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Medical school to become Tech’s ninth college

If all goes as planned, the Virginia Tech Carilion School of Medicine in Roanoke will become part of Virginia Tech in about two years, making it the university’s ninth college. The medical school now is an independent institution, formed as a joint venture between Tech and Roanoke-based Carilion Clinic.

The medical school and the Virginia Tech Carilion Research Institute will serve as the foundation of the expanded Virginia Tech Carilion Health Science and Technology Campus in Roanoke.

The move is expected to benefit research efforts at Tech and Carilion while giving the medical school access to more funding.

“Our school is a research-intensive medical school and to be able to identify that research you have to be part of the university. That was one of the drivers,” says Nancy Howell Agee, Carilion Clinic’s president and CEO. “We think this will create some new opportunities for a closer partnership to identify research and have more students from Virginia Tech take classes at the VTC Health Science and Technology Campus in Roanoke.” Agee anticipates 500 to 1,000 Tech students will take health sciences-related classes in Roanoke.

The first class of medical school students arrived in 2010 and graduated in 2014. Each of the school’s three graduating classes has a 100 percent residency “match” rate, meaning all graduates were accepted into residency programs. That distinction is making the school attractive to top students.

“Last year we had more than 4,600 applicants from the best schools around the country vie for 42 spots at the medical school,” says Tech President Tim Sands. “The number of applicants keeps growing.”

A $66 million expansion of VTC Research Institute will double its space and increase the number of research teams. “We plan to add five research teams led by physician-scientists,” says Agee. “We want to ensure significant research opportunity as well as clinical opportunity for students.”

Research will concentrate on five strategic areas: biomaterials and body-device interfaces, brain health and disease, cardiovascular science, infectious diseases and immunity, and metabolism and obesity. The research institute is already known internationally for its brain research.

Twenty-five research teams have received more than $68 million of funding from outside sources since the institute’s founding in 2010.  In addition to creating several startup companies, it has had an estimated economic impact of more than $300 million on the region. 

“We have made an impact on the community,” says Sands. “We are going to use this opportunity at the Research Institute to help build the Roanoke community. We are focusing not only on recruiting world-class talent but also on people that want to be part of the community and make it stronger.”

Organic feed producer plans to expand sales

Waynesboro-based New Country Organics was looking for a way to expand its sales in Western states when it discovered a nearly century-old feed mill in Lubbock, Texas.

The revamped mill, which is expected to start production next year, is expected to play a key role in ramping up the company’s growth.

New Country Organics, which was founded in 2008, produces certified organic, soy-free feed and livestock minerals.

Company CEO Jim Campbell described the Lubbock mill as “a good fit. It gives us access to new markets.” The mill is expected to pro­vide New Country feed to Texas, Arizona, Colorado, New Mexico, Oklahoma and California.

New Country’s expansion is a reaction to a growing national interest in organic food.

“People are trying to take control of their food chains more and more,” Campbell says. “There are about half a dozen companies across the country that do something similar to us. We approach feed differently. Conventional companies use pellets with cheaper grains. We don’t pelletize. We don’t do cross pollination.”

The company currently distributes its products from Florida to New England and as far west as Dallas. “We do have some customers in California,” Campbell says. “This new location will help us build farther to the west.”

Readying the Lubbock mill for full-scale production will take place in two phases.

The first phase includes preparing the facility to serve as a distribution site. Feed produced in Waynesboro will be shipped from Lubbock to customers in the Western states.

Phase two involves making the mill a certified organic feed processor. “The mill has to be in excellent shape, and it has to be spotless,” Campbell says.

Plans call for the mill to begin production during the first quarter of 2017.

New Country sells products in bulk to wholesale customers, such as feed and hardware stores. It also sells products to retail customers online.

The company has 22 full-time employees in Waynesboro and expects to create about 15 jobs during the next 18 months in Lubbock.

In addition to feed, the company also sells certified organic kelp from Iceland. “It’s great as a feed supplement. We ship it all over the U.S.,” Campbell says.

