Arko Corp. Chief Financial Officer Don Bassell will retire by the end of 2023, the Fortune 500 holding company for Henrico County-based convenience store chain GPM Investments LLC announced Tuesday.
“It has been an honor to work alongside our dynamic executive team and employees to grow the company into the leader it is today through many significant milestones, from transformative growth to inclusion on the Fortune 500 list,” Bassell said in a statement.
Bassell has been Arko‘s CFO since its merger with Haymaker Acquisition Corp. II closed on Dec. 22, 2020. He has served as CFO of GPM since April 2014 and previously served as its CFO from January 2004 to December 2010. From December 2010 to February 2014, he was CFO of Mid-Atlantic Convenience Stores LLC.
Bassell will remain as chief financial officer until his successor is in place, and he will stay with the company until approximately April 2024 to help with the transition.
“In 16 years with the company, Don has been a tireless leader and seasoned partner who helped Arko grow, scale and innovate from a regional leader into one of the largest convenience store operators in the country,” Arie Kotler, Arko’s chairman, president and CEO, said in a statement. “As a leader, he has built a world-class finance department with a deep bench of talent, while helping guide the company through over 20 acquisitions.”
Arko Corp. made the Fortune 500 list for the first time in 2022, ranking No. 498. The company has more than 11,000 employees across 3,000 locations and has completed 22 acquisitions since 2013. In 2021, Arko reported a net income of $59.4 million.
Life sciences startup PS-Fertility Inc. will invest $1.4 million to establish its headquarters and operations in Albemarle County and plans to create 31 jobs, Gov. Glenn Youngkin announced Wednesday.
PS-Fertility Inc. will commercialize a male fertility diagnostic technology that was originally developed at the University of Virginia. The company will lease 4,000 square feet at 3030 Vision Lane in Charlottesville to serve as its headquarters and house a test kit assembly operation and a diagnostic lab.
“Virginia continues to advance as a hub for cutting-edge research and development, and we are proud that this technology developed at one of our leading universities will have positive ripple effects on the life sciences industry in the commonwealth,” Youngkin said in a statement. “Startups and small businesses are critical to Virginia’s future, and PS-Fertility is a homegrown success story that reinforces our commitment to providing an environment that encourages innovation and entrepreneurship.”
PS-Fertility Inc.’s product tests for the presence of a biomarker on sperm cells necessary for fertilization. It will use an at-home sample collection model, and clients will mail samples to the Albemarle County lab.
The Virginia Economic Development Partnership worked with Albemarle County to secure the project for Virginia and will provide employee recruitment and training funding and services to PS-Fertility through the Virginia Jobs Investment Program.
“The Virginia Economic Development Partnership comprehensively met our company’s needs, recognizing that this valuable scientific discovery made at the University of Virginia has significant benefits for people interested in reproductive health as well as to the state’s economy,” PS-Fertility CEO Kevin Combs said in a statement. “As a result, we anticipate launching our company’s advanced testing platform to measure and analyze male fertility levels in the very near future.”
Roanoke businessman George Logan and his wife, Helen Harmon Logan, have donated $1 million to Carilion Clinic to help fund expansion of the Roanoke-based health system‘s cancer services.
“The Logans have contributed much to Carilion and to our community’s success over the years,” Ralph Alee, Carilion’s vice president for philanthropy, said in a statement released Monday. “Through this generous gift, they will continue to shape the future of our region for decades to come.”
Carilion’s plans to expand its cancer services include a new cancer center to consolidate personalized care, advanced treatment options and research in one location. The center, which will be built next to Virginia Tech‘s Health Sciences and Technology campus, is expected to cost more than $150 million.
A Salem native, George Logan founded and served as a director of Roanoke-based Valley Financial Corp., now a Pinnacle Financial Services subsidiary. He also served on Roanoke Electric Steel Corp.’s board before Steel Dynamics acquired the company in 2006. Logan returned to the region in 2018, after 20 years serving on the faculty of the University of Virginia‘s Darden School of Business.
His connection to Carilion started before Carilion Clinic’s formation. Logan served on Carilion Clinic’s board of directors from 2003 to 2007, after serving 10 years on the board that oversees Carilion’s Roanoke operations. He’d previously served on the board of Community Hospital of Roanoke Valley. Logan helped lead the organizations through the merger of Roanoke Memorial with Community Hospital and Carilion’s transition to Carilion Clinic, which included its partnership with Virginia Tech to open a medical school and research institute.
