Health Care

VITA of:

Russell R. Barksdale, Jr., MPA/MHA, FACHE

*** ********** *****

Boones Mill, VA 24065

Phone: 540-***-****

Email: ***********@*****.***

Objective

To lead a provider in continued quality improvement and financial performance, to be nationally recognized for best practices, to acquire its vision for the future that reaches financial goals while managing risk, and to develop a learning organization that is agile and responsive but maintains an instinctive, unbendable commitment to absolute integrity in everything that it does.

Summary

Nearly thirty years of experience leading the strategic future and operations of post-acute and acute care integrated healthcare systems. Direct experience in post-acute care: acute rehab, skilled rehab, memory care, home care, continuing care, assisted living, skilled nursing, pharmacy, DME, development and construction and acute care: multiple hospital and fully integrated health and hospital systems, specialty in orthopedic, cardiovascular, ambulatory, physician recruitment and employment, revenue enhancement, preferred provider, and quality improvement. Increased census, maximized preferred payer mix, increased market penetration all while improving quality standards, customer satisfaction, and staff retention. Developed strategic and long-range guidelines, goals and objectives, IT integration, oversaw day-to-day operations, while maintaining strong fiscal discipline and growth. Approach leadership as a servant leader, promoting teamwork, collaboration, and mentoring. Actively engaged with all stakeholders – Board Members, administrators, managers, staff, physicians, families, and the community to assure honest feedback, the sharing of information and ideas, collaboration, and buy-in. Employment Experience

May 2017 –

present

Healthcare Developer

and Entrepreneur

Healthcare Author &

Editor

Healthcare Consultant

Consulting for a Virginia investment group in acquiring and developing projects throughout Virginia.

Authored paper entitled: The Solution to Our Healthcare System. To be published in an international healthcare management and economics journal – Spring of 2018. Under review and negotiations with a publisher. Contributing editor to Journal of Health Care (JHCPU) and Harvard Business Review.

Healthcare policy consultant with various gubernatorial candidates, Senators, and Delegates from both the Republican and Democratic Parties. June 2010-

April 2017

President and CEO

Friendship Healthcare

Foundation

President and CEO of the parent company and all 14 non-profit and for-profit distinct corporate entities all related to Long Term and Rehab Care. Led the obtainment of each entity’s vision for the future, the development of their strategy, short- and long-term goals and objectives, clinical practices, seamless integration of admissions/referrals across service lines, productivity standards, capital and operating budget formation, and investment strategies. The corporate entities include: licensed and certified home care companies (Friendship and Encompass) and at over 1,000 daily patients the largest Inpatient Health and Rehabilitation Center and the largest retirement center in the Commonwealth of Virginia. This organization operates on multiple sites all aspects of post-acute from continuing care, inpatient rehab, orthopedics, retirement living, assisted living, skilled nursing, long term care, retail and institutional pharmacy, DME, maintenance and construction, adult medical day care, operational and property management. In 2016, voted on the board of directors for all of the for-profit entities and placed under a long-term incentive retention plan. Notable accomplishments: The organization has developed a great culture based upon customer satisfaction, quality of care, and productivity. It has been in front of all changes to regulations and practice modifications and has developed a true learning organization from the full integration of health data (even from other unrelated providers) to the training of best practices and the mentoring of staff at every level. Friendship has continued to drive up productivity, admissions and referrals to supplant declines in census for reduced ALOS or episodes. Under my term, we have maintained an inpatient 95% occupancy level across the board, 92% productivity, and proud to have a 6-plus month waiting list for most of our service lines all while increasing cash and investment reserves to over $28MM. At nearly $60MM of annual net revenues with a financial and value based performance well above its competitors, in 2017 voted Gold as the Best Employer and best orthopedic rehab facility in the region, and maintain a preferred provider status in both acute care health systems in its community. 2008-2010

1997-2006

President and CEO

Greenwald and

Barksdale International

Healthcare Consulting

Firm

President and CEO of the management company and consulting firm that specializes in all forms of acute and post-acute care services including: Ortho, Rehab, AL, SNF, HHA, LTC, and continuing care principally within Pennsylvania, New Jersey and New York, but also France and Israel. As the management company is often utilized for providers and companies that are under performing, the company has developed an expertise in protecting investors and operators alike while assuring maintained asset value and growth.

