Tourism-related spending rose by 4.4% in Virginia last year, increasing from $24.7 billion in 2017 to $25.8 billion in 2018, according to an economic impact report released Tuesday by the Virginia Tourism Corp.
The tourism industry continues to be a major player in the state, directly supporting 234,500 jobs and making up 7.4% of total private industry employment. Employees in tourism-related jobs in the commonwealth earned $6.1 billion in 2018, up 3.6% from 2017, according to the report, which was compiled by the United States Travel Association and commissioned by Virginia Tourism.
“Virginia’s tourism industry had a banner year in 2018, hitting new records and making important impacts on our communities across the commonwealth,” Rita McClenny, president and CEO of Virginia Tourism Corp., said in a prepared statement. “As we celebrate the 50th anniversary of Virginia is for Lovers and the tourism industry’s continued growth this year, we also celebrate the people who impact and influence our communities with their vision, passion and love for the tourism industry. Our industry is made up of creative, hard-working and dedicated professionals, and they work every day to make our communities more vibrant and dynamic. They help to make Virginia the best place to live, work and visit, and are our most powerful ambassadors for Virginia is for Lovers.”
The top five Virginia localities visited last year were the same as 2017: Arlington County, with $3.4 billion in domestic travel spending; Fairfax County, $3.3 billion; Loudoun County, $1.8 billion; Virginia Beach, $1.6 billion; and Henrico County, $963.5 million. Across the state, 45 of Virginia’s 133 counties and independent cities received more than $100 million in domestic travel dollars in 2018, and Virginia ranked eighth in the nation in domestic travel spending.
Aside from job creation, increased tourism spending also brought $1.78 billion in state tax revenue.
In the Richmond metro area, tourism spending was also up last year, rising by 5% to $2.6 billion. Visitors also generated more than $170 million in state and local taxes in the Richmond region, which includes the counties of Chesterfield, Hanover, Henrico, New Kent and Powhatan, the town of Ashland and city of Richmond.
The collective occupancy tax for hotels in Chesterfield, Hanover, Henrico and Richmond surpassed the $30 million mark for the first time during fiscal year 2019, which ended in July, Richmond Region Tourism announced last month. The number rose nearly 50% over the past six years and reflects a year-over-year jump of 2.06%.
Henrico County, which tops the region in tourism dollars, with Richmond coming in second at $800 million, has 8,674 hotel rooms, making up nearly half of the region’s 17,707 rooms, according to Richmond Region Tourism. Richmond, by contrast, has only 3,671 guestrooms.
Jack Berry, president and CEO of Richmond Region Tourism, says that much of the region’s tourism is driven by sporting events, although business travel and visiting family and friends are important components as well. In 2018, the region’s highest hotel occupancy night occurred during NASCAR race weekend at Richmond International Raceway, Berry says.
“In the top 10 highest-occupied days of the year, 8 of the 10 involve some kind of sporting events,” he says, adding that he expects the same for 2019, with lacrosse, field hockey and soccer tournaments, along with NASCAR, to produce plenty of tourism traffic.
According to Yuri R. Milligan, a spokesperson for American Evolution, the 400th anniversary of historical events that happened in Virginia in 1619 had an estimated total economic impact of $95 million for events and exhibitions from 2016 through June 30. A comprehensive study of the commemoration’s economic impact will be completed in 2020, Milligan says.
A company with close ties to Wise County in Southwest Virginia unveiled a new home-delivery drone, the Flirtey Eagle, Monday at the National Press Club.
Flirtey, a Reno, Nevada-based startup, conducted the nation’s first Federal Aviation Administration-approved drone delivery in July 2015, an event that took place at Wise’s Lonesome Pine Airport. The drone carried a payload of medications to the county fairgrounds, where the annual RAM free health clinic was being held.
Last month, U.S. Sen. Mark Warner and other Virginia officials marked that first drone delivery with a historical marker at the airport, but Flirtey CEO Matthew Sweeny may have overshadowed his company’s achievement by using the ceremony to propose to his girlfriend, Andi Kilgore, a Wise native who coordinated the 2015 delivery.
When he moved to the U.S. in 2014, Sweeny, an Australian native, set a goal of carrying out the first FAA-approved drone delivery.