New Country buys grain from the U.S. and Canada for its products. “We never buy foreign grain,” Campbell says. “We are dedicated to growing New Country Organics in a socially responsible way.”

CEO’s salary helps fund scholarship program

Single mom Celeste Armstrong will be able to save on the cost of her 4-year-old son’s preschool program, thanks to a $3,000 scholarship from the Huntington Ingalls Industries Scholarship Fund.

“This came at the right time,” says Armstrong who works in the company’s Newport News Shipbuilding division.

Established in March, the fund provides financial assistance to employees with dependent children enrolled in prekindergarten and post-secondary school programs. Applicants must meet financial and educational requirements. The scholarship fund is administered by Scholarship Management Services, a division of Scholarship America.

To help fund the program, Mike Petters, HII’s president and CEO, decided to decline all but $1 of his 2016 salary of $986,537. The money pledged does not include bonuses and stock options.

The scholarship fund is available to HII employees in the U.S. and Canada. The company has 35,000 employees.

Parents can receive up to $3,000 for preschool education costs. Post-secondary scholarships range from $1,500 to $3,000 for selected students, depending on whether they are enrolled in two-year or four-year programs. Post-secondary scholarships are renewable for students who remain in good academic standing.

On Sept 14, the fund awarded a total of 78 scholarships for the 2016-17 academic year. The application process, which begins again in March, will have a June deadline. The scholarships will be awarded before the start of school. Checks are made payable to the preschool or college that employees’ children are attending. 

Gale Royal, a production planner and scheduler at the shipyard, received a $3,000 scholarship for her daughter, Raven, who is a freshman at George Mason University in Fairfax.
“This has been a blessing to me,” she says. “I am grateful that this company acknowledges the importance of education not only for us but for our children as well.”

Petters says the fund attempts to address poverty and education, two of the biggest challenges facing the nation. “I’m interested in trying to help,” he says.
“The great thing about our business is that we are a large family,” Petters adds. “I had some folks looking out for me when I was coming through, and now it’s my turn.”

Petters says he decided to donate his salary to the scholarship program because he didn’t want it to be implemented incrementally. “This was money that was going to be spent anyway, and repurposing it would have a broader impact than the original impact,” Petters says. “This is not about me. It’s about the people that get the awards, about the generation to come.”

He approached the HII board of directors in February to discuss the idea. “We wanted to have the program up and running for the fall of this year. We have been fighting the clock on this the whole way,” he says. “That’s why I am so excited about the success. It’s now in a normal pattern.”

Once the company announced the Scholarship Fund, company employees began asking if they also could contribute to the fund. “A lot of folks benefit from this project and also contribute to it,” he says. “Everybody wins.”

Lyft finds a place to park in Crystal City

Many commuters coping with Northern Virginia’s highly congested roadways are turning to the ride-sharing service Lyft to get around.

The San Francisco-based transportation network company recently spent $350,000 opening a mid-Atlantic office in Arlington’s Crystal City.

Launched in 2012, Lyft helps commuters catch rides with friends, classmates and co-workers. Lyft’s smartphone application matches riders with drivers with the tap of a button. “We meet all of our drivers face to face” and conduct extensive background checks, says Steve Taylor, who runs the new regional office. He previously was a  management consultant for PwC.

Lyft sees the Northern Virginia area as a growth market. Nonetheless, the company knew that it could grow only so much “when you are managing a market remotely,” says Taylor. “When a market reaches a certain maturity, we really need people on the ground to establish long-term partnerships and build relationships with drivers.”

Millennials represent Lyft’s prime demographic group. The company especially wants to attract young professionals who have decided they don’t “need a car and forgo the purchase of a car,” Taylor says. “They say, ‘If I take Lyft, I could save money by not buying a car.’ ”

Before setting up an Arlington office, Lyft had a temporary office in Washington, D.C. The Crystal City location, however, is more convenient for many of its drivers. “We have a large concentration of drivers that live in this area,” Taylor says. “We wanted a place where we could provide parking, and people could get in and out easily.”

