed a quality turn-around at the Hospital and in less than two years achieved a score of 89 at the hospital and 98 at the partial hospitalization program on the JCAHO, CALS and CMA survey; and a three year accreditation. - Implemented a financial turnaround plan that included $17 million in cost savings and revenue enhancements by establishing labor productivity targets and improved staff management, performance standards for physicians, enhanced billing and coding, and tightened internal management controls to bolster the medical center s operations. - Implemented special revenue and cost containment projects resulting in an annual positive financial impact of $12.5 million. - Identified and eliminated corruption and mismanagement in housekeeping and maintenance departments. Recruited and built a strong management capacity in areas of nursing, quality, compliance, technology, building and maintenance, human resources, community relations and policy. The team was widely supported by ACMC staff, labor, medical staff and other members of the health care community. - Completed the first strategic business plan for the Hospital Authority resulting in a statement of the Vision, Key Strategies, and Elements for Success, and Key Partnerships. The Plan also identified significant opportunities to leverage real estate holdings through partnerships with government and private enterprise in profitable programs and services - Achieved sub-acute billing status for the Skilled Nursing facility and took advantage of other opportunities to increase and expand revenue growth resulting in an increase of $2 million annual reimbursement. - In partnership with organized labor, reengineered and improved billing and collection processes, improved the capacity of the Medical Center to perform routine functions in house, and reduced outside contracting costs, resulting in an additional $5 million contribution to the bottom line. - Working through the hospital s nonprofit foundation, received a $5 million award from the Koret Foundation in support of the construction and equipment of the hospital s critical care building. Riverside County Health Services Agency /2001 Riverside County Regional Medical Center, Riverside, Ca Agency Director and CEO Hospital Reporting to the County Board of Supervisors, responsible for Riverside County Regional Medical Center, a 364 bed teaching hospital; the Department of Public Health; 12 family care centers; Department of Environmental Services; Jail Health Care; Animal Control Services, and Emergency Medical Services Agency. Accountable for a annual operating budget of over $400 million and 2700 F.T.E. employees providing services to over 350,000 patients annually. - Planned and directed the construction, equipping, transition, and opening of award winning, state-of-the-art, 520,000 square foot, $250 million replacement medical center on a master planned, 100-acre campus. - Negotiated land leases with Integrated Care Communities, Inc. for construction and operation of skilled and sub-acute nursing, assisted living, adult day and child care centers, and medical arts office building, including home health and pharmacy, on the new Medical Center campus. - Diversified resident physician teaching programs and enhanced quality of services at RCRMC through new medical school affiliation agreements with: UCLA Medical Center, Martin Luther King/Drew University Medical School, UC Irvine Medical Center, University of California at Riverside, and Western College of Health Sciences. - Successfully negotiated inpatient contract rate increases and supplemental Medi-Cal payments for graduate medical education, hospital annual debt service, and other disproportionate share programs with an aggregate annual value of $80 million. - Successfully negotiated the sale of the old Hospital property to Lowe's Home Center generating approximately $8.4 million in non-operating revenue for the Medical Center. - Successfully positioned RCRMC to score 94 on the combined Joint Commission on Accreditation, California State Licensure, and California Medical Association survey; and score 100 on the JCAHO Laboratory Survey, a perfect score with no supplemental recommendations resulting in three year accreditation. - Planned and opened a 6,000 square foot off-campus primary care center in partnership with the private Riverside Community Hospital Foundation. 3

