Business Development Acute Care

Peter F. Bastone, MPH/CORP MGE, MCHM

949-***-**** ************@*****.***

Chief Executive Officer

Health Impact/Conversion Foundation Acute Care Hospitals For Profit & Non-Profit Systems Faith-Based Organizations & Hospital Authorities

Transformational leadership that accelerates profitability and operational performance for 30+ years

Innovative, future-focused leader who transforms health impact conversion and health systems into nationally recognized medical centers. Delivered $500M in total financial turnarounds across career, while energizing and rejuvenating spirit of organizations through robust employee engagement. Proficient in growing philanthropic support $500 million over 15 years, creating strong physician partnerships to drive clinical integration and collaborating with key stakeholders to achieve business goals.

LEADERSHIP HISTORY & ACCOMPLISHMENTS

IVY HEALTHCARE INNOVATIONS & ANALYTICS (IHIA)Mission Viejo, California 2024 - Present

An independent healthcare consulting firm.

Founder & Principal

Leveraged executive leadership to deliver best-practice intelligence, analytic training and decision-making tools to clinicians and administrative teams at diverse healthcare organizations.

oLeads consulting engagements in operational strategy and business development for healthcare systems, focusing on performance metrics and service orientation.

oProvides expert witness testimony in cases involving healthcare administration, policy compliance, and corporate negligence.

oSupports skilled nursing facilities and senior living communities in expanding and integrating care levels.

oFormulated operational assessment and business development strategies for organization that treats at-risk populations.

Additionally, provides initial operations performance reviews of University Medical Centers.nationally o Healthcare Capital: Provides assessment support to development of target hospital profiles and meet proprietary acquisition strategy focused on institutional performance, urban center location, competitive position in market and service orientation, among other factors.

oSkilled Nursing Healthcare Centers: Engaged to provide administrative and operational support for hospital system with skilled nursing facilities. Developed, invested and operationalized a continuum of care on campuses, which include independent living, assisted living and skilled nursing.

Recent client engagements:

Avanti Hospitals, Inc.: Formulated operational assessment and business development strategies for organization that treats at-risk population in East Los Angeles. Additionally, provided initial operations performance review of Howard University Medical Center in Washington, D.C.

Paladin Healthcare Capital: Provided assessment support to development of target hospital profiles and meet proprietary acquisition strategy focused on institutional performance, urban center location, competitive position in market and service orientation, among other factors.

Progressive Health six skilled nursing facilities. Currently developing, investing and operationalizing a continuum of care on its campuses, which include independent living, assisted living and skilled nursing.

CalOptima Health 2023 - 2024

CalOptima Health is the single largest health insurer in Orange County California, providing coverage for one in four residents or 1 million through four programs, Medi-Cal, One Care Connect, One Care, and PACE. The organization was created to fill a critical need for the underserved and is a model community health plan recognized for delivering access to quality care. CalOptima is a prudent steward of public funds awarded by the State of California and the Federal Government. About 96 cents of every dollar received goes directly to medical care. Administrative costs are among the lowest in California (4.5%), compared with other public and commercial health plans. CalOptima’s mission is to serve member health with excellence and dignity, respecting the value and needs of each person.

Chief Strategy Officer CalOptima Health

Serves as a member of the executive team responsible for developing, executing and leading CalOptima Health’s overall strategic planning efforts and key initiatives. Based on the strategic plan and tactical priorities approved by the board and the CEO, provides executive leadership an oversight and has accountability for CalOptima Health’s strategic planning, development and the coordination of efforts to achieve the goals, objectives and expected outcomes. In addition, anticipates and continuously improves communications while leveraging resources to carry out organizational priorities and effectively promote CalOptima Health’s mission and vision

Core Responsibilities:

•Develops long-term business strategies to support CalOptima Health’s vision, mission, tactical priorities and growth

•Identifies key health service issues affecting CalOptima Health’s business position

•Develops strategic alignments and quality initiatives with delegated Medi-Cal organizations

•Identifies opportunities or weaknesses in ongoing strategies and develops solutions, practices and strategies

•Uses financial modeling to create budgets, forecast company performance and analyze the success of business strategies

KPC Global Healthcare Inc. 2022 – 2023

A pioneer in technology for the healthcare industry, the KPC Group healthcare division and KPC Global Health, is an established group of integrated healthcare delivery systems consisting of acute care hospitals, Independent Physicians Associations (IPAs), medical groups, urgent care facilities, and various fully integrated multi-specialty medical facilities throughout the western United States.