The new office will provide driver support, handling any issues with pay, policies, services and app functionality. It also leads applicants through the process of becoming Lyft drivers. The company already has hired 15 employees and expects to recruit more. “Our target is 32 jobs, and that is a conservative number,” Taylor says, noting that some of the positions will be in marketing and driver support.

Lyft is available in more than 200 U.S. cities, including eight in Virginia — Alexandria, Arlington, Hampton, Newport News, Norfolk, Richmond, Tysons Corner and Virginia Beach.

The state competed against Washington, D.C., for the Lyft project. Arlington officials are pleased that the company is joining the business community. “We’ve made a real commitment to diversifying our economy, and we’re doing that by focusing on attracting fast-growing technology companies like Lyft,” says Victor Hoskins, director of Arlington Economic Development.

“I believe Lyft and companies like it will find success with Arlington’s highly educated workforce and community amenities, and we look forward to working with Lyft as the company expands and thrives in our area,” he says.        

Estes Express builds on 85 years of change

Richmond-based Estes Express Lines marked its 85th anniversary in August. The largest privately held, less-than-truckload carrier in the nation, the company is led by the third generation of the Estes family.

Rob Estes is CEO and his cousin Billy Hupp is executive vice president and chief operating officer of the company founded in 1931 by their grandfather, W.W. Estes. Since its beginning, the company has been conservative in planning its growth.

“Our dads grew up in the Depression,” says Rob Estes. “We make sure decisions are long-term focused and not quick decisions that will have a long-term negative impact on the company.”

Today, the company has more than 16,000 employees and maintains a fleet of more than 32,500 tractors and trailers equipped with features such as electronic stability control and forward collision avoidance alerts.

Estes Express, which has annual revenue of more than $2.39 billion, delivers freight to destinations in all 50 states and Puerto Rico. A subsidiary, Estes Forwarding Worldwide, arranges delivery around the globe, accounting for 6 percent of the company’s total revenue.

One of the milestones in the company’s 85-year history was its 1967 purchase of Carolina-Norfolk Truck Lines. “That doubled our size and gave us coverage in North Carolina,” says Estes. “Some of the things Billy and I do on a day-to-day basis pale in comparison to that type of event.”

Deregulation of the trucking industry in 1980 was another game changer. Before deregulation, the federal government set freight rates and assigned territories. After deregulation, carriers could name their rates and serve whatever areas they chose.

Deregulation also coincided with a recession in the early 1980s, Estes says. “Interest rates were sky high. A lot of trucking companies went out of business. We were able to successfully negotiate the change from a regulated environment to a deregulated environment.”

Technology has changed the industry over the years. The company, for example, uses software to simplify the pickup and delivery process and plot more efficient routes “But we still have to take the freight off the trailer and get it to the customer. We still have to have that personal touch,” Estes says.

Being a family-owned company has helped fuel its growth, he believes. “We run the company like a family,” Estes says. “We work hard to make sure employees know that it’s a job, but it’s also a way of life. Our culture is important, and family ownership allows that culture to help make us better.”

Members of the family’s fourth generation also are involved in the company. For example, Estes’ son, Webb, is vice president of process improvement, and Hupp’s son, Will, is terminal manager in Norfolk. “We believe the best is yet to come,” Billy Hupp says.

Conversion headache

Consumers often are frustrated at the checkout register when they discover a store’s credit-card terminal doesn’t accept their chip-enabled cards. And, they aren’t alone.

Retailers are frustrated as well by the conversion to chip cards. In fact, some store owners in other states are suing to recoup their costs in converting to the chip system.

Chip credit cards are designed to prevent thieves from stealing customers’ information to make fraudulent purchases. Like credit cards with magnetic stripes, chip credit cards store information including customers’ account numbers, expiration dates and three-digit security codes. (Debit cards also store basic information along with a PIN number.) The difference is that each chip-card transaction generates “dynamic” data that is good for a single purchase only, helping to protect against the creation of counterfeit cards.