“People told us at the time it was impossible,” he says, but when shopping around for locations that would embrace the idea, Wise stood out for its enthusiasm. “From that point in time, we had that ‘Kitty Hawk moment’ in Wise County,” Sweeny says, referring to the Wright brothers’ 1903 first manned powered aircraft flight in Kitty Hawk, North Carolina.
Sweeny expects the Eagle to deliver packages, including medications, within less than 10 minutes of an order being placed. Drone delivery would cost customers $5 to $10, about the same cost as the last mile of delivery by car or truck, which is the most expensive leg of a delivery, Sweeny says. However, the time between order and delivery would be much faster than it takes the pizza guy or the mail carrier.
He adds that the drone is designed to operate in 95% of wind and weather conditions, and it can carry 75% of packages now delivered on land — twice the payload capacity of other drone competitors. A remote pilot can fly up to 10 Eagles at the same time.
Sweeny says he hired scientists and engineers from NASA, Raytheon, SpaceX, Lockheed Martin and other companies to produce the new drone as well as the Flirtey Portal, a launchpad for the Eagle that fits in the space of a single parking space. The FAA, which governs airspace, has approved the technology.
“We’d like to have as many Flirtey Eagles in the air as delivery trucks on roads,” Sweeny says. He says that he’d like to partner with The Health Wagon in Wise again, perhaps delivering medicine to remote homes. The company’s next goal is to provide regular deliveries to customers’ residences later this year.
The Northern Neck is getting its first multiscreen movie theater as part of a larger entertainment center, as a Lancaster County couple breaks ground on the project Thursday.
Expected to open in late April 2020, Compass Entertainment Complex will include a 28,000-square-foot facility with six movie screens, an arcade, indoor adventure course and a full-service restaurant and bar, said Julien Patterson, who purchased a home in the region in 2005 with wife and business partner Terri Wesselman. Outside the facility will be a mini-golf course, batting cages and a go-kart track, plus other activities that Patterson said would be surprises.
A groundbreaking ceremony is scheduled Thursday morning at the site, on the corner of Irvington Road and Wilson Lane between Kilmarnock and Irvington.
In 2012, Patterson and Wesselman sold Chantilly-based Omniplex World Services, a security and investigative firm, which at the time of the sale employed more than 3,500 people and had annual revenue of more than $100 million.
The couple then became involved in local development in 2017, starting an art gallery, clothing boutique and coffeehouse. Patterson said they researched the market and quickly concluded that a movie theater, along with other family-friendly entertainment options at the same location, was what the Northern Neck was missing. The closest movie multiplexes are more than 30 miles away in Gloucester and Yorktown.
“The Northern Neck is a wonderful place to live, work and play in many ways,” Patterson said Friday. “In all of the many things it had to offer, it didn’t have this.”
The complex will be built on seven acres of a 22-acre vacant lot. They do not have any plans for the other 15 acres, Patterson said, other than maintaining the wooded property, which is near the Hills Quarter community.
Patterson declined to give a specific cost of the project, saying that he hasn’t determined how many batting cages and go-kart tracks they’ll build. He does anticipate that the complex will employ 35 to 40 people year-round and up to 70 people during the summer high season, and they expect to begin hiring interviews in January.
The theater will show first-run movies, and screens will be available for corporate rental and special events. Patterson said he hopes to attract some businesses’ teambuilding activities, especially during the off-season.
“We’re trying to be thoughtful in our approach and our execution,” Patterson said. “When we look at what makes this area so unique, it’s because it’s such a wonderful community for families and young couples.”
Connemara Corp. of White Stone will serve as the project’s general contractor, along with JKRP Architects, Amusement Construction Co. Inc. and Harris Miniature Golf Courses Inc.
Ruth Coles Harris was born in Charlottesville in 1928, in the thick of the Jim Crow era. Throughout the commonwealth, government services were segregated and unequal. In 1926, Charlottesville joined a handful of Virginia communities that provided high schools for African American students.
Before then, black families in the Charlottesville area had to send their children elsewhere to gain an education beyond the eighth grade. As a result, both of Harris’ parents attended boarding schools at their families’ expense. With their parents’ encouragement, Harris and two of her sisters — the great-granddaughters of slaves — all pursued higher education. Two of them, Harris and her older sister, Bernadine Coles Gines, would become the first black, female certified public accountants in their respective states.