“There is a lot of vision at Carilion. I’ve seen firsthand how much our health system benefits the region, and I want to support its continued growth,” Logan said in a statement.
Harmon Logan is a music therapist and a Celtic harpist who volunteered at Carilion’s Cancer Center for more than 20 years. She has also volunteered at U.Va. and Sentara Martha Jefferson Hospital in Charlottesville.
Carilion Clinic is a nonprofit health system that has more than 13,500 employees and treats about 1 million people in Virginia and West Virginia.
New York-based specialty textile manufacturer Apex Mills Corp. will invest $3.1 million to acquire the former HanesBrands facility in Patrick County, along with the plant’s equipment. The acquisition will retain 96 jobs and create an estimated 44 jobs, Gov. Glenn Youngkin announced Friday.
Apex Mills will fulfill contracts for the Hanes clothing brands. HanesBrands Inc. closed the facility in July 2021, eliminating 140 jobs.
“We want made in America to mean made in Virginia and we are proud that this American-made textile company will expand its U.S. footprint by establishing an East Coast facility in Virginia,” Youngkin said in a statement. “Specialty textile manufacturing has long been a core component of the economy in many regions across the commonwealth, and we thank Apex Mills for keeping the HanesBrands facility in operation.”
Founded in 1943, Apex Mills makes warp-knit fabrics geared towards industrial and technical applications. The company provides solid knit, mesh/netting and 3D-spacer textile solutions.
Apex Mills President and CEO Jonathan Kurz said in a statement, “When we became aware of the imminent closing of the HanesBrands Woolwine operation and learned more about the rich tradition of textile manufacturing in Patrick County, we ultimately made the decision that this was where we wanted to locate our next fabric formation facility. The skilled workforce in the Woolwine, Stuart and surrounding communities, as well as the support we have received from the county and the state, have made this opportunity one which we are proud to be a part of.”
The Virginia Economic Development Partnership worked with Patrick County to secure the project, for which Virginia competed with Pennsylvania. Youngkin approved a $300,000 grant from the Commonwealth’s Opportunity Fund to assist the county. Apex Mills is eligible to receive state benefits from the Virginia Enterprise Zone Program, administered by the Virginia Department of Housing and Community Development. The company is eligible to receive funding and services to support its employee recruitment and training through VEDP‘s Virginia Jobs Investment Program.
In this role, Clark will continue to oversee human resources and will be responsible for bank operations. He’ll also become a member of the corporate management team.
“Throughout his career at TowneBank, Lee has led with a steady hand and calm demeanor,” TowneBank President and CEO William I. “Billy” Foster III said in a statement. “His operational experience at TowneBank, track record of consistent follow-through and commitment to our culture of caring make him ideally suited to lead our knowledgeable and experienced operations group.”
Clark partially succeeds Brad E. Schwartz, who retired as bank president and COO on Dec. 31, 2022. Foster succeeded Schwartz as president, in addition to succeeding J. Morgan Davis as CEO.
Clark joined TowneBank in 20o6 as a senior business analyst. He held leadership positions in loan administrations and banking operations before becoming chief human resources officer in 2019. Prior to joining TowneBank, Lee held varying officer roles at Bank of Tidewater and SouthTrust Corp.
Clark has a bachelor’s of business administration degree in finance from William & Mary and an MBA from Old Dominion University’s Strome College of Business.
Founded in 1999, TowneBank now has more than 40 banking offices throughout Hampton Roads and Central Virginia and in North Carolina. TowneBank ended 2021 with a net income of $215.4 million, a 48% increase over 2020. Total assets were $15.38 billion on average for 2021. As of Sept. 30, 2022, TowneBank had total assets of $15.95 billion.
Staunton-based medical and drug delivery devices manufacturer Cadence Inc. has acquired Connecticut-based miniature medical device components manufacturer Utitec Inc., Cadence announced Tuesday.
Financial details of the transaction were not disclosed.
Utitec specializes in miniature, deep drawn medical device and commercial components. The company has a medical facility in Costa Rica.
“Acquiring Utitec better positions Cadence to lead the medical device contract manufacturing industry through investment, innovation and faster growth to best meet our customers’ evolving needs,” Cadence President and CEO Rob Werge said in a statement. “We look forward to leveraging the company’s deep expertise in miniature, high-precision components for medical devices, while expanding our capabilities to include deep draw and additional cleanroom assembly capacity in Costa Rica to support new and transfer products for our customers.”
