CANDIDA E. CONSTANTINE - CASTILLO MSN, MBA, RN, F.A.C.H.E., CCRN-A, CEN, CPHQ, CPHRM, CENP, NEA-BC, CSHA, HACP

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1 CANDIDA E. CONSTANTINE - CASTILLO MSN, MBA, RN, F.A.C.H.E., CCRN-A, CEN, CPHQ, CPHRM, CENP, NEA-BC, CSHA, HACP Career Summary: Double masters-prepared and multi-board certified healthcare executive with 20 years management and executive level experience in the acute care hospital setting; Demonstrates strengths in implementation of new programs and service lines, operations improvement, and process improvement critical to achieve and maintain stable financial success; A professional with a proven record of excellence in regulatory and accreditation compliance; Skilled in the development of collaborative relationships with medical staff; Leadership reputation for mentoring staff to achievement of growth potential and collaboration between disciplines; Skilled in process and program redesign to maximize efficiency and outcomes; Demonstrated operational and financial expertise. Objective: To utilize my operational and professional leadership experience and skills as a member of the senior executive team of an organization which values innovative approaches in providing quality, comprehensive care to maximize market share, outcomes and operational margins while ensuring a global organization culture of professionalism, service, and fiscal responsibility. Professional History: Universal Health Services, Inc. - South Texas Health System, Edinburg, TX, 3/2008 present System Chief Nursing Officer Interim Chief Operating Officer (12/2008 5/2011; 4/2014 8/2014) Role Description: Responsible for five-hospital system nursing administration for inpatient and outpatient provision of care. Total licensed beds: 848. Departmental oversight during tenure includes Surgical Services (surgical suites, post-anesthesia recovery, endoscopy and sterile processing), Ambulatory Care, Medical-Surgical, Pediatrics, Women s Services and Women s OR, Telemetry, Adult and Pediatric Intensive Care, Level IIIB Neonatal Intensive Care, Cardiovascular Surgical Program, Cardiac Interventional Lab, Emergency Department, Ancillary Clinical Departments, Transplant Center, Engineering/Plant Operations, EVS, Clinical Education, Quality/Performance Improvement, Infection Prevention, Stroke and Chest Pain Centers, Trauma Program, Risk Management and Medical Staff Services. Responsibilities: Provides overall executive nursing leadership to the facilities of South Texas Health System to include two fullservice acute care hospitals, two specialty acute care hospitals (pediatric and cardiovascular) and a behavioral health acute care inpatient facility. Actively participates as a key member of the Administrative Team. Selected to represent hospital administration on all clinical care/peer review committees as well as the Medical Staff Executive Committee and the Governing Board and its subcommittees. Serves as Chief Staffing Officer for the McAllen Medical Center campus. Oversees Quality and Regulatory adherence and compliance activities for the health system. Provides executive leadership, guidance and management for greater than 1000 FTE s. Serves as point lead in facility Capital budgeting process and administers capital expenditures throughout the budget year. Chairs the UHS Central Region monthly conference call and facilitated regional CNO communication to the corporate CNO. Communicates directly with vendors throughout bidding process resulting in significant reduction in purchasing costs. Clinical Integration lead clinical role Provided interim duties for COO vacancy from December 2008 May 2011; May 2014 August 2014 Eliminated nursing agency utilization during first two years of tenure Decreased and sustains nursing turnover to less than 14% company benchmark. Coordinated complete redesign and organization of five facility policy and procedure programs to assure all departments in compliance with State, federal and accreditation standards. Completed alignment of care models for standardization throughout the health system. Chaired the UHS Finance Pillar. Redesigned system nursing, leadership and assistive personnel job descriptions for the health system. Improved Value Based Purchasing metrics from 21 st to 2 nd in the corporation