A full-scale switch from one type of card to another requires banks putting the new cards in customers’ hands and retailers installing terminals and software to  read the cards. That second step has proved to be problematic throughout the country, especially with debit cards, which are transitioning to chip technology much more slowly than credit cards are.

‘Liability shift’
The process in the U.S. to convert to chip-enabled cards started in 2012. On Oct. 1, 2015, a “liability shift” went into effect. Up until that time, card issuers absorbed all the costs of fraudulent purchases.

Now the responsible party can be either the merchant or the issuer, whichever has not implemented chip technology. The shift “rewards the entity that is more secure,” says Beth Kitchener, spokesperson for MasterCard, based in Purchase, N.Y. “It is whoever has taken that extra step. They are not responsible for the fraud.”

Conversion to chip cards has been lengthy in other countries. It typically takes “about two to three years after a liability shift for a country to have 60 to 70 percent” of its domestic card purchases using chip cards, says Stephanie Ericksen, vice president of risk and authentication products at Visa Inc., based in San Francisco. “It has taken four to five years to get to 90 percent [in other countries]. In the U.S. today, it’s a little more than 30 percent, so that’s pretty much on pace with other markets.”

The U.S. is a late comer in the adoption of chip cards. MasterCard’s liability shift in Europe, for example, took place on Jan. 1, 2005. Visa’s shift in Europe occurred on Jan. 1, 2006.

Countries around the world now using chip cards include the United Kingdom, Australia, Canada, Brazil, Colombia, Mexico, Venezuela and New Zealand as well as nations in Africa and the Middle East. “It’s important that the U.S. get going,” Kitchener says.

One impetus for using chip cards in European countries was the lack of “effective telecommunications and phone systems across country boundaries,” says Doug Johnson, senior vice president of payments and cybersecurity policy at the American Bankers Association, based in Washington, D.C.  Before the liability shift, “it was more difficult in Europe for the transactions to be authenticated across country lines through telecommunications,” Johnson says.

Wave of data breaches
The primary motivator for adopting the use of chip cards in all countries is the rising tide of data breaches. Once a thief steals a credit card number, it can be replicated on a counterfeit card. Chip cards add an extra layer of security to transactions.

Credit card issuers in the U.S. were quick to meet the Oct. 1 liability shift deadline. “It was definitely in the banks’ interest to get the cards in people’s hands,” Kitchener says, adding, “It was obvious to the banks how much fraud there is, but merchants had never seen fraud costs before and may not have realized the extent of counterfeit card fraud in the U.S. Many are seeing it now for the first time.”

Some banks issued new chip cards en masse while others issued them on a rolling basis based on customers’ card expiration dates. “One hundred percent of our banks have begun to issue chip cards,” says Bruce Whitehurst, president and CEO of the Virginia Bankers Association. “There is a great deal of interest on the banking side to do everything possible to reduce incidents of credit-card fraud and limit their liability.”

On the other hand, adoption of the chip card technology by retailers has been sporadic. Reasons for the slow changeover vary. The October 2015 liability shift, for instance, occurred during a busy shopping season, and many retailers chose to wait before starting the process. That created a “bottleneck,” says Johnson.

Many retailers have bought equipment to read chip cards, but they haven’t been able to accept the cards for purchases. The new terminals must be tested and certified by processors or payment providers before they can be used.

“Retailers are very frustrated,” says Jodi Roth, director of government affairs in the Richmond office of the Virginia Retail Federation. “They have had the time to get ready and have paid to have the hardware, but it’s just sitting there until the software is installed.”

Software vendors test the terminals and get them up and running. These vendors “can’t keep up with demand, but that’s a disservice for our retailers,” Roth says.