Manufacturing deep draw components — those with depths equal to or greater than their diameters — costs less than creating conventional machined parts because of the process’ reduced labor and high volume, according to a news release.
Cadence is a full-service contract manufacturer, providing services from initial product design through complete manufacturing, that produces medical and drug delivery devices and specialty commercial products. The company has more than 700 employees, with additional locations in Connecticut, Pennsylvania, Rhode Island, Wisconsin and Costa Rica.
Massachusetts-based advanced materials manufacturer Hollingsworth & Vose will invest $40.2 million to expand its Floyd County operation, a project expected to create 25 jobs, Gov. Glenn Youngkin announced Tuesday.
H&V will add more than 28,000 square feet to its facility at 365 Christiansburg Pike NE to accommodate new production equipment.
“Hollingsworth & Vose has generated positive economic impact and job opportunities in Floyd County for more than four decades, and this significant investment further solidifies the company’s commitment to Virginia,” Youngkin said in a statement. “Businesses with a long history of expansion in the commonwealth offer powerful testimonials on why a Virginia location is a foundation for success.”
H&V was incorporated in 1892 and has been family-owned for seven generations. The company produces advanced materials used in filtration, battery and industrial applications. It has more than 200 employees.
“We’ve been a part of the Floyd, Virginia, community since 1976. This facility is essential to serving both our global and domestic customers,” H&V CEO Josh Ayer said in a statement. “We chose Virginia for this expansion because of its positive business environment and strong support from the commonwealth of Virginia and Floyd County.”
The Virginia Economic Development Partnership worked with Floyd County to secure the project, for which Virginia competed with Georgia. Youngkin approved a $558,700 grant from the Commonwealth’s Opportunity Fund to assist Floyd County with the project.
When Virginia Commonwealth University closed its buildings in spring 2020, then-student Julien Reininger wasn’t deterred from his entrepreneurial pursuits. In the kitchen of his parents’ Springfield home, Reininger ran a dehydrator for eight hours at a time, creating vegan jerky from canned jackfruit and developing different marinades.
“I’m sure when I started doing it, they were a little bit confused. Like, ‘Why is he dehydrating jackfruit?’ … They’re definitely patient,” he says of his parents.
Earlier that semester, Reininger had joined a startup pre-accelerator program meant to prepare student entrepreneurs to join external accelerator programs like Lighthouse Labs. Run by VCU‘s entrepreneurship center, the da Vinci Center for Innovation, the VCU Pre-X program allows cohorts of about 50 teams and/or solo entrepreneurs to share and critique ideas in small groups and meet with mentors.
A 2021 VCU graduate who received his master’s of product innovation degree from the university in 2022, Reininger received advice specific to his business from the VCU Pre-X program, and learned basics such as how to create prototypes. Mentors pointed out that his product needed to be shelf-stable and that his packaging needed nutrition labels.
“That’s when I started really playing with the recipe, making sure the flavors were still strong and unique, but also the salt levels weren’t through the roof, and sugars were relatively low compared to other jerkies,” Reininger says. “That was something I was introduced to that I never really thought of, but it’s probably one of the most important parts.”
The da Vinci Center is one of multiple entrepreneurship centers housed in Virginia business schools that are aiding students across disciplines to start their own companies or broaden their skillsets, through incubator programs, pitch competitions and other hands-on experiences.
Although some offer for-credit courses, many serve students on an extracurricular basis, providing students real-world experience and teaching in-demand entrepreneurial skills that are useful even to people who don’t want to start their own businesses.
Entrepreneurial thinking is useful across industries, whether or not a student hopes to start their own business, says Graham Henshaw with William & Mary’s Alan B. Miller Entrepreneurship Center. Photo by Mark Rhodes
“We’re not saying … ‘Hey, don’t do physics or psychology. Do entrepreneurship instead!’ We are saying, ‘Do those things. Get that deep expertise in that one sector, but add entrepreneurial thinking as a layer on top of that,’” says Graham Henshaw, executive director of the Alan B. Miller Entrepreneurship Center, part of William & Mary’s Raymond A. Mason School of Business. The Miller Center, which offers programming like workshops, pitch
competitions and guest speakers, had
439 students across 41 majors access it in some way during the 2021-22 school year.