Some of its clients include: The VNA, Westchester Center for Rehab and Nursing; Birchwood Suites Assisted Living; Sprain Brook Manor Nursing Home; Hempstead ALP, ILU, ASC, MOB; The Residence at Toms River; The Lakewood Courtyard; Heritage Apartments; Community Health Services acute rehab. CHS is a for-profit multi-state hospital System with over seventy (70) suburban and community hospitals. Responsibilities included the development of business strategies, physician recruitment, physician practice enhancements and purchases, ambulatory care site development, capital priority and deployment, lease versus purchase strategies as they related to major moveable equipment and land development. Established market analyses and growth strategies based upon competitive ventures, alliances and new service line development strategies. Designed a multi-specialty healthcare campus in Nazareth, PA for Easton Hospital (one of CHS’ for profit hospital) with corporate board approval. 2006 –

2008

Corporate Vice President of

Revenue Enhancement and

Business Development

Catholic Health Services of

Long Island

Catholic Health Services of Long Island is a fully developed integrated delivery network of healthcare providers ranging from tertiary acute care hospitals to home care and DME. At over $1.8 billion of revenues per year and over 20,000 employees, CHS-LI is the largest healthcare provider and largest employer on Long Island, New York. The providers included: Catholic Home Care, St. Francis Heart Hospital, Good Samaritan Medical Center, St. Charles Rehab Hospital, St. Catherine Hospital, Mercy Hospital, Our Lady of Consolation Rehabilitation and Nursing Home, Good Samaritan Nursing Home, Maryhaven Center of Hope, and St. Catherine of Sienna Nursing Home. The parent company CHS-LI contains five acute care hospitals, three skilled nursing homes, a home health agency, hospice, programs for mentally retarded and developmentally disabled individuals, a durable medical equipment company, and various outpatient and ambulatory care programs.

St. Francis Cardiac Hospital in Roslyn, New York is world-renowned for cardiac surgery, St. Charles Rehab Hospital in Port Washington has the largest acute rehabilitation services including physical and occupational therapy services. Our Lady of Consolation Nursing Home is the largest hospital-based facility on the island, as well. The Corporate VP of Revenue Enhancement and Business Development led the integration of a newly formed health system to find unnecessary duplication of effort, missed opportunities for cross-referrals, define centers of excellence, increase overall productivity, and integrate big data and unconnected IT systems into a meaningful and useful dashboard for the presidents of each entity. This led to shared priorities, goals and objectives, and focused discussions on potential shared services, increased productivity, streamlining communications and directives, all while growing the business line, increasing patient referrals, community involvement, healthy community initiatives, and the balancing of charity care, margin, with the collective mission of the organization. Also, responsible for development of bad debt reduction processes, coding, billing, screening, etc. Responsible for responding to state Department of Health inquiries regarding certificate of need, HEAL, F-SHRP and capital funding issues associated with new programs and services as well.

Honored by being chosen as the Chairman of the Scollard Leadership Award. This award is given annually to the member of the organization, including all of its reporting entities that exemplify leadership characteristics consistent with the healthcare system’s mission. Over one hundred nominations are evaluated to select one winner. LONG RANGE STRATEGIC PLANNING

• Spearheaded for a $1.8 billion healthcare organization the entire long-range planning process and short-term goals and objectives for all components of all acute and senior healthcare services including skilled nursing, assisted living, home and hospice care and tertiary acute care hospitals.

• Created strategic alternatives and financial modeling through the leadership of management and Board of Trustee/Ownership directives to formulate an organization specific vision.

• Worked with nationally recognize healthcare futurists at the Advisory Board in Washington and architectural firms at the cutting edge of healthcare facility design.

• Developed an Emergency Department for Mercy Hospital and a new nursing facility design for Our Lady of Consolation Nursing Home that maximized a residential non- institutional character.

• Represented organizations in the development and presentation of facility and programmatic plans to Local Healthcare Advisory boards, Local Planning Boards and state capital Departments of health and Senior Services, alike.

• Taught, trained and mentored graduate level healthcare interns from notable universities in the development of strategic planning techniques and theories. 1997-2006 President and CEO Greenwald and Barksdale International Healthcare Consulting Firm (refer to pg 2). 1985-1997 Administrator Responsibilities included strategic planning and implemen- Director of Planning and Business tation, development of and monitoring of corporate goals Development and objectives, and program development of the health- Care corporation’s integrated deliver network and all of its St. Clare’s Medical Center components which included: St. Clare’s Hospital - Multi-hospital system with four Acute Care Hospitals, Denville, NJ - One specialty Hospital (Behavioral Health)

- Three (3) skilled nursing facilities (SNF),

Dover General Hospital - independent living facilities (ILU), Dover, NJ - continuing care retirement community (CCRC),

- assisted living unit(s) (ALU),

- physician development and alliance,

Riverside Hospital - PPO development (QualCare),

Boonton, NJ - home health agencies, and,

- other ambulatory care programs.

Hackettstown Community Scenario planning techniques were used to forecast patient Hospital utilization trends, develop facilities’ planning and phasing, Hackettstown, NJ strategic program development, and technology assessment and acquisition. The department supported and initiated provide affiliations/mergers/consolidations/and joint ventures, as well. This position’s responsibilities also included the directing of an annual program development Wallkill Valley Hospital and technology assessment processes. Suffix, NJ Lastly, this position provided strategic support to the Board of Trustees, the Long-Range Planning Committee, and various physician subcommittees.

