1. BARBARA PALAC
(708)220-6661
BPALAC24@ATT.NET
As a healthcare executive whohas successfullydeveloped andmanagedmultiple post-acute healthcare organizations,
I am currently seeking a position where I can connect corporate vision and protocol with employee passion to
maximize engagement while providing superior service and care for clientele.
ACCOMPLISHMENTS
 Reportedtomultiple communities,corporate andprofessional advisory boards in developing operational budgets,
strategic marketing/sales plans and presenting growth achievements, benchmarking and performance metrics.
 Accountable forcontinuityof care fromacute to outpatientsettingstomaximize apositivecustomerexperience and
minimize hospital readmissions/negative clinical outcomes. Decreased hospital readmissions from 26% to 18%
which is below state standard. Optimized all quality indicators to 95th
percentile.
 Responsible andaccountable formonitoringof operational budgetsof over$40M and capital budgets of over $15M.
Consistently met or exceeded budget in all organizations and successfully passed all IDPH and JCAHO surveys.
 Provided effective supervision of 250+ professional and para-professional FTE’s which included evaluation,
accountability for skill sets, and provision of training to maximize skills. Maintained employee turnover at <3%.
PROFESSIONAL EXPERIENCE
BARBARA PALAC AND ASSOCIATES - Current
Senior services and healthcare consulting
SUNRISE SENIOR LIVING OF HIGHLAND PARK, Highland Park, Illinois
Executive Director
 Responsible for overall leadership, including financial and operational management, regulatory oversight and
compliance,qualityassurance, hiringandsupervisionof teammembersandsalesandmarketing development for a
110-unit assisted living/memory care facility with an operations budget of $3Mand 75FTE.
 SuccessfullypassedIDPHsurveywithno deficienciesversusprevious year multiple deficiency survey. Successfully
trained staff to meet requirements and assure continued high quality care.
 Decreasedresident fallsby10%throughweeklyresidentmonitoringandincreased staff training. Optimized results
for all quality indicators that included wound care and utilization of psychotropic drugs.
 Increased census by 13% by developing relationships with unique community referral sources.
 Developed staff training program to provide quality dining experience for residents.
 Certified in dementia care with over 40 hours of training.
FIRST LIFE HOME HEALTH, INC, Skokie, Illinois
Administrator
 Responsible/accountable forthe developmentandmonitoringof administrative, operationalandfinancial indicators
and human resource management of a non-medical home care agency.
 Increased patient census by 60% through identification and marketing to new referral sources.
 Interviewed, hired, trained and monitored all caregiver staff.
NORWOOD SENIORS NETWORK, Chicago, Illinois
Administrator
 Provided start-up consultation and operations improvement for non-medical home care agency.
 Identifiedopportunitiesforgrowth throughprogram developmentin response toclientneeds and enhancement of
current programs that ultimately increased revenue by 35%.
 Increased census by 10% through developing relationships with new referral sources
 Hired and trained over 10 new caregiver staff.

2. BARBARA PALAC
JOINT COMMISSION RESOURCES, INC., Oak Brook, Illinois
Associate Director, Domestic Consulting Products and Services
Responsible formanagement of a5-memberinside-salesteam. Increasedrevenueby15% throughexpansionof market
and identification of new clients requiring education in preparation for JCAHO surveys.
ELMHURST MEMORIAL HOME HEALTH AND HOSPICE, Elmhurst, Illinois
Administrative Director
Responsible forthe administrative,operational, financialand humanresource managementof the home health,hospice
and durable medical equipment service operations with a budget of $30M+ and 125+ employees. Increased patient
census for in-home health and hospice by 25%. Supervised clinical benchmarking and quality indicators to assure
achievement of 95th
percentile. Served as corporate compliance officer and maintained 100% compliance for all
indicators. Developedcomprehensiveemployee communication plan that decreased professional staff turnover from
12% to less than 1%. Developed a customer service team of clinicians, billers, and managers to review patient
satisfaction, DSO, A/R, documentation needs for generation of CMN’s, 485’s and presented progress to Board of
Directorsand seniormanagement. Developedoperationevaluationassessmenttool thatidentified 10-15% reduction in
cost expenditures for patient medical supplies.
GENTIVA HEALTH SERVICES, Melville, New York
Area Vice President, Chicago and Wisconsin Markets
Responsible for the administrative, operational and financial management of six home health branches. Increased
revenue by 20% in 50% of the branches through cultivation of new referral sources and developing programs that
identified early intervention for home health services.
LOYOLA UNIVERSITY HOME HEALTH, Maywood, Illinois
Administrative Director
Responsible foradministrative, operational, financial and human resource management of the home health, hospice,
home infusion and durable medical equipment agencies with a budget of $30M+ and 150+ employees. Implemented
cross-functional trainingprogramsresultinginasavingsof $100K. Developed clinical benchmarking and quality service
indicators for programs to positively affect the patient experience. Partnered with Abbott Laboratories to develop an
ambulatory home infusion pharmacy. Increased home health and hospice census by 20%.
UNIVERSITY HOSPITALS HEALTH SYSTEM, Cleveland, Ohio
Vice President Ambulatory Services, Vice President Home Health
Responsible forthe administrative,operational andfinancialmanagement of the home health, home infusion, durable
medical equipment and private duty agencies with a budget of $40M+ and 250+ employees including financial and
productivity performance of 12 ambulatory physician practices. Developed and operationalized a home infusion
pharmacy with net revenues of over $1M in second year of operation. Increased census for home health from 350 to
over1800 patientsservedyearly and introduced an in-house temporary staffing agency for the hospital system which
decreased outsourced temporary staffing expenses by 50%, or close to $500K.
EDUCATION
Masters of Business Administration Case Western Reserve University, Cleveland, Ohio
Masters of Science, Clinical Nutrition Rush University, Chicago, Illinois
Bachelors of Science, Biology Loyola University, Chicago, Illinois
REFERENCES
Available upon request