Natalie Marcotullio, a 2019 William & Mary graduate, competed in multiple pitch competitions through the Miller Center. She’s now head of growth and operations for Navattic, a New York software company founded in 2020 that helps businesses create interactive product demos.
“I think I wouldn’t have been prepared at all for the startup world, honestly, without the entrepreneurship center,” she says. “I think the No. 1 thing I learned was just that it’s OK to try things and fail and experiment.”
Garret Westlake, the da Vinci Center’s executive director, emphasizes that businesses want students with hands-on experience.
“It’s been historically [that] you had an MBA or you had an MFA or you had an engineering degree, and then on the job you had to be taught these other aspects,” he says. “And now you have graduates coming out that … are able to jump right in.”
Getting set
Multiple Virginia centers operating in business schools offer accelerator or incubator programs for aspiring entrepreneurs. For example, James Madison University’s Gilliam Center for Entrepreneurship’s Dukes Venture Accelerator is a paid, intensive summer internship open to undergraduate and graduate students as well as alumni who graduated the preceding May. Each student receives $4,000 for the six-week program, and each startup receives up to $10,000 in reimbursable funds for their business needs. Last year, the program hosted 10 startups.
Lucas Warner, a JMU student who was set to graduate in December 2022, joined the program for help marketing his business, Groovy Power Washing.
“We get updates, we learn how to put the business into practice,” Warner says, noting that Gilliam Center Executive Director Suzanne Bergmeister “encouraged us to just get out of the building and just try to make it happen.”
Programs like business incubators for student-led startups “plant the seed of entrepreneurship,” says Suzanne Bergmeister with James Madison University’s Gilliam Center for Entrepreneurship. Photo courtesy James Madison University
Malique Middleton, a 2021 JMU biology graduate who’s now enrolled in VCU’s graduate pre-med program, participated in JMU’s incubator, accelerator and seed funding programs when founding his skin care products business, Gewd Botanicals LLC. “I think the most important thing that JMU gave me was … the opportunity to pick people’s minds who are already experts in … various fields” like accounting, he says.
At VCU, Reininger joined the center’s Shift Retail Lab to gather feedback on his prototypes’ branding and flavors. Students can sell products in events like pop-up holiday markets, but for the most part, the lab is for gathering information in four-week cohorts, which began in January 2022. Through taste testing conducted in the lab, Reininger learned that not everybody liked his spicy flavors and added a savory flavor, miso ginger.
In Charlottesville, the University of Virginia’s i.Lab Incubator, run by the Darden School of Business’ Batten Institute, supports up to 25 startups and runs each March to December.
From March to May, students work with U.Va. School of Law students to incorporate their ventures and get documents like service agreements in order. During i.Lab’s full-time summer phase, students have one-on-one check-ins with mentors and meet with potential customers. Also during the summer portion, student teams receive grants as long as their team has a minimum viable product. In 2022, teams each received $5,500 at the beginning of June and another $5,500 at the end of the summer program.
Once the summer phase concludes, students participate in Demo Day, presenting their summer work and asking audience members to take actions such as signing up for their newsletters or visiting their websites.
“What they’re learning is how to solicit and understand feedback and apply it … to their product, service and company at large,” says Jason Brewster, Darden’s director of venture programs.
i.Lab participants can also apply to make a presentation to the Kathryne Carr Award for Entrepreneurial Excellence selection committee, which awards a $25,000 prize to “the entrepreneur(s) that best embody magnetic and selfless leadership and whose venture demonstrates clear potential for commercial success.”
Starting up
Virginia Tech‘s Apex Center for Entrepreneurs in Blacksburg does away with the cohort model, however, allowing students to join an accelerator-style program whenever they need help. Student startup teams can meet with Executive Director Derick Maggard and Sean Collins, managing director of the Startup Hokies program, for assistance with testing concepts, assessing risk and connecting with alumni.
Tim Pote, who received a doctorate from Tech in 2021, is co-founder and CEO of Element Exo Inc., formerly Maroon Assistive Technologies Inc., which manufactures exoskeletons to protect workers’ backs when they lift heavy objects. Collins and Maggard helped connect his team to Tech’s network, Pote says. “We actually got our first customer through the Apex Center. It was an alumni connection” to a pallet manufacturer in St. Louis, Pote says.
About 40 or 50 company founders consult the center each school year for help with their startup companies, and about 1,000 students will use Apex Center services, like its coworking space, Collins says. Students from 112 majors have accounts on the center’s coworking space software system.