Corporate Vice President & Chief Operating Officer of KPC Health.

Accountable for all Hospital and clinical ancillary domestic business development growth strategies and operations for KPC Health (7 Acute Care Medical Centers). Develops system-wide initiatives designed to improve the health of the communities served by KPC Health and investigates domestic opportunities for new business and service lines. In addition, responsible for leadership of overall operations, as well as operational accountability for all group operations, directs capital planning processes, and provides leadership and direction in realizing KPC Health's mission, vision and long-range objectives. Also provides oversight and direction respective to operationalizing the strategies of KPC Health, facilitates the implementation of initiatives in support of approved strategies and ensures effective communication and integration between the CEO, executive leadership members and leaders of the Medical Centers. Also collaborates with other Executive leadership members and share responsibility for the implementation of the established vision of an integrated health care delivery system consistent with the Mission, Values and Vision of KPC Health.

Anchorum St. Vincent—Santa Fe, New Mexico 2017 — 2022

CHRISTUS Health and Anchorum St. Vincent. 50% -50% joint ownership of the health system. The hospital has 2,000 FTEs, 600 physicians and $456M in annual net revenue. EBIDA an independent nonprofit that manages a $300M investment fund and serves as the financial backbone of CHRISTUS St. Vincent Hospital, EBIDA 11.9%, NOI 120Million.

President & CEO

Direct all aspects of Anchorum St. Vincent’s business, including daily operations, property management, strategic planning in collaboration with the Board of Directors, investment portfolio oversight and grant making. Lead four-member executive team. Plays a critical leading role in the community by applying a new model of health impact initiatives: Convenes like- minded philanthropic investors, nonprofits, community members, and other partners, then serve as a catalyst to

make impact grants, and sound, purposeful impact investments in four key strategic areas—Social Determinants, Health Innovation, Infrastructure, and Extending the Community's Continuum of Care. Impact investments in these key areas will have measurable impact on our underserved citizens, generate social and financial returns, and directly improve the well- being of the people within the communities served.

Goals Achieved:

•Grew endowment from $145 million cash to $500 million with impact investments and hard asset conversion making Anchorum the largest independent Health Conversion Foundation in New Mexico and Southwest,

•$12.8 million funded directly to hospital for the development of its comprehensive Orthopedic Institute, grants and other capital investments.

•$18 million invested for community health impact grants and investments in local organizations.

•$1.6 million grant supporting CDPI initiative (Clinical Directing Performance Improvement Program) which helped Christus St. Vincent attain a 5Star CMS rating.

•$3.6 million grant to Christus St. Vincent Hospital to support and develop a work force Assistance program to achieve home ownership.

•$2.2 million grant for Christus St. Vincent to participate in the Mayo Clinic Care Network

•Anchorum has committed $25 million towards new impact investments, grants to non-profit service providers and innovative projects in Northern New Mexico.

•Over 70 local organizations have benefited from Anchorum grants.

IMPACT INVESTMENTS COMPLETED:

•Orthopedic Institute

•Quantum Santa Fe / Phase 1 Cancer Research Company

•$10 million community catalyst fund for affordable housing.

CHESAPEAKE REGIONAL HEALTHCARE (CRH)—Chesapeake, Virginia 2012—2016

A health system serving the Hampton Roads areas of Virginia, including a 362-bed hospital; two freestanding surgery centers; two outpatient diagnostics centers; cancer, breast and fitness/lifestyle centers; a homecare and hospice company; two sleep labs; a 27- provider specialty medical group; and several joint ventures.

President & Chief Executive Officer

Recruited to turn around struggling health system, including a joint-ventured Critical Access Hospital (24 beds) between CRH and Vidant Health on the Outer Banks of North Carolina. Held oversight for Impact Health, an ACO/CIN joint venture between CRH/Chesapeake Hospital Authority and Bayview Medical Group (400 physicians) to provide clinical support and MSO services for clinical integration. Directed eight VPs

Oversaw comprehensive operations and strategic initiatives to ensure high-quality patient care, organizational growth, and financial sustainability.

Strategic Planning and Vision:

Developed and executed a long-term vision and strategy to enhance the hospital's position as a leading tertiary and trauma care provider. Guided expansion efforts, including new service lines, geographic footprint, or partnerships to meet evolving community health needs.

Operational Management:

Oversaw all day-to-day operations, including clinical services, administration, and support functions.