Harris holds a bachelor’s degree from Virginia State University, a master’s from New York University and a doctorate from William & Mary.
In 1962, she became the first African American woman to earn a CPA license in Virginia. At the time, there were fewer than 100 black CPAs in the nation. Harris’ landmark achievement, however, is only part of her legacy.
For 48 years, she was a professor at Virginia Union University in Richmond, where she served as the first director of the Sydney Lewis School of Business. Harris sat for the CPA Exam 57 years ago because she encouraged her students to take the test. She knew her words would carry more weight if she, too, was a CPA. After passing the exam, she worked part time as an accountant in addition to teaching at VUU.
The Virginia Society of Certified Public Accountants (VSCPA) honored her achievements by creating the Ruth Coles Harris Advancing Diversity & Inclusion Award and naming her its first recipient in May.
The award recognizes VSCPA members who “have made significant strides in advancing and championing diversity in the accounting profession,” says Stephanie Peters, the VSCPA’s executive director.
“Dr. Harris was selected as the inaugural recipient of the award, and given her tremendous impact, we couldn’t think of a better way to honor her and her legacy than naming the award after her,” Peters says. “She broke barriers for African Americans in the profession and then spent her career pushing her students to follow in her footsteps. Naming the award after her ensures she will continue to inspire others for years to come.”
Harris has received many honors over the years, including being named by the Library of Virginia in 2015 to its list of Virginia Women in History.
Virginia Business spoke with Harris, who turns 91 in September, about her life and work, the changes she has seen and her hopes for younger generations.
Virginia Business: Can you tell me a little about what Charlottesville was like when you were growing up? Harris: It was that city where you did not have a lot of [African American] professionals, and as a result of that, I really was not acquainted with many professions. I knew that there were dentists and physicians. I had never seen a black lawyer. We didn’t have any in Charlottesville at that time. They were teachers; they were clergy. Basically, those were the professions that I was acquainted with.
Now, most children see all kinds of professionals. They’ll see a fireman or a policeman that they can identify with. They’ll see a scientist, they’ll see all sorts of people, and they’ll say, “I think that’s what I want to be when I grow up.” Well, I couldn’t say I wanted to be an accountant when I grew up, because I’d never heard of an accountant. My great-grandparents were slaves. My grandfather worked as a janitor in one of the frat houses at the University of Virginia, and one of the fraternity brothers gave him an old manual typewriter, and he gave it to us. My mother was a schoolteacher, and my father was a dentist.
I had two sisters. Well, actually I had three, but one died as a child. I was the valedictorian of my class in elementary school, high school and college, as were my two sisters. Our parents were really sold on education, as you might guess. I looked around and saw what people were doing and, on my street, you had a family who took in laundry, and that’s how they made a living. I said, “I don’t want to do that.”
I knew I needed more education to do what I wanted to do, and I could understand why they didn’t have education, because many people couldn’t afford to send their children away to high school. Many of them didn’t have more than a fourth- to eighth-grade education themselves. That’s what Charlottesville was like when I was growing up.
VB:What did you study at Virginia State? Harris: My sister was a business administration major, and that appealed to me, so I registered for that, and I was glad I did, but I didn’t know anything about accounting still.
All business majors had to take an introductory course in accounting, and it was my favorite subject. I could just stay up all night working.
VB: Why did you like it so much? Harris: I like dealing with figures, for one thing, and in those days, you had to do a manual practice set. So, you had a whole set of books, and you’d be given all these transactions. Then you had to record them and just go all the way through the process to making the financial statements, and everything had to balance.
I just couldn’t go to bed until I made my own balance. I had to find all the errors. To me it was not a chore. I just enjoyed doing it because I knew everything had to balance, and then that was the challenge — to make sure that it did.
VB:So, you received a degree in accounting in 1948? Harris: No. There were no accounting majors in any of the HBCUs [historically black colleges and universities such as Virginia State], because there were no opportunities in the field of accounting [for black people].
In order to be a CPA, you had to have two years’ experience in public accounting, and you couldn’t get the experience. Nobody would hire you. Business administration was the major that most of the schools had.