JMU’s Gilliam Center’s Madison Inc., an academic-year incubator for students at any stage of starting businesses, has a similar rolling admissions setup. Students meet monthly with entrepreneurship faculty fellows — one from each JMU college — and with their cohorts to learn techniques for risk reduction and customer discovery. In November 2022, Madison Inc. had 30 participating students, 15 of whom had majors outside the business school.
“Throughout the program, regardless of where they are in their entrepreneurial journey, we hope to plant the seeds of entrepreneurship, give them tools and resources that they can use either in this venture or the next one or the next one,” says Bergmeister.
Entrepreneurship centers at Virginia business schools also provide student entrepreneurs with opportunities to practice their investor pitches, often with the potential to secure funding.
“When you’re doing pitch competitions, and when you’re introducing your content to people, having a good story is super important,” Reininger says. VCU’s da Vinci Center, he says, helped him develop a fluid story he could tell over and over again.
The VCU center’s pre-accelerator program also culminates in a Demo Day, with students pitching to judges from the venture capital world for seed funding. Reininger, who joined the 2021 cohort rather than finishing virtually in 2020, pitched in May 2021 and won $5,000, which he largely used to incorporate his Richmond-based business and trademark its name, Jacked! Jackfruit Jerky.
Ready to run
U.Va.’s three-phase E-Cup pitch competition runs from late January to May, although students can apply for any phase and don’t have to complete them all. In the first phase, 40 student teams compete for $1,000 grants that only 20 of the teams will win. During the discovery phase, 10 teams compete for $5,000 each, and in the launch phase, five teams present to judges without an audience.
Every other Friday, William & Mary’s Miller Center hosts Rocket Pitches, with students delivering two-minute presentations. The winner receives a Chick-fil-A gift card and is invited to an end-of-semester pitch competition that has a roughly $1,500 award.
Tech’s Apex Center holds KickStart VT events monthly. Student entrepreneurs apply to present to an alumni panel, and accepted applicants are guaranteed a minimum of $250.
Though not as public as some pitch competitions, JMU students can pitch to the Gilliam Center’s Bluestone Seed Fund, a donor-supported fund with two investment cycles per school year. Students or alumni who graduated less than five years ago pitch to the fund’s investment committee, seeking $5,000 in return for 5% equity in their companies. So far, donors have committed $240,000 to the fund, which launched during the 2021-22 school year. The committee has invested in eight companies, with one receiving $10,000.
But seeking seed funding also sometimes requires going outside the university structure. To launch his company, for example, Reininger ran a Kickstarter campaign that ended in September 2022. With the $8,686 he raised, Reininger moved his jerky-making enterprise into Hatch Kitchen, a commercial kitchen in Richmond’s Manchester neighborhood.
In November 2022, he launched Jacked!’s website and secured deals to sell his products through three Richmond retailers: Northside Gourmet Market, Good Foods Grocery and Ellwood Thompson’s Local Market.
Reininger credits the da Vinci Center with helping him get his business off the ground and running: “I would say the da Vinci Center has played a role in every part of the development of Jacked!”
Sentara Healthcare invested $11 million in Newport News’ Marshall-Ridley Choice Neighborhood revitalization initiative, the Norfolk-based health system announced Wednesday.
Sentara is providing $11 million in loan financing support for the project’s second phase, which focuses on the former Ridley Place neighborhood. The project is part of the U.S. Department of Housing and Urban Development’s Choice Neighborhood Initiative, which uses public and private investments to revitalize neighborhoods by replacing distressed public housing.
“Sentara’s support of the Marshall-Ridley Choice Neighborhood Initiative is another step in our ongoing journey to improve community health and wellness, create economic opportunity, and address social determinants of health,” Aubrey Layne, Sentara’s executive vice president of governance and external affairs, said in a statement.
The design plans for this phase include a three-story, 41-unit apartment building on the corner of Jefferson Avenue and 16th Street that will feature retail space on the ground floor. The plans also include 14 two- and three-story buildings with 114 townhomes, a walking and biking trail and an early childhood development center.
The city of Newport News, Newport News Redevelopment and Housing Authority and developer Pennrose are leading the project’s development. Richmond-based Breeden Construction is the contractor, and construction is expected to be complete in late 2024.
“There is a direct correlation between high-quality housing and positive community health outcomes,” Karen Wilds, executive director of the Newport News Redevelopment and Housing Authority, said in a statement. “Sentara’s strategic commitment to the Choice Neighborhood Initiative ensures equitable health outcomes for all residents, regardless of their race and socioeconomic status.”
