2018 Virginia CFO Awards “Our staff and senior


leadership are not satisfied with the status quo,” she adds. “We’re constantly look- ing for creative solutions.” ARC serves about 1,300


Fletcher


people a year, but it has a waiting list of more than


2,000 who need services. To help pay for its programs and


provide paychecks to its workforce, ARC handles jobs for a wide range of clients. To get a feel for the agency’s range of


work, here’s a list from a recent report: • ARC daily cleans over a million square feet of office and warehouse space and manages more than 600 acres of land- scaped grounds at facilities across Virginia.


• It assembled, packed and shipped more than 619,304 home-alarm sensors for a Northern Virginia home-security system manufacturer in 2016.


• It also assembled, packed and shipped more than 89,000 bundles of Fatwood, Plow & Hearth’s all-natural fire starter, to customers nationwide.


• It manages and runs a welcome center and a 24/7 emergency dispatch operation at one of the largest military bases in Virginia.


• It annually scans and digitizes more than a million documents and images for a variety of customers. ARC’s current stream of revenue totals


$16.7 million, Fletcher says. “The business community is generally


very surprised at what we do. We have a com- plicated brand, but it’s our brand,” she says. Fletcher says moving from the for-profit


world to a nonprofit agency has been one of the joys of her life. She can see how a suc- cessfully managed strategic plan can improve the lives of children, the aged, the disabled, and their families and caretakers. “I feel like I hit the jackpot when I


switched careers,” she says.


Helping seniors In far Southwest Virginia, the Appala-


chian Agency for Senior Citizens also has benefited from a career-switching financial officer who has brought industry-grade expertise to the nonprofit agency. Brian Beck, who worked with Louisville


Gas and Electric and later for Sunoco, found a new calling “about the time of the recession when things went south,” he says.


74 AUGUST 2018


During Beck’s 7½-year tenure with the


senior citizens’ agency, staffing has risen by 33 percent, with 50 percent growth in full- time positions. Revenue, meanwhile has increased


more than 75 percent, from around $7 mil- lion to $12.5 million. “On our end of the state, we’ve become a


large employer. We employ over 200 people, and we’d like to be able to do even more for our seniors,” he says. Beck paints a picture of


Beck


an economically challenged part of Virginia where the overall population of the four-county service area — Buchanan, Dickenson, Rus- sell and Tazewell counties


— is decreasing every year but the number of seniors is increasing. Driving growth at the agency is a spe-


cialized rural outreach effort that operates as a program of all-inclusive care for the elderly (PACE). PACE is a long-term care alternative


for people who need help taking care of themselves at home. The program provides health-care and


social services for older adults who need nursing-home services but want to continue living in their homes and communities. “It replaces Medicare and Medicaid.


They fund our programs, and then we are responsible to provide anything that Medic- aid and Medicare would,” Beck says. Such a program, he adds, fits in a rural


area because there is not a lot of competition in providing services to seniors. Beck says that, because the program


operates as an insurance pool, the Appala- chian Agency for Senior Citizens has had to grow the pool to reduce the risk. “The larger the pool, the smaller your risk,” he says. The agency pays for all medications


for its senior clients, as well as all surgeries. It employs a clinical staff but also has a license to employ community-based medical personnel as well. To transport its clients to medical


appointments, the agency operates a transit system funded through the Virginia Depart- ment of Rail and Public Transportation. The nonprofit also operates an inter-


generational daycare center where seniors and children come together for meals, activi- ties and interaction. In recent years, the program has


developed senior housing, which is in short supply in a rural area. “We are a life-cycle operation, and we’ve created a culture that is entrepreneurial,” Beck says. One goal is to develop a business model


that allows the agency to be less dependent on state and federal support. “We think that for the foreseeable


future, this is a growth industry,” Beck says, noting that the pool of eligible seniors is rising fast.


Diverse programs St. Joseph’s Villa in Richmond serves


more than 3,000 children and families each year with programs that address mental illness, homelessness, autism and other issues. Suzanne Hinton, CPA,


Hinton


who once was an auditor for a major accounting firm (her clients included St. Joseph’s Villa), has developed a clear vision of her purpose since


she joined the nonprofit as CFO in 2016. “My role is a change manager,” she says.


“The CFO here has to be flexible. We are at the mercy of government funding: Med- icaid, local school systems and states, and federal grants. We have to be able to move on a dime.” Hinton does not know what the expan-


sion of Medicaid in Virginia will mean for St. Joseph’s Villa nor does she yet know what effect federal tax cuts will have. But she hopes that they will not result


in less charitable giving, a concern voiced by other nonprofit organizations. St. Joseph’s Villa, with about 280


employees, has 20 programs, each of which requires a different operating strategy because the revenue streams can vary, Hinton says. It’s a complex model, and Hinton


admits it took her awhile to get her arms around it. She says St. Joseph’s budget has grown


from $14 million in fiscal 2016 to about $18 million today. “It’s almost a 30 percent jump. We’re


growing exponentially,” Hinton says. And, she says, the most important


result of a bigger budget is more children can be served. “Everybody here embodies service in


transforming the lives of children,” Hinton says. “They provide the inspiration for me to do what I do.”


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