Ensure efficiency in patient flow, resource allocation, and emergency preparedness to meet the demands of a Level 2 trauma center.

Clinical and Quality Oversight:

Collaborated with medical leadership to uphold high standards of patient safety, clinical outcomes, and care quality. Drove initiatives for clinical excellence, including accreditation, quality improvement, and patient satisfaction programs.

Financial Stewardship:

Lead financial management efforts, including budgeting, revenue cycle management, cost containment, and resource optimization. Develop and monitor fiscal strategies to balance the hospital's mission with sustainable revenue generation.

Talent Management and Leadership Development:

Attracted, developed, and retained a skilled workforce across medical, nursing, and support staff.

Foster a culture of innovation, collaboration, and accountability through effective leadership and team-building. Community and Stakeholder Engagement:

Acted as the hospital’s spokesperson and represented its interests to the public, government agencies, and industry stakeholders.

Built strong relationships with community leaders, donors, and partners to enhance the hospital’s reputation and secure support.

Compliance and Risk Management:

Ensured adherence to all healthcare regulations, ethical standards, and legal requirements.

Implement robust risk management and crisis response systems to handle medical emergencies, regulatory challenges, and operational risks.

Innovation and Technology Integration:

Drove adoption of advanced technologies in clinical, operational, and administrative areas to enhance patient care and efficiency. Supported research, clinical trials, and partnerships with academic institutions to advance medical science and patient outcomes.

Fundraising and Philanthropy:

Lead and supported fundraising initiatives to secure financial resources for capital projects, research, and patient care programs.

Engaged with philanthropic organizations and develop sustainable funding strategies to support the hospital’s mission. Governance and Board Relations:

Collaborated with the Board of Directors to ensure alignment on strategy, performance, and key organizational priorities.

Provided regular updates on financial health, operational goals, and strategic initiatives, ensuring transparency and accountability.

Orchestrated a 479% turnaround in operating income, moving CRH from a $29M loss to a $7.5M gain between 2014 and 2015; decreased bad debt from 10.7% to 4.1%; and reduced A/R from 107 to 42 days.

Envisioned and developed a business model and organizational structure for Impact Health to drive patient care, payment transformation and key components of a successful ACO and clinically integrated network.

Devised and implemented strategic and business operations plans to position CRH for future growth. Forged strong relationships with the Board, staff and key stakeholders; ensured financial viability and sustainability through growth and diversification of service lines, as well as vigilante fiscal management.

Created and implemented comprehensive, multi-pronged strategic plan focused on expanding primary care network to prepare for population health management; forging strategic partnerships to achieve cost reduction, geographic expansion and improved managed care contracts; and leveraging shared services. Combined effort contributed $20M in net revenue growth, supporting turnaround.

Designed and launched strategic branding/marketing plan within six months of hire, including website enhancements, digital marketing and broad-based media outreach, to elevate CRH’s visibility and differentiate it in a highly competitive marketplace.

Established performance analytics department that helped to reduce Medicare LOS from 5.7% to 4.0% and Medicare total cost per case 7.1% ($10,765 to $10,000) through performance-based clinical metrics, evidencebased medicine protocols and closed intensivist ICU and hospitalist program.

CHA HEALTH SYSTEMS—Greater Los Angeles Area & South Korea 2012—2013

A privately held health system, with eight acute care hospitals in Korea and one American hospital.

Chief Administrative Officer

Led US operations and strategy for health system, including oversight for Hollywood Presbyterian Hospital (464 beds). Charged with advancing corporate vision to build international network of clinics and research institutes to promote bio- medicine and bio-ventures. Managed 12 direct reports.

Led startup funding of $35M and served as President of Intellectual Property Development Company/INTELLOP for CHA/USA. Directed sourcing, selection and IP assessment of biotech opportunities in stem cell lines, prosthesis and procedures for development and FDA approval.

Formulated and introduced a new strategy for CHA Fertility Center and clinical data reporting, including:

oStandardized all data published by CDC/SART. o Published all statistics on success rates as compared to other centers and national average. o Redesigned website for the Korean, Japanese and American patient populations.

oDeveloped an ovum bank facility and negotiated acquisition of major cryo bank facility.

Supported regenerative medicine GMP facility for stem cell research, as well as phase II/III studies.

Structured and negotiated a platform to advance stem cell therapy for heart failure through phase II/III trials on three continents simultaneously—Mayo Clinic, Cardio 3 Belgium and CHA Health System.