We only had one accounting professor [at Virginia State]. Those of us who loved accounting, and there [were] only about six of us in the class, we took advanced accounting as an elective.
[The accounting professor, Dr. George Singleton] always told us that we should follow our dreams. He said it may not be in his lifetime, but at some point in time, he said, the door of opportunity is going to open. You have to be prepared so when the door opens, you’ll be ready to walk through. He drilled that in your head.
He was the fifth black graduate from the school of business at NYU. He encouraged us to go to NYU. He had done the same thing for my sister’s class, and she went to NYU, so then I had two reasons to want to go. [Editor’s note: To avoid integrating its state universities, Virginia at the time provided scholarships to help African American students pursue graduate degrees in other states.]
Two of us decided that we would go to NYU and major in accounting, so we did. Near the end of my time at NYU, I had almost finished my requirements for my degree, and I was wondering, “What am I going to do next?” My sister wanted me to stay in New York and study for the CPA exam with her. I hated New York. I wanted to get out of there as fast as possible. I just wanted to come back to Virginia, but I had no idea what I would do when I came back.
Dr. John Ellison, who was president of Virginia Union then, sent me a telegram. He said that I had been highly recommended for a teaching position at Virginia Union, and he was going to be in New York. He said he would like to come by and interview me for this position if I was interested.
I had nothing else. I had never thought about teaching. I said, “Well, I can’t go be an accountant, so I’ll go teach.” He made the offer, and I accepted the job. That’s how I got to Virginia Union.
There were several reasons why I wanted to accept that position. One, I didn’t have anything else to do. Two, I wanted to be back in Virginia, and three, he was not my husband then, but my husband and I had started at Virginia State the same year. At the end of our freshman year, he was drafted into the Army and when he came back, I was a senior. I started teaching at Virginia Union in September ’49, and we got married Sept. 2, 1950.
VB: You graduated with your master’s in 1949, but you couldn’t actually become an accountant because you were African American? Harris: None of the firms would hire African Americans so they could get their two years’ experience. There were no black firms. There was one person who lived in New Hampshire, and he was very fair-skinned. He applied to take the CPA exam, and they didn’t have a question on the application that asked what race you were. He was so afraid somebody would find out and then they would put him out of the exam, but they never found out and he passed the exam.
I still figured, “Well, OK, one of these days it’ll change,” and it did.
VB: Why did you decide to take your CPA exam while teaching at Virginia Union? Harris: Well, several reasons. No. 1, I still had not given up my dream of practicing public accounting. Then, I couldn’t ask my students to do something that I wasn’t willing to do, and I knew the pass rate was very low.
I’ve got to go take this exam and pass it so that [my students] will believe that they can pass, and because they will see somebody who has done it. I was encouraged when my sister passed it. She was the first black, female CPA in the state of New York. When she did that, I said, “If she could do it, I should be able to do it.”
VB: What was the preparation and testing process like? Harris: I never took time away from my family to study for it. I would wait until they all went to bed at night, and then I would start studying. Sometimes I would study until 2 o’clock in the morning and then I’d go to bed, but I was always behind my desk at 8 o’clock in the morning. I took the exam in Richmond in May 1962, and I passed all except one part.
In November ’62, that part was given in Virginia Beach, and [because of segregation], I knew I could not stay in the hotels in Virginia Beach. The Virginia Board of Accountancy sent everybody a letter, and they sent you a list of the names of the motels or hotels and said, “Check where you want to stay, and we’ll make the reservations.”
Well, I sat and looked at that letter for a couple of days, and I said, “I don’t mind fighting a civil rights battle, but I’m really going to Virginia Beach to try to pass this examination, and then I’ll fight some more civil rights battles.”
I didn’t know anything about Virginia Beach, and I knew Norfolk was the closest city, and I didn’t know anything about Norfolk. I had to ask around to all my friends, “Do you know anybody in Norfolk?”
Finally, somebody told me about a hotel where I could stay in Norfolk. It was a black-owned hotel. I went there, and of course, I had to drive over to Virginia Beach in the morning.
In the midst of the examination, each member of the state board came by individually to apologize, and I was really upset with them because you need every minute to work on that exam, and I did not want them taking my time away from solving my problems to apologize to me.
