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Virginia Rural Health Association

Total Qualifying Score: 10
County (ARC Region): Yes
State (ARC Region): Yes
Q3. IRS Status: Nonprofit – 2
Q4. Parent Entity: No – 1
Q5. 2 or More Full-Time Employees : Yes (as of 12/31/2019)
Q7. Budget Level: $250,001 to $1.5 million – 5 (Last Fiscal Year Actual Income)
Q8. Restricted Reserves: No – 1
Q9. CARES Act Funding: No – 1
Q13. Participation by Executive: Yes


Virginia Rural Health Association
Blacksburg (also have a regional office in Marion), Montgomery County, Virginia 24060

County (ARC Region) Montgomery
State (ARC Region) Virginia


Q1. Mission:

To improve the health of rural Virginians through education, advocacy, and fostering cooperative partnerships.

Q2. How organization aligns with ARC’s Plan & Goals:

  1. Invest in entrepreneurial and business development strategies that strengthen Appalachia’s economy;
    • VRHA works with our partners to assure that independently-owned Rural Health Clinics are provided with technical assistance to assure best practices in business management so they have the financial stability necessary to continue to serve the communities in which they are located.
  2. Increase the education, knowledge, skills, and health of residents to work and succeed in Appalachia;
    • VRHA provides a variety of educational opportunities to provide rural hospitals and clinics with the tools necessary to best serve their communities.
  3. Invest in critical infrastructure, especially broadband; transportation, including the Appalachian Development Highway System; and water/wastewater systems;
    • VRHA has been outspoken on the need to improve broadband and transportation in order for people in our rural communities to better access healthcare services.  Broadband is also a necessary component to train, recruit, and retain the next generation of healthcare workers.
  4. Strengthen Appalachia’s community and economic development potential by leveraging the Region’s natural and cultural heritage assets; and
    • VRHA promotes the concept that health in rural areas is not the sole responsibility of doctors and nurses.  Education, economic development, transportation, the built environment, and even social opportunities play a role in the health of individuals and communities.  All aspects of the community are providers or barriers to health.
  5. Build the capacity and skills of current and next-generation leaders and organizations to innovate, collaborate, and advance community and economic development.
    • VRHA provides a variety of educational and leadership-development opportunities to students at health professions schools to encourage them to be invested in the future of rural communities.

Q3. IRS Filing Status: 501(c)(3)   

Q4. Unit or Chapter of Larger Organization: No

Q5. Employees:

Full-Time/Part-Time Employees: 5/0 (as of 9/1/2020)

Full-Time/Part-Time Employees: 3/1 (as of 12/31/2019)

Current Year Income/Expenses: $850,000/$850,000

Q6. Fiscal Year: October-September

Q7. Budget Level

Last Fiscal Year Income/Expenses (Actual): $728,000 / $635,000

Current Year Income/Expenses (Projected): $850,000 / $850,000

Balance Sheet

Q8. Restricted Reserves (Amount): No ($)

Q9. CARES Act Funding (Amount): No ($)
Received From:   Date Received:
For What Purpose(s):

Q10. Negative Impacts from COVID-19:

VRHA has a wide variety of educational and technical assistance programs (subsidized by federal grants) that are typically provided face to face.  While we have been able to transition some services to a virtual format, we have been unable to implement many of our services and have seen an income reduction as a direct result.

Additionally, VRHA has been serving as a group purchasing entity for masks, gloves, and other PPE for small clinics that do not have the buying power the big hospital systems have.  The logistics of providing this service has been a strain for the VRHA staff as this is well outside our typical scope of services and skill set.

Q11. Top Three Concerns:
VRHA will not be able to recover the funds spent on PPE supplies
VRHA will be at risk of losing income because we are unable to meet the deliverables required in our grant-funded programs.
Income derived from membership will decline as hospitals and clinics are dealing with COVID-related financial strain.

How Participation in Program Will Address Concerns:

VRHA has traditionally engaged in short-term thinking. While the concerns above are not to be ignored, none of them will shut us down.  We need a long-range plan to assist us in doing more than just surviving in the future.


Q12. Applying as a Proposed Cohort? No

Q13. Executive Director or CEO Will Participate in the Program? Yes

Q14. Top Two Choices for Cohort Instruction:

Course #1 Choice: 1-Long-term Financial Management

Course #2 Choice: 2-Long-term Financial Management

Q15. Desired Course Schedule for Cohort Instruction:

#1 Desired Course Schedule: 1-Winter 2021: 10-Week Course (Jan. 25. 2021 – Apr. 4, 2021)

#2 Desired Course Schedule: 2-Fall 2020: 11-Week Course (Nov. 9, 2020 -Jan. 24, 2021)


Name: Beth O’Connor, Executive Director

Application Approved by Organization Director or CEO? Yes, Approved by Executive Director/CEO

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