Forged relationship with NFL and its players’ union to provide care for the league’s West Coast alumni through monitoring, cognitive therapies, genetic testing, physical therapy and nutrition counseling.

ST. JOSEPH HEALTH—Orange, California 1996—2011

President & Chief Executive Officer

Mission Hospital Regional Medical Center—Mission Viejo, California

Mission Hospital Laguna Beach—Laguna Beach, California

AWARDS RECOGNITION

Recognized by American College of Surgeons as one of the nation’s top community-based trauma centers

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Featured in Modern Healthcare for ranking fourth nationally by CMA for clinical outcomes for CABGs based on quality, LOS and cost.

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Two-time winner of The Joint

Commission’s “Codman Award,” the top clinical quality honor

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Achieved 95th percentile in Gallup

Set and executed aggressive growth strategy for major tertiary medical and trauma center, comprised of two campuses (552 total beds), 800 physicians, 3,000 FTES and $850M in annual net patient revenue, as well as a separately licensed 50-bed children’s hospital under a shared service agreement. Directed eight-member executive team. Managed $600M annual operating budget.

Over saw comprehensive operations and strategic initiatives to ensure highquality patient care, organizational growth, and financial sustainability.

Strategic Planning and Vision:

Developed and executed a long-term vision and strategy to enhance the hospital's position as a leading tertiary and trauma care provider.

Guided expansion efforts, including new service lines, geographic footprint, or partnerships to meet evolving community health needs.

Operational Management:

Oversaw all day-to-day operations, including clinical services, administration, and support functions.Ensure efficiency in patient flow, resource allocation, and emergency preparedness to meet the demands of a Level 2 trauma center.

Clinical and Quality Oversight:

Collaborated with medical leadership to uphold high standards of patient safety, clinical outcomes, and care quality.

Drove initiatives for clinical excellence, including accreditation, quality improvement, and patient satisfaction programs. Financial Stewardship:

Lead financial management efforts, including budgeting, revenue cycle management, cost containment, and resource optimization.

Develop and monitor fiscal strategies to balance the hospital's mission with sustainable revenue generation. Talent Management and Leadership Development:

Attracted, developed, and retained a skilled workforce across medical, nursing, and support staff.

Foster a culture of innovation, collaboration, and accountability through effective leadership and team-building. Community and Stakeholder Engagement:

Acted as the hospital’s spokesperson and represented its interests to the public, government agencies, and industry stakeholders.

Built strong relationships with community leaders, donors, and partners to enhance the hospital’s reputation and secure support.

Compliance and Risk Management:

Ensured adherence to all healthcare regulations, ethical standards, and legal requirements.

Implement robust risk management and crisis response systems to handle medical emergencies, regulatory challenges, and operational risks.

Innovation and Technology Integration:

Drove adoption of advanced technologies in clinical, operational, and administrative areas to enhance patient care and efficiency.

Supported research, clinical trials, and partnerships with academic institutions to advance medical science and patient outcomes.

Fundraising and Philanthropy:

Lead and supported fundraising initiatives to secure financial resources for capital projects, research, and patient care programs.

Engaged with philanthropic organizations and develop sustainable funding strategies to support the hospital’s mission. Governance and Board Relations:

Collaborated with the Board of Directors to ensure alignment on strategy, performance, and key organizational priorities. Provided regular updates on financial health, operational goals, and strategic initiatives, ensuring transparency and accountability.

Achieved $79M (18%) operating EBIDA and 177 days-cash-on-hand up from $0.

Spearheaded philanthropic efforts that drove contributions to $200M+ over 15 years and exceeded fundraising targets for two capital campaigns by $26M. Launched third capital campaign in 2011, raising

$6.8M of the $8M target in first four months with a cumulative reached goal of $500M in 2020.

Overhauled scope of services offered at Laguna Beach campus, which included expanding behavioral health and chemical dependency treatment, increasing surgical schedule and expanding emergency services. Renegotiated payer contractors, improving revenue 15% and patient volume 17%.

Opened $172M, 94,000-square-foot, four-story patient care tower that was featured on WorldArchitectureNews.com as one of the nation’s most advanced diagnostic facilities. Coverage focused on patient-centered design, superior seismic performance, 45-seat chapel, healing garden, linear accelerator and Cyberknife.

Created mission and mentoring program that promoted values of sister facility and spiritual formation in the hospital leadership. Program was subsequently adopted at 15 hospitals across system.