In 2019, the city of Newport News and the Newport News Redevelopment and Housing Authority received a $30 million grant from HUD’s Choice Neighborhoods Initiative, which the city used to develop its plan for the Marshall-Ridley area. The development partners held a ribbon cutting for the first phase of housing — a mixed-use development with apartments, townhomes and retail space — on Dec. 8.
Goals for the second phase include:
providing a variety of housing options;
integrating housing types so they are indistinguishable;
An $11 billion not-for-profit health system with 12 hospitals in Virginia and North Carolina, Sentara employs about 30,000 workers, including 1,375 physicians and advanced practice providers. In 2022, Sentara awarded more than $10 million in funding to nearly 170 community and faith-based organizations to address social determinants of health.
Of 154 long-term care providers who responded to the survey, 86% said their workforce situation worsened in 2022 compared with 2020, an increase of five percentage points from the 2021 survey.
Joe Hoff, president and CEO of Friendship, which has nursing homes, assisted living facilities, adult day care and independent living across two facilities in Roanoke and one in Salem, needs about 50 to 75 more employees to be fully staffed. Friendship currently has about 650 employees, with about 1,000 residents on average.
“There’s just a critical nursing shortage across the country, but I’d say within the past two years, it’s been a bit harder to find staff,” Hoff said. Although some people who retired or left the workforce during the pandemic are coming back, they aren’t returning to the workforce as fast as they left, he added.
A persistent problem
Of the facilities surveyed, 93% reported vacancies for certified nursing assistants/direct caregivers, 87% have vacancies for licensed practical nurses and 70% have vacancies for registered nurses.
Tom Orsini, president and CEO of Lake Taylor Transitional Care Hospital in Norfolk, has roughly 400 employees, about 190 of whom are nurses or nursing assistants. The facility has 104 long-term acute care beds and 192 nursing home beds. Orsini needs about 20 more nurses or CNAs and has been using contract nurses in the meantime.
“It’s just the field of people competing for this resource has grown,” said Orsini. “If you’re a nurse, you don’t have to come out and do hands-on nursing. There’s a lot of other opportunities for nurses,” like working in home health, doctors’ offices or labs.
Eighty-two percent of respondents had a shortage of staff to fill all shifts in the 60 days before the survey, which VHCA-VCAL conducted from Sept. 7 to Sept. 30. In those 60 days, 96% of providers said they had asked staff to work overtime or take extra shifts, up from 92% in 2021.
Lake Taylor Transitional Care Hospital has asked staff to work on their scheduled days off, Orsini said, even if they can’t work a full shift that day.
Facilities also had vacancies for dietary staff and housekeeping staff, with 67% reporting the former and 55% reporting the latter. Friendship raised its minimum wage to $14 an hour to recruit and retain dietary and housekeeping staff, Hoff said.
Part of the difficulty filling nursing positions has been a lack of qualified applicants, survey results show. More than half (55%) of the respondents indicated they had few to no qualified applicants.
Filling open positions takes longer now, Orsini said.
“Before COVID, it could just be just a couple of weeks,” he said. “We’d simply put advertisements in the normal professional advertising websites, and we would get applicants. It would just seem that there were more applicants out there.”
But now, the process takes about three to four months. Part of the problem, he said, is that health care facilities are competing with service industries that they didn’t previously have to compete with, like fast food restaurants, which can raise their wages quickly and pass prices on to consumers.
“We can’t do that. We deal with third parties — Medicare, Medicaid and commercial insurance — where rates are already set. So we have to wait till we renegotiate contracts or the new rate year starts,” to raise pay, he said.
Counteracting workforce challenges
To address these labor shortages, facilities reported taking a number of steps. Almost all (97%) reported they are working to hire new staff. Ninety percent reported increasing pay, and 83% responded that they are offering bonuses for overtime or double shifts. About 55% reporting using contract staff from staffing agencies.
Friendship raised certified nursing assistants’ minimum starting wages from $15 an hour to $17 an hour this year, Hoff said.
Friendship employees confer at a nurse station. Photo courtesy Friendship
Friendship has also taken several steps to retain employees, Hoff said, including allowing flexible scheduling. The company also provided a “retention appreciation bonus,” giving each employee an extra $150 each paycheck for five pay periods, which cost the company around $350,000 total.