4 - Implemented performance-based contracts for professional physician services: Pulmonary Medicine, Pediatric Intensive Care, Neonatal Intensive Care, General Pediatrics, Obstetrics/Gynecology, and Anesthesiology. - Integrated Pediatric Intensive Care, Neonatal Intensive Care and Pediatric Trauma Service as a California Children's Services approved Regional Referral Center. The Center included a neonatal and pediatric transport service as a publicprivate partnership with the hospital foundation and AMR Ambulance Company resulting in a twenty percent increase in volume. - Established a prime vendor relationship with California State Department of Corrections for RCRMC to contract as the regional hospital provider for five State prisons housing over 50,000 inmates. - Established the first Exclusive Physician Provider Organization for employee health benefits reducing benefit costs and enhancing utilization of the new Medical Center. - In partnership with Riverside Community College, established the first hospital-based, community college affiliated Physician Assistant training program in California. Riverside County Health Services Agency Director Reporting to the County Board of Supervisors, responsible for the 364 bed Riverside General Hospital-University Medical Center, the Department of Public Health, 11 family care centers, Correctional Medicine, and the Department of Environmental Health. Accountable for an annual budget of over $200 million and 2,500 F.T.E. employees. - Developed and implemented Strategic Business, Capital, and Information Technology plans to integrate medical care, consolidate services, and reduce costs resulting in the establishment of a Health Services Agency. - Consolidated the management of Riverside General Hospital, Department of Public Health, and the Department of Environmental Health into a County Health Services Agency reducing both overhead and labor costs. - Maintained the financial viability of the Medical Center and operated the facility with zero County General Fund subsidy between 1991 and 1997 by enhancing revenue and cash collections through centralization of billing; establishment of a Home Health agency; and conversion of public health clinics to Federally Qualified Health Centers. - Prepared the Facility Master Plan to fund, construct, and equip a $250 million, 520,000 square foot replacement Medical Center on a master planned 100 acre campus. - In collaboration with San Bernardino County, established Inland Empire Health Plan as a two county Medi-Cal managed care plan and positioned the Medical Center to be the focus of their provider network in Riverside. - Completed a market assessment and implemented the plan to leverage county real property at both the old and new hospital sites, generating nearly $500 million in commercial lease payments to defray new Medical Center debt service. - Negotiated a long-term Redevelopment Agreement with the City of Riverside to fund the construction and operation of a 20,000 square foot Neighborhood Health Center. - Completed a commercial land lease with Renal Treatment Centers of America to construct and operate a 15,000 square foot outpatient dialysis center on the new Medical Center campus. - Completed the Market Assessment and Environmental Impact Review leading to the acquisition of a 100- acre site from the University of California at Riverside for the new Medical Center campus. Riverside General Hospital - University Medical Center Hospital Administrator Reporting to the County Board of Supervisors, responsible for operation of this 364 bed, full-service, acute care, tertiary and teaching hospital and Correctional Medicine. Accountable for an annual budget in excess of $100 million and 1,250 F.T.E. employees. - Led a nationally recognized "Turned Around" of the financial viability of the Hospital and increased net operating revenue from $54 million to $105 million between and eliminated the net operating loss at the Hospital in F.Y to achieve a positive "bottom line" in fiscal years 1988 through

5 - Developed a plan to leverage the new Medical Center campus through commercial land lease agreements for the construction and operation of privately owned skilled and sub- acute nursing, assisted living, day care, dialysis and medical office facilities. - Developed an award winning innovative Capital Financing Plan comprised of State and Local government, and private sector financing which paid for the construction of the replacement Medical Center through a combination of commercial land lease agreements that developed related commercial and retail facilities on the campus. Negotiated an agreement with the City of Moreno Valley Redevelopment Agency to provide a $75 million contribution toward the construction of the replacement Medical Center. - Established an independent non-profit 5.01(c)(3) philanthropic foundation to support the Medical Center and initiated successful fund