Because they haven’t been able to use chip-card technology, some retailers are seeing a growing number of chargebacks for fraudulent purchases. “They could be over $1 million a week for some midsize to large retailers,” says Liz Garner, vice president of the Merchant Advisory Group, based in Minneapolis. “Some have had an over 1,000 percent increase in chargebacks, and it’s not really their fault. They aren’t able to get the certification done.”

CNN Money reported that four grocery stores in California, New York and Florida are seeking class-action status in a lawsuit they filed against four major credit cards companies seeking to recoup their expenses in converting to the chip card system. The plaintiffs call the switch an industry conspiracy that violates free-trade laws.

Speeding up purchases
MasterCard and Visa say they are making strides in terminal testing and simplifying the certification process, which varies from one retailer to another. The more complex a retailer’s point-of-sale system is, the more tests are required.

At stores where chip cards are being accepted, another problem has cropped up. Many consumers complain that their chip-card purchases can take two to three seconds longer than normal.

To address the issue, Visa this spring began offering merchants Quick Chip technology to speed up chip-card purchases. The technology enables customers to remove their chip card from the terminal without waiting for the transaction to be finalized.

In April, MasterCard introduced M/Chip Fast, a new software for retailers based on “tap-and-go” technology, also designed to speed up chip-card purchases. Tap-and-go is a contactless method of payment where the card is simply touched to the screen.

“Consumers understand why we are changing the way we pay for things when we explain that this is keeping them safer,” says Kitchener of MasterCard.

Progress in the conversion is continuing. In the MasterCard network, 33 percent of all merchant locations in the U.S. are chip active. That means 2 million stores can now accept chip cards.  Visa reports that an average of 23,000 new merchant locations become chip ready each week. It now has 1.46 million chip-ready locations. Approximately 35 percent of merchants using Visa in Virginia are chip enabled.

The good news is that chip cards are helping to fight fraud. Visa saw a drop of 47 percent in fraudulent purchases at chip-ready merchants in May compared with a year earlier. MasterCard saw a 54 percent decrease in fraud from April 2015 to April 2016 at U.S. retailers who have completed or are close to completing their adoption of chip cards.

Anytime a new technology is put in “the largest economy in the world there will be some necessary modifications and enhancements and that is what we are seeing,” says Johnson of the  American Bankers Association.

More than numbers

As chief operating officer for one of the largest lodging real estate investment trusts (REITs) in the country, Krissy Gathright enjoys learning all she can about a business. During her 17-year tenure with Apple Hospitality REITs, she has participated in mini-boot camps at two of the company’s 236 upscale hotels. During the camps, she works shoulder-to-shoulder with employees in every department — from the front desk to housekeeping. 

“Numbers tell you one piece of the story, but from my perspective and Apple’s perspective we want to learn from the inside of the hotel by stepping into the shoes of employees,” she says. “That will give you a more complete picture.”

She found the experience eye opening. “You really get an appreciation of how hard the work is, and that it takes somebody special that understands people to bring it all together,” she says.

Apple REITs began in 1999 in Richmond with Apple Suites, and Gathright has been with the company since its inception. Over the years, the company established and operated a total of eight hospitality REITs, four of which were taken full cycle through private equity transactions.

Apple Hospitality REIT was formed following the mergers of Apple REIT Seven, Apple REIT Eight and Apple REIT Nine in March 2014. While Apple was a public company, its stock initially was not traded. That changed in May 2015 when the Richmond-based company joined the New York Stock Exchange under the ticker of APLE. This September, Apple continued to stretch its economic muscle by completing its merger with Apple REIT Ten Inc., creating an upscale lodging REIT valued at $5.7 billion.  

Gathright joined the company after serving as assistant vice president and investor relations manager for Cornerstone Realty Income Trust, a REIT that owned and operated apartment communities in five states, including Virginia. Before that she was asset manager and regional controller of the northern region operations for United Dominion Realty Trust Inc., a REIT.

She embodies Apple’s simple, efficient and detail-driven approach to business. “We collect lots of data, and we analyze trends,” she says. “Early on we didn’t have as much data as we have now. We had to ask a lot of questions.”