VB: What was the bigger barrier — being a woman, or being African American? Harris: The biggest barrier was being African American, because if you were white and you were a woman, I would think that you just didn’t get into the profession because you didn’t want to be there. I mean, there were no rules or regulations that kept you out, but it just wasn’t a profession that you found women in.
I noticed that at the college level, the students that I taught, there were a few men who were excelling, but most of the better students were female — which brings me to what a problem we [had] with trying to get employment for them. We tried to get internships. We couldn’t. We had to send one student to Northern California.
Most of the Big Eight accounting firms in the 1970s and ’80s were represented here in Richmond. I would call them and try to get some internships for my students, and they would tell me that their offices were so small that they just couldn’t hire them. At the same time, my friends over at VCU would tell me that practically all of their students were going to these same firms, and they were getting internships.
You have to get accustomed to people being rude. The IRS wanted me to send in some of the better students. I think I sent them about five or six to interview.
I said, “How did the students perform? First of all, did you make any offers?” The recruiter said, “No, I couldn’t make any job offers but there were some really good students.” I said, “Well, why couldn’t you make somebody an offer if they were all really good? I think they’re good, too. I only sent you the best that we had.”
He said to me, “I wish I could have hired some of your students. In the Internal Revenue Service, the people have to travel. We didn’t think that white women would want their husbands traveling with black women.” I thought that was insulting.
VB: What’s your view now in 2019 about the profession, in terms of diversity? Harris: We’ve come a long way. I couldn’t even have dreamed of being a partner in a Big Four firm. Although I couldn’t do it, I just feel so good about the accomplishments of my former students. One of them is a vice president at Dominion Energy. She has done exceptionally well. One of my former students was the first African American to become a senior vice president at [Sovran Bank, now Bank of America].
VB: What else would you like to see for your great-grandkids’ or your children’s generations? Harris: Actually, the biggest thing is, give them an opportunity. Not special privileges, but just look at them as people. Give everybody an equal chance.
In August, Richmond Mayor Levar Stoney unveiled plans for the city’s largest-ever economic development project — the $1.5 billion Navy Hill mixed-use development that could transform a 10-block area of downtown Richmond. Its future is in the hands of City Council, which is expected to vote on the project no sooner than the end of this year.
The centerpiece of the public-private partnership, proposed by a group of corporate heavy hitters led by Dominion Energy CEO Thomas F. Farrell II, is a $235 million, 17,500-seat arena to replace the 48-year-old Richmond Coliseum. It would be the state’s largest entertainment venue.
The plans also include 260,000 square feet of retail and restaurant space; a 541-room luxury hotel within walking distance of the Greater Richmond Convention Center; 1 million square feet of commercial and office space; more than 2,500 apartments; a $10 million renovation of the Blues Armory; and a GRTC Transit System bus transfer station. VCU’s Center for Urban and Regional Analysis estimates that the project, which is expected to take four to five years to complete, would create 9,300 permanent jobs and 12,500 construction jobs.
Farrell’s group, the nonprofit NH District Corp., has powerful backers, including luxury resort and hotel magnate William H. Goodwin Jr. and former Altria Group Chairman and CEO Martin J. Barrington. They promise that the project, which will rely primarily on more than $900 million in private investment, will carry no financial risk for city taxpayers.
Under the proposal, the city’s share would be funded by $350 million in nonrecourse bonds. It’s projected that revenues from a Navy Hill special tax district would pay back the bonds and produce an additional $1 billion in surplus revenues. Stoney has pledged that 50% of the surplus would go toward modernizing city public schools, with the rest funding affordable housing, neighborhood infrastructure and the arts.
Skeptics, however, say the project sounds too good to be true, especially given past economic development boondoggles such as the now-defunct 6th Street Marketplace shopping center and the Washington Redskins Training Camp.
“I think there’s some concerns around [the city’s] ability to manage large projects … and we cannot afford to waste any of our precious tax dollars,” City Councilwoman Kimberly Gray says. “It’s 6th Street, it’s Redskins — it’s a lot of these big projects that the taxpayer ends up holding the bag and closing the gap and footing the bill.”
Before voting on the project, City Council will hear from a commission anticipated to be appointed this month to study the proposal.