Notable accomplishments: Implemented the

merger/affiliation of four hospitals with St. Clare’s Hospital. Implemented the development of Sloan-Kettering’s

outpatient radiation and medical oncology program in Denville, New Jersey. Sloan’s first ambulatory center. Developed centers of excellence in oncology and

gerontology to become the market leader in competition with a much larger level 1 trauma medical center – Morristown Memorial, Morristown, New Jersey.

Strategic Planning Duties included financial and statistical analyses of existing Analyst programs and feasibility, market, and epidemiological studies for proposed new services. Market share analysis and regulatory compliance were responsibilities of this position, as well. Other requirements included Certificate of Public Need completion and statistical/financial forecasting. Senior Reimbursement Responsibilities included oversight of the development of the Accountant operating, capital and statistical budgets. Medicare and Medicaid maximization as well as establishing internal charge structures were also requirements of this position. Proforma analysis on new programs and services and general accounting duties as required. Completion of Medicare/Medicaid, CARE, and SHAR cost reports and providing supporting documentation for intermediary audits were part of the duties and responsibilities of this position. Physician’s Assistant and Duties included assisting Orthopedic Surgeons and Emer- Orthopedic Technician gency room physicians in orthopedics. Traction and stabilization devices were applied to both inpatients and outpatients. Surgical assistance and cast applications were also completed.

EDUCATION

Current Fellow of the American College of Healthcare Executives, FACHE May 1995 Masters in Public/Healthcare Administration Rutgers University June 1985 Bachelors Degree in Pre-Medicine Pennsylvania State University VOLUNTEER COMMUNITY WORK

Current Member of separate Republican and Democratic working committees for Health and Human Resource policy development and implementation, consultant to Senators, Congressmen, and Delegates-Commonwealth of Virginia. 2010 - Current Member of The Boardroom, CEO’s and business owners focused on economic development.

2017 Honoree for the Annual Juvenile Diabetes Research Foundation’s (JDRF) banquet.

2016 and 2017 Board of Directors’ member Valley Management, Inc. 2016 Member of Roanoke Valley’s Economic Redevelopment Board 2014 and 2015 Honorary Chair – JDRF’s annual Walk for a Cure 2001 – 2003 Chairman of the Board of Directors Visiting Nurse Association and Hospice of Monroe County

Head Football Coach ESYA

Soccer Coach ESYA & YMCA

Notable Construction Project Summary

2014-2016 Designed, financed, constructed 120-bed all private room inpatient rehab facility. COPN approved. Approximately 71,000 sq feet. Total project costs approximately $20M. Funded by BB&T. Maximized census in 6 months.

2016-2017 Designed, financed, constructed 60-slot adult medical day care center. Total project costs approximately $2.6M. Funded with operating cash.

2013 Designed, financed, constructed 34-unit senior housing complex. Total project costs approximately

$7M. Funded by BB&T. Pre-leased.

2012 Approved managing agent by HUD on a 87-unit 232 AL project in Salem. Managed for five years. TPC around $17M.

2011-2012 Renovated major sections of northern campus health and rehab center, constructed Wander Garden for Alzheimer’s patients, Assisted Living facilities, dining areas. TPC around $3M. 2010-2017 Gutted and renovated over 200 retirement apartments. TPC around $10M. Apartments now have a healthy waiting list.

Late 1990s – late 2000s

Consultant. Successfully designed, funded, developed and opened three assisted living facilities. Residence at Toms River, NJ. Lakewood Courtyard Lakewood, NU. Heritage Apartments Newark, NJ. TPC around $36M.

Successfully redesigned and renovated two nursing homes. Our Lady of Consolation West Islip, NY. Sprainbrook Manor Scarsdale, NY. TPC around $12M.

Served on the advisory committee to the New Jersey Department of Health to develop facility specifications and regulations for assisted living. Reported directly to the State’s Commissioner. Late 1980s – early 1990s

Merged, consolidated, and acquired four independent hospitals in Northern New Jersey to one integrated delivery network.

Developed, constructed, marketed and leased 325,000 square foot Franciscan Oaks CCRC in Denville, NJ. COPN approved 225 apartments. Approximately $80M TPC. Funded non-profit bond sale.

Developed and constructed cardiac cath lab at Dover General Hospital. TPC approximately $8M. COPN approved. Funded by operating cash.

Developed and constructed intensive neonatology and LDRP units at St. Clares Hospital. COPN approved. TPC $6M. Funded by operating cash.

Coordinated, developed, and constructed outpatient radiation and medical oncology program with Sloan-Kettering Cancer Center in NYC. Developed on St. Clares’ campus in Denville. TPC $15M. Joint venture with Sloan.

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