Today the company is a big player among owners of service and extended stay hotel rooms. Apple’s portfolio consists of 22 different operators that manage hotels in 33 states. Its 30,298 guestrooms are split evenly between the Hilton and Marriott families of brands.

Gathright says her greatest challenge to date has been leading the company through the economic downturns in 2001 and 2008. “We are well positioned for downturns because we have a rooms-focused product, but we still have to be smart about contingency planning and lower occupancies,” she says. The hotels in Apple’s portfolio have limited staffing as well as limited food and beverage outlets.

She takes great pride in being the first woman to serve as president of the Courtyard Franchise Advisory Council, a position she still holds.

The hotel industry is ever changing, and one of the biggest trends today is consolidation. Marriott recently acquired the upscale Starwoods chain, making Marriott the largest hospitality company in the hotel industry. That’s good news for Apple.

“It’s exciting,” Gathright says. “It will create one of the strongest loyalty programs in the industry as well as a stronger platform for us. It will bring in new customers.”

Another trend is that consumers want unique travel experiences. Apple kept that in mind when designing the Courtyard Residence Inn in downtown Richmond by incorporating  a small museum, The Valentine First Freedom Center, at the hotel's location at 14th and Cary streets. The center highlights the principles of freedom of religion outlined in Thomas Jefferson’s Virginia Statute for Religious Freedom that was signed into law in 1786.  The hotel sits on the site of Virginia’s temporary capitol where the statute was enacted. The law was a precursor of the First Amendment to the U.S. Constitution, which guarantees freedom of religion. “It gives it more of a unique, local, authentic flair,” Gathright says. 

Her work schedule keeps her busy but not too busy to spend time with her husband, Jay, and their three sons who range in age from 6 to 15.  With her sons involved in sports, Gathright schedules time away from work so she can sit in the stands like any other mom, “watching a baseball or football game.”   

Favorite childhood memory: Playing tennis with my dad. He helped instill the value of being competitive – setting the bar high and pushing myself to reach goals.

What job she would have in another life:  ESPN sportscaster.

What can’t you live without: Cool shoes, especially colorful pumps. More often than not, you will find me wearing a colorful dress and fun shoes to accentuate my personality.

Pet peeve:  Inefficiency.

Favorite indulgence: A good spa treatment when I am traveling.

Something people don’t know about you: I can be self-critical

Toray Plastics expanding to meet growing demand

Toray Plastics (America) Inc. never considered relocating its Front Royal-area manufacturing facility when it decided to expand its operations this year.

“There was no motivator to look anywhere else,” says Brendan Arbuckle, the plant manager. “The cost of construction and the cost of doing business are lower here than other places. Also, the labor force here has a good skill set.”

The company, a subsidiary of Tokyo-based Toray Industries Inc., is spending $45 million to expand its facility. The plant makes foam products, such as molding and padding for door panels, for the automotive industry. “We also have industrial applications such as flooring and some air ducts,” Arbuckle says.

The expansion was necessary because of the “growth of our main market, the automotive market,” says Hidetaka Hoketsu, general manager of Toray Plastics (America) Inc.’s PEF Division in Virginia. “The forecast we have will surpass our capacity.”

The increased demand made it difficult for the company to develop new products. “We are so busy it doesn’t leave time for new markets. This is an opportunity to have a lot more development time,” says Arbuckle.

The 175,000- square-foot plant, built in 1997, sits on about 90 acres of the company’s 190-acre site in Warren County. It will grow to about 225,000 square feet once the expansion is complete, hopefully early next March. “We expect to be producing product by January 2018,” Arbuckle says.

The company is adding a third process line that will be faster and larger than the two lines currently in operation. “It will increase our capacity by 160 percent from the current capacity,” Hoketsu says.

Toray also plans to increase its workforce from 118 to around 145 employees by the end of the expansion. The Virginia Jobs Investment Program will provide funding and services to support employee training.