Secured a $500K annual endowment (totaling $6M) from a recovered patient’s family to provide training at trauma centers nationwide on new traumatic brain injury protocols that have reduced mortality and morbidity by 80%. Program expanded to train medical personnel at military facilities in Afghanistan and Iraq.

Designed co-management agreements for professional and clinical management of at-risk patient populations in cardiology, maternal-child health and orthopedics.

Boosted employee involvement in performance initiatives with 180+ participating in at least one RIE. Certified the system’s first two Six Sigma Black Belts and 15 Six Sigma Green Belts.

Conceived and guided startup of a Mission Innovation Institute that leveraged relationships with 15 biotech firms and facilitated introduction of research-based findings into delivery of neurology, neurospine and trauma services, as well as pharmaceutical trials. Generated $5M in net income while accelerating time from bench to bedside.

Established an orthopedic residency program with six medical residents annually from University of California Irvine School of Medicine to support a mission of medical education, faculty development and recruitment of specialty physicians to support the sole trauma center in the region.

Introduced patient monitoring solution that provided OBs with real-time health data on their smart phones, including fetal heart racing and maternal contractions, to improve decision-making and patient care. Hospital was the first facility in Orange County to adopt this technology.

Invested $5M in philanthropic funds to launch a robotic institute, featuring leading surgical robots such as DaVinci, Mako, InTouch and OctoCardio. Each device reduced LOS by one, two and three days respectively by specialty.

Engaged 200+ volunteers to participate in “No One Dies Alone” outreach program, which provided 600 hours at the bedsides of 33 terminal patients.

Conceived, developed and maintained separately licensed children’s hospital in unique shared service agreement with Children’s Hospital of Orange County. Hospital was located within a licensed adult regional medical center, with 50 pediatric med/surg beds, 15-bed PICU, 30-bed Level II NICU, Level II Pediatric Trauma Receiving Center and 15- bay Kids Doc Urgent Care. All services, ancillaries and staff provided by Mission Hospital, except for pediatric floor nurses.

EDUCATION & PROFESSIONAL AFFILIATIONS

Aquinas Institute of Theology—St. Louis, Missouri

Master of Science, Theology & Healthcare Mission

University of California, Berkeley, HASS School of Business—Berkeley, California

Master of Science, Public Health/Corporate Management

Princeton University—Princeton, New Jersey

Bachelor of Arts, Psychology, with Honors

Recipient of Charles Caldwell Post Graduate Fellowship

Harvard Business School, “Business Innovations in Global Health Care” Post Graduate Certification, 2006

University of Cambridge /Judge Business School Corporate Strategic Planning/ Post Graduate Certification 2023

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American College of Healthcare Executives Member

National Health Foundation Fellow

National Committee for Quality Healthcare Fellow

SELECT AWARDS

Health Stream “Excellence Through Insight Award—Patient & Employee Satisfaction” Orange County Metro “Hot 25” Honoree (Hospital Category)

Building Investors of America, “Leadership Award for Addressing Affordable Housing”

Society for Advancement’s “Manager of the Year”

Ethics in America “Achievement Award”

Boy Scouts “Man of Character Award”

J. Serra High School, “Tim McGraw Philanthropy Award”

South Orange County Chambers of Commerce “Ethics Award”

American Heart Association, “Friend With Heart/Top Volunteer Director” ACHE/Harvard Business Journal’s “Top Innovator Award”

CHA/Catholic Hospital Association, “Cardinal Bernadine Award for Catholic Bio Ethics”

The Aquinas Institute of Theology “Fr Kevin O’Rourke Catholic Healthcare Ethics Award and Fellowship

SELECT COMMUNITY INVOLVEMENT

• Princeton University o President, Class of 1980 o Princeton Club of Southern California, President Emeritus & Chairman of 250th Celebration o Princeton Football Association, Vice President o National Schools Committee, Member

St. Louis University School of Public Health National Advisory Board Member

American Hospital Association Member

Alliance of Catholic Healthcare Former Chair and Executive Committee Member

Hospital Association of Southern California (HASC) Former Board Member

Mission San Juan Capistrano Mission Preservation Foundation Board Member

Camino Community Health Center Board Member

J. Serra High School Board of Trustees Member

Women’s Choice Award Healthcare Advisory Board Member

CHRISTUS St. Vincent Hospital Board Board Vice Chair

CHRISTUS St. Vincent Hospital Board Chair

Interfaith Shelter, Santa Fe, New Mexico Board Member

Villa Therese Catholic Clinic, Santa Fe, NM Board Member

St. Michaels College Prep High School Board Member

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