Both Hoff and Orsini reported using contract nurses from staffing agencies while searching for direct hires to fill their vacancies.
“Our goal is to have our own staff, but we’re having to backfill with contract nurses. The care is not as stable as we’d like,” Orsini said.
Both care companies are also working to develop workforce pipelines.
Lake Taylor serves as a clinical site for nursing programs from nearby schools like ECPI University, so students come to the center in rotations.
“Now that they’ve worked here, and if they like it and they feel comfortable, they’ll come back and apply to work here. They kind of test-drive us a little bit. We test-drive them,” Orsini said.
Usually, about eight to 10 students are in a class, and Lake Taylor will generally hire about four or five from a class, he said.
Friendship also serves as a clinical site for nearby schools like Virginia Western Community College and Radford University. The facilities can host cohorts of about 10 to 15 students at once, and Friendship generally hires one or two students from those cohorts, Hoff said.
Friendship and Lake Taylor are also training employees on-site.
Friendship now trains certified nursing assistants in on-site classes of 10 and pays them while they’re in training. Previously, CNAs had to complete training before receiving pay, Hoff said. If Friendship has more than 10 trainees at a time, the company will place the remaining students in an outside training program.
Lake Taylor runs classes for noncertified nursing assistants, teaching them how to feed patients in an eight-hour course, Orsini said.
Lowered admissions
Because of staffing challenges over the six months prior to the survey’s administration, 42% of respondents limited their number of residents to an amount below full capacity, up from 37% in 2021. Thirty-eight percent reported placing a hold on new admissions (up from 29% in 2021), and 34% reported turning away hospital admissions (up from 26% in 2021).
Lake Taylor sometimes had to slow admissions to or close one of its wings during COVID-19.
Now, “we’re not fully admitting [patients] to all the beds yet,” Orsini said. “We’re taking our time. We’re making sure we’re able to take care of the patients we have and make sure the staff is there as well.”
Friendship has not had to limit admissions, Hoff said, because the company has supplemented nursing staff with agencies, though he hopes to attract and retain enough employees to stop using agencies.
VHCA-VCAL represents more than 350 nursing homes and long-term care facilities in the commonwealth. Its members operate more than 97% of Virginia’s Medicaid nursing facility beds, and six in 10 nursing facility residents rely on Medicaid for their care, according to a news release.
The association is seeking aid from the state: “Virginia’s nursing homes are doing everything they can to keep their employees, who are the backbone of long-term care,” VHCA-VCAL President and CEO Keith Hare said in a statement. “Now, we’re calling upon Virginia policymakers and members of the General Assembly to make meaningful investments, which will help address key staffing challenges and get seniors access to the 24/7 care they need.”
We use cookies on our website to give you the most relevant experience by remembering your preferences and repeat visits. By clicking “Accept All”, you consent to the use of ALL the cookies. However, you may visit "Cookie Settings" to provide a controlled consent.
This website uses cookies to improve your experience while you navigate through the website. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. But opting out of some of these cookies may affect your browsing experience.
Necessary cookies are absolutely essential for the website to function properly. These cookies ensure basic functionalities and security features of the website, anonymously.
Cookie
Duration
Description
cookielawinfo-checkbox-analytics
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Analytics".
cookielawinfo-checkbox-functional
11 months
The cookie is set by GDPR cookie consent to record the user consent for the cookies in the category "Functional".
cookielawinfo-checkbox-necessary
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookies is used to store the user consent for the cookies in the category "Necessary".
cookielawinfo-checkbox-others
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Other.
cookielawinfo-checkbox-performance
11 months
This cookie is set by GDPR Cookie Consent plugin. The cookie is used to store the user consent for the cookies in the category "Performance".
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
viewed_cookie_policy
11 months
The cookie is set by the GDPR Cookie Consent plugin and is used to store whether or not user has consented to the use of cookies. It does not store any personal data.
Functional cookies help to perform certain functionalities like sharing the content of the website on social media platforms, collect feedbacks, and other third-party features.
Performance cookies are used to understand and analyze the key performance indexes of the website which helps in delivering a better user experience for the visitors.
Analytical cookies are used to understand how visitors interact with the website. These cookies help provide information on metrics the number of visitors, bounce rate, traffic source, etc.
Advertisement cookies are used to provide visitors with relevant ads and marketing campaigns. These cookies track visitors across websites and collect information to provide customized ads.