raising programs. - Actively participated in successful 1989 legislative effort by Riverside County representative, State Senator Robert Presley, resulting in $175 million Medi-Cal capital reimbursement program via special State legislation. - Successfully negotiated the Medi-Cal inpatient contract rate from a Per Diem payment to a Discharge Rate resulting in significantly increased annual revenue. Hollywood Medical Center, Hollywood, Florida N.M.E Hospital Corporation Administrator and Chief Operating Officer Reporting to the Regional Vice President, responsible for operation of this for profit 334 bed medical/surgical hospital. Accountable for $60 million operating and $10 million capital budget and 650 F.T.E. employees. Memorial Hospital, Hollywood, Florida South Broward Hospital District Senior Assistant Administrator Assistant Administrator and Interim Finance Director Internal Auditor/Budget Director George Washington University Medical Center, Washington, DC Budget Assistant PROFESSIONAL ASSOCIATIONS AND MEMBERSHIPS Diplomat Recertified, American College of Health Care Executives. Board Member, San Joaquin General Hospital Interim Board of Trustees. Chair, Statewide Prison Healthcare Task Force, California Association of Hospitals and Health Systems. Member, Directors Advisory Group, State of California, Emergency Medical Services Authority. Advanced Member, Health Care Financial Management Association. Member, American Public Health Association. Member, Society for Healthcare Strategy and Market Development. Board of Director and Chairman, Health Plan of San Joaquin. Member, California Health Care Foundation, Financial Health of California Hospitals Advisory Group Chairman of the Board, Health Care Interpreter Network. Former Board of Director, The George Washington University Alumni Association, Department of Health Management and Policy. PROFESSIONAL RECOGNITION "Outstanding Contribution to Medicine Award", (April 1998) Riverside County Medical Association. "Fredrick H. Gibbs Award for Excellence in Graduate Education", (March 1997) The George Washington University Alumni Association for Health Services Management and Policy. "Excellence in Innovative Infrastructure Financing Award", (1996) The Valley Group, Moreno Valley, California. "Health Week's Top 25 Turnaround Executives," Health Week, Volume 3, Number 4, February 21, "First Annual Safety Net Development Award" - Capital Financing Strategy for a Replacement Teaching Hospital, 1990, National Association of Public Hospitals. 5

6 "County Hospital Innovator's Award - Highest Distinction, County of Riverside Replacement Hospital Project," 1989, California Association of Public Hospitals. "County Hospital Innovator's Award - Top Honors" - 20/20 Nursing Upgrade Program, 1990, California Association of Public Hospitals. Speaker, National Association of Public Hospitals Fall Conference (November, 1989) "Innovations in Public Hospitals." Speaker, Gary Anderson Graduate School of Management, University of California, Riverside (June 1998) 7th Annual Health Care Conference. Inland Empire Business All-Stars, Individuals Making A Difference, (1991) Inland Empire Business Journal. PROFESSIONAL PRESENTATIONS/ PUBLICATIONS Management Innovations VI, "Development of Capital Financing for a 364-Bed Replacement Teaching Hospital," Sixth Annual Poster Session, 33rd Annual Congress on Administration, American College of Healthcare Executives, February, "Leading Organizational Change-Cultural Diversity", National Association of Public Hospitals, Annual Member Meeting, Monterey, California, June 2006 CIVIC ASSOCIATIONS\RECOGNITION United Way Keel Club, United Way of San Joaquin, Jim L. Uhls Memorial Fund Raising Award, American Heart Association, Riverside Chapter "Y's" Guy of the Year, 1988, YWCA, Riverside, California. "Outstanding Campaign Volunteer ," United Way of the Inland Valleys. Landmark Club, United Way of the Bay Area. Landmark Club, United Way of the Inland Valleys. "Outstanding Service Award," Inland Empire Black Nurses Association, Riverside/San Bernardino Counties (California), March 31, Co-Chairman, American Cancer Society, Inland Area, 1991 Testimonial Dinner. Chairman, Medical Division Campaign Committee, United Way of the Inland Valleys 1988, Former Member of the Board, San Joaquin County Partnership for Families. Former Board Member, United Way of the Inland Valley. EDUCATION 1998, Senior Policy Fellow, Robert Wood Johnson Foundation\National Association of Public Hospitals. 1975, Master of Arts, Health Care Administration, George Washington University, Washington, D.C. 1971, Bachelor of Science, Ithaca College, Ithaca, New York. 6