2 Attained Centers of Excellence distinction and designation for: three Chest Pain Centers, three Stroke Centers, three trauma centers (levels III and IV), Joint COE, Asthma COE, Pediatric Asthma COE, Bariatric COE during tenure Dolly Vinsant Memorial Hospital, San Benito, TX, 2/04 10/2007 Chief Operating Officer/Chief Nursing Officer Interim Hospital Administrator (2/ /2007) Interim Chief Financial Officer (5/ /2007) Role Description: Responsible for all facility services, both inpatient and outpatient. Departments include Surgical Services (operating rooms and PACU), Ambulatory Care, Medical-Surgical, Emergency Department, Cardiopulmonary, Pharmacy, Laboratory, Radiology, Risk Management, Infection Control, Employee Health, Performance Improvement, Medical Staff, Health Information Management, Human Resources, Billing/Accounting, Plant Operations, Procurement, and Clinical Education. Applied and was granted approval for the first Nurse-Friendly Hospital application in the Rio Grande Valley by the Texas Nurses Association Provided executive leadership for the redesign of the patient care departments to focus on specialization and enhancement of clinical staff expertise in specific areas of patient disease processes and populations. Actively participated as a key member of the Administrative Team. Selected to represent hospital administration on all the clinical care/peer review committees as well as the Medical Staff Executive Committee and the Governing Board and its subcommittees. Developed internal physician-supported utilization review committee to address avoidable inpatient days. Coordinated teams to develop strategies for length of stay reduction. Directed the implementation of the strategies that resulted in an 87% reduction of avoidable days per month. Successfully led the organization through the preparation for and participation in multiple Joint Commission surveys with Accreditation status. Reorganized surgical services department management, staffing and patient flow, resulting in increased capacity and higher daily case volume. Developed and implemented electronic data repository program for all employee and medical staff member demographic and credentials information. Instituted infection control, employee health and staff education programs, thereby clearing previous facility noncompliance issues. Maintained less than 10% turnover rate facility-wide. Assumed responsibility for medical staff credentialing program; implemented streamlined appointment process while increasing standards compliance. Communicated directly with vendors during equipment and supplies bidding process, resulting in significant reductions in purchase costs. Implemented a new physician peer review process which proved very effective in addressing individual medical staff performance issues, yet was well-received and embraced by the medical staff as a whole. Coordinated complete overhaul of the hospital policies and procedures to bring all departments into compliance with State, federal and accreditation standards. Eliminated agency nursing utilization within six months and maintained an agency-free nursing service throughout tenure. Increased patient, physician, Board, and employee satisfaction above established goals during tenure. MedCath, INC. Harlingen Medical Center, Harlingen, Texas, 5/02 2/04 Director Organization and Systems Development Role Description: Development role in creation of a new state-of-the-art acute care facility from inception to full operation. Reports to VP, Operations and the Corporate VP of Applied Business Science and Education for MedCath Inc. Developed and implemented Hospital-wide programs to include: orientation, competency/performance reviews, budget, and continuing education programs. Served as mentor/preceptor to new MedCath facilities to support and facilitate opening programs Medicare and TDH initial opening survey with no deficiencies hospital-wide Initial JCAHO opening survey with score of 97, no deficiencies in department Return JCAHO (4-month) survey with score of 97, no deficiencies in department Revision of PI, Risk and Utilization Review Plans for the facility

3 HIPAA Implementation Facilitator in assist to HMC HIPAA Officer Implementation and design of educational data repository and website maintenance for educational tracking Implementation and design of competency and evaluation data repository and website maintenance Served as a member of the leadership team to create organizational culture Implemented assessments to establish key leadership training courses PMC Consults, Brownsville, Texas, 2/00 2/04 Owner, Chief Consultant Role Description: Independent consultation services for Healthcare Facilities and Private Practice. Services Provided: Overall operations review and enhancement; Policy & Procedure and Practice Standards development Orientation, competency and continuing education program development JCAHO/HMO survey preparation and regulatory compliance Performance Improvement program development/medical Record Compliance Certification Preparation: RNC, CEN, CCRN Interim Nursing Management/Administrative Services, Legal Nurse Consultant Services Valley Regional Medical Center, Brownsville, Texas, 6/98 2/00 Y2K Project Coordinator Administration (Role in addition to HCC Director) Role Description: Report to Chief Information/Resource Officer. Management of medical equipment inventory and association to validate compliance for the Year 2000 Development, critique and implementation of clinical contingency plans. Development and implementation of non-prevalent vendor readiness program (SSP Track) Research, analysis and implementation of work-around procedures for non-compliant assets. Proposal development for capital replacement Director Family Healthcare Centers Role Description: Report to Administrative Director for Healthcare Centers. Management of Healthcare Centers. 