Wages at the facility are in line with wages paid at Toray Plastics (America) headquarters in Rhode Island where the cost of living is higher. “We are able to give people a good wage compared to other businesses in this area,” Arbuckle says. “It’s good for us when you pay people well and you treat them well and they reciprocate.”

Averett program puts students on a flight path

Two regional airlines have Averett University’s aeronautics graduates on their radar screens.

Piedmont and PSA airlines, subsidiaries of American Airlines Group, have started a cadet program with the Danville-based university. The partnership offers qualified students career paths leading them to become American Airlines pilots. 

“There is a huge demand for pilots right now,” says Travis Williams, chief flight instructor for Averett’s aeronautics program. “Pilots have a mandatory retirement age of 65, and people are retiring. As a result, regional pilots are moving up. Regional airlines can’t fill the need they have.”

Normally aeronautics majors graduating from flight programs have 300 flight hours. To fly for Piedmont or PSA, however, candidates need a minimum of 1,000 flight hours.

“They have got to come up with 700 hours,” Williams says. “This is the reason for the partnership. Piedmont and PSA hire students while they are in school and working for Averett as flight instructors, building those hours. The minute they hit 1,000 they are employed by Piedmont or PSA and go right into training for them.”

After gaining experience as regional airline pilots, Averett graduates can transition to American Airlines.

Approximately 65 students are in Averett’s 2016-17 program with the regional airlines. That number includes about 27 incoming students. “I think the word is finally starting to get out that there is a great demand for pilots, and that is why we are seeing an increase of students into the program,” Williams says. “There is a good future in aviation.”

Averett was one of the first schools to sign an agreement with Piedmont and one of the first 14 schools to sign with PSA.
Two other Virginia schools, Liberty University and Hampton University, offer bachelor’s degree programs in aviation/aeronautics. Liberty also has a partnership with Piedmont.

“To start at Averett as freshmen and flow all the way through to eventually becoming American Airlines pilots is a unique opportunity for our qualifying students,” says Williams.

Retirement community sees a financial rebound

The Glebe, a Botetourt County retirement community, has faced many obstacles in the past 11 years.

It was scheduled to open in 2003, but a 100-year flood caused 18 months of construction delays. Potential residents that couldn’t wait moved elsewhere.

“We were about 60 percent occupancy when we opened in 2005,” says Peter Robinson, vice president of marketing and public relations for LifeSpire of Virginia, formerly known as Virginia Baptist Homes. The Glebe is one of four LifeSpire continuing-care communities in Virginia.

The next hurdle was a court case. Botetourt sued Virginia Baptist Homes to collect property taxes on The Glebe. “They questioned if The Glebe was truly a nonprofit,” says Robinson. “That was a huge setback. We were painted as not paying our fair share of taxes. That turned a lot of people off from considering The Glebe.”

In 2008, the Virginia Supreme Court ruled in favor of The Glebe, but the case was costly. Adding to the community’s financial stress, the housing market plummeted that year, preventing many potential residents from selling their homes.

In 2010 The Glebe filed for Chapter 11 bankruptcy protection. The move affected The Glebe’s ability to collect certain fees. Under its business model, the community charges residents entrance fees along with monthly service fees. During the bankruptcy process, residents still were allowed to move in and pay monthly fees. “We just couldn’t take entrance fees,” Robinson says.

During the next two years, 48 households moved into the community.  When The Glebe emerged from bankruptcy in 2012, the stay on entrance fees was lifted.

“We were expecting that 25 percent of that group of 48 might leave when they had to pay the entrance fee,” Robinson says. “But that didn’t happen.” 

He attributes their loyalty to the community’s quality of life. “We make sure we are meeting our residents’ expectations. Their satisfaction is one of the biggest things for us,” Robinson says.

The community is about 94 percent occupied with 151 of 153 apartments sold and/or occupied. “The finances of The Glebe are very strong now,” Robinson says.