24-hour responsibility for total center operations inclusive of radiology, laboratory, pharmacy and nursing programs: budget adherence, staffing/scheduling, personnel administration, performance improvement and quality enhancement, competency enhancement and education, staff empowerment and oversight. Joint Commission Preparation and Survey overall score 94% with no Departmental deficiencies Established medication and tracking system for clinics Implemented chart standardization program Laboratory Joint Commission Survey overall score 100% Underserved Community Outreach Program development and implementation to population of 60,000 CLIA, TDH and Radiation Safety Compliance Assurance Developed statistical tracking for on-site and referral laboratory and radiology procedure totals and revenue generation Developed cross-training competency program for Radiology and Laboratory personnel Director Critical and Progressive Care Services Role Description: Report to Chief Nursing Officer. Management of 2 departments concurrently. 24-hour responsibility for total unit operations: budget preparation, staffing/scheduling, personnel administration, performance improvement and quality enhancement, competency enhancement and education, staff empowerment and oversight. Reduced agency nursing personnel utilization by 75% and overtime utilization by 40% Opened Progressive Care Unit service, implementation of protocols and standards, recruitment Developed and implemented the Critical Care Leadership Team, the Pacemaker s Setting the Pace for the Future of Critical Care, to focus on staff empowerment and professional growth promotion. The areas of focus include staff education, patient education, staff recognition and retention, unit organization and documentation, performance improvement, customer service and policy and procedure. Developed the Code Blue Committee for hospital-wide standardization and review of practice Administrative House Supervisor Coverage Developed and implemented the Critical Care Education Plan Joint Commission Preparation overall score 92% with no departmental deficiencies Preparation and survey for Trauma Certification achieved Trauma Certification Level III

4 Facilitated increase to 100% ACLS Certification in Critical Care staff from base of 12% Developed and implemented Critical Care Orientation Program and cross-training competencies for the Critical Care and Progressive Care Columbia East Ridge Hospital, Chattanooga, Tennessee, 7/97 6/98 Director PCU/Medical-Surgical Nursing/Respiratory Therapy Facility/Department Description: 120-bed community-based hospital. Combined departmental revenue: $8.2 Million. Role Description: Report to CNO. Management of 3 departments concurrently. 24-hour responsibility for total unit operations: budget preparation, staffing/scheduling, personnel administration, performance improvement, competency enhancement and education, staff empowerment and oversight. Reduced total man-hour/stat utilization by 21%, total expense/patient day by 14% Implemented Nurse Excellence Team for Medical/Surgical Division JCAHO Preparation and Survey score 100 (commendation) Managed renovation project for 35-bed Medical/Surgical Unit Developed team nursing approach for Medical/Surgical Division resulting in a reduction of RN ratio for patient care to less than 40% Developed RVU system for productivity tracking for Respiratory Therapy Facilitated job redesign with cross-training of respiratory therapists for IV Therapy and Patient Care Technician/Monitor Technician role Relief Supervisor Emergency Room and Administrative House Coverage Holston Valley Medical Center, Kingsport, Tennessee, 7/93 6/97 CCU/PCCU/CPOA Education Coordinator, 10/94 6/97 Facility Description: 500-bed, Level 1 Trauma/Tertiary Care Center, Regional Heart Center with established Open Heart/Cardiac Invasives program and Neuro-Surgical Center. Role Description: Report to Director of Critical-Care. Comprehensive development role for three acute medical cardiac areas: Coronary Intensive Care, Progressive Coronary Care, and Chest Pain Observation Area. Development and maintenance of curriculum programs, performance improvement, staffing/scheduling, educational budget, competency/credentialing, staff support. Developed Chest Pain Observation Area policy/procedures and continuum of care standards, staffing standards, reimbursement validations; opened the CPOA ahead of schedule and under budget Designed and implemented Registry/PRN pool orientation process and credentialing requirements JCAHO preparation and survey score 97% with no departmental deficiencies Organized Nurses Week Celebration for hospital Educational Consultant Medical/Surgical Division, 9/96-6/97 (Combined position with CCU/PCCU/CPOA Coordinator role) Role Description: Support role to Medical/Surgical Coordinator to establish and implement education program for competency assurance and credentialing. Developed and implemented Medical/Surgical Education Plan and Competency Implementation CCU Staff Nurse/ Charge Nurse, 7/93-10/94 Role Description: Direct care for the acutely compromised cardiac client with critical monitoring and intervention needs: IABP, hemodynamics, CAVHD, CVVHD, 12 lead ECG interpretation/intervention, thrombolytic therapy, external pacing, transvenous overdrive pacing, post-procedure care for EPS, Stent, Cath/PTCA with life-threatening complications. Performance Improvement/CQI and Professional Practice Department Representative Bristol Regional Medical Center, Bristol, Tennessee, 2/93 7/93 CCU Staff/Charge Nurse Northside Hospital, Johnson City, Tennessee, 2/92 2/93 Medical/Surgical/Telemetry Staff/Charge Nurse

5 Academic Service: National American University NURS 6231 MSN Nursing Leadership - Course author, University of Texas at Arlington Clinical Faculty, 2/2103 Present Academic Partnerships Coordinating Coach, 2/ Present N4465 Vulnerable Populations Academic Partnerships Academic Coach, 4/2012 Present Graduate University of Texas at Arlington: NURS 5311 Nursing Management in the Health Care System NURS 5343 Leadership in Health Care Systems Undergraduate University of Texas at Arlington: NURS 3352 Legacy of the Family NURS 4455 Nursing Management NURS 4485 Capstone Undergraduate Lamar State College at Port Arthur RNSG 2514 Care of the Client with Complex Health Needs Undergraduate University of Arkansas at Little Rock NURS 3310 Professional Nursing Roles NURS 3420 Wellness Promotion NURS 5342 Management of Nursing Operations NURS 5302 Curriculum NURS 3545 Transition to Professional Nursing NURS 4465 Vulnerable Populations RNSG 2535 Integrated Client Care Management NURS 4520 Leadership and Management Board Service: Institutional Review Board (IRB) member, 1/2014 present UTPA College of Nursing Advisory Member, 2008-present STC School of Nursing Advisory Member, 2008-present Formal Education: Institution Year Graduated Degree Capella University Tentative 8/15 Doctorate Healthcare Administration Andrew Jackson University 2011 MBA Healthcare Management Trinity College 1998 M.S. Nursing Administration East TN State University 1996 B.S. Nursing East TN State University 1992 A.A.S. Nursing Current National/Board Certifications: F.A.C.H.E. Fellow, American College of Healthcare Executives CCRN/Critical Care Certification Alumnus CEN/Emergency Nurse Certification CPHQ Certified Professional in Healthcare Quality CPHRM Certified Professional in Healthcare Risk Management CENP Certified Executive in Nursing Practice NEA-BC Nurse Executive, Advanced Board Certified CSHA Certified Specialist in Hospital Accreditation HACP Healthcare Accreditation Certified Professional

6 Professional Organizations: Member, American Nurses Association, February 2013 present Member, Texas Nurses Association, February 2013 present Member, National Chapter, American Organization of Nurse Executives, June 2003 present Member, State Chapter, Texas Organization of Nurse Executives, June 2003 present; Division 3 Director, July 2013 present; TONE Bylaws committee, October present Member, South Texas Chapter, American Organization of Nurse Executives, March present Member, National Chapter, Emergency Nurses Association, present Member, National Chapter, American Association of Critical-Care Nurses, present Member, AONE Regulatory Monitoring Committee, January /2007 Northeast TN Chapter AACN, February ; Board of Directors, November 1996; President, ; President-Elect, Honors: New Charter University DETC Outstanding Graduate 2013 Sigma Theta Tau, 2009 Who s Who Among Executive and Professional Women 2007/2008, 2005 Who s Who Among Executive and Professional Women in Healthcare and Nursing, 2007/2008, 2006/2007, 2005 Who s Who of Empowering Executives and Professionals, 2005/2006, 2004 Critical Care Nurse of the Year, Northeast Tennessee, 1996 International Who s Who of Professionals Award for Clinical Excellence, Holston Valley Medical Center Dean s List, East Tennessee State University Community: American Society for the Prevention of Cruelty to Animals (ASPCA) 2012 to current Harlingen Humane Society Rescue/Foster Volunteer 2004 to current