For the past 20 years, the annual Wise County clinic — a city of tents on the county fairgrounds where thousands of people line up every July for free health care — has served as a potent symbol of insurance disparity and poverty.
But in the past two years, the annual number of patients has decreased from more than 2,000 in 2017 to only 1,128 last July. Tennessee-based Remote Area Medical, which has run the pop-up clinic with local partners since 1999, has announced it will not continue next year; that is so it can provide help to communities in greater need.
The Health Wagon, a nonprofit free clinic in Wise, will take over running the annual clinic next July, only with a different name: Move Mountains Medical Mission. Volunteer doctors and nurses will offer medical, dental and vision testing, and local churches and organizations will give away free clothing, school supplies and electric toothbrushes.
With nearly 300,000 more Virginians on Medicaid since January and the creation of more free and sliding-scale clinics in Southwest Virginia, fewer people need to attend the annual clinic. But Health Wagon Executive Director Teresa Tyson says that doesn’t mean that there isn’t a serious need for the annual clinic.
As an example, Tyson mentions a free-clinic patient who works at a McDonald’s. The patient can’t afford private insurance and doesn’t qualify for Medicaid because she earns $34 over the state limit. Additionally, laid-off employees from companies like the Blackjewel coal mines need free health services.
“We’re really the only option for those patients,” Tyson says.
Also, a shortage of rural dentists means that Southwest Virginia residents continue to need the Virginia Dental Association Foundation’s Mission of Mercy project, which brings dentists to the Prior Convocation Center at the University of Virginia’s College at Wise on the same weekend as the three-day Wise clinic. The group has treated more than 24,000 dental patients in Wise since 2000.
Meanwhile, Health Wagon is expanding its regular free-clinic services, including providing ultrasound testing and opening a new clinic just for Medicaid recipients in Coeburn, a town in Wise County. Tyson also is considering expanding into Kentucky’s coal country, as well as starting mobile cardiac catheterization and endoscopy labs.
“I would love this to be a medical mecca for people to travel to,” she says.
The Health Wagon in Wise County has been awarded a three-year, $1 million grant from the United Health Foundation, allowing the clinic to provide more specialty and diagnostic treatment to patients in six Southwest Virginia counties.
“It’s really one of the most awesome things that has ever happened to the Health Wagon. It’s a gamechanger for us,” says Dr. Teresa Gardner Tyson, executive director of the nonprofit free health care provider.
U.S. Sen. Mark Warner attended the grant presentation ceremony Thursday in Wise, along with Tyson and United Health Foundation President Tracy Malone. Started by Minnesota-based health care insurer UnitedHealth Group in 1999, the United Health Foundation is a nonprofit dedicated to improving health and health care.
“For nearly four decades, The Health Wagon has provided critical health care for Virginians,” Warner said in a statement. “This new partnership with the United Health Foundation will increase the reach and scope of the work The Health Wagon is doing to make sure people in Southwest Virginia are getting the care they need.”
The three-year grant will allow The Health Wagon to purchase new tools to provide mammograms, ultrasounds, X-rays and dental services to patients throughout the region.
A nurse practitioner, Tyson encounters many people with chronic illnesses and potential cancers, but without proper diagnostic tools on-site, she and her team can’t quickly confirm their suspicions. With funding from UHF and other partners, The Health Wagon will be able to provide additional mobile screenings, she says. It’s also considering the purchase of a mobile catheterization lab, which would make it easier to diagnose coronary artery disease, a prevalent health problem in Southwest Virginia, Tyson notes. The grant will also help The Health Wagon acquire transvaginal ultrasound equipment that will help clinicians diagnose and treat ovarian cancer more quickly.
“It’s a horrific, painful death,” Tyson says of ovarian cancer, which also occurs frequently in the region. Doctors who volunteer at the annual free clinic in Wise, she adds, were “shocked at the pathology they found,” comparing the high rates of heart disease and cancer to conditions in developing countries.
According to the 2018 Community Health Needs Assessment report by Norton Community Hospital, Wise recorded 310.6 cardiovascular deaths per 100,000 people in one year, in contrast to the state average of 155.9, and Wise County is ranked among the least healthy localities in the state, according to Robert Wood Johnson Foundation’s County Health Rankings released last March.
Although this is The Health Wagon’s first partnership with United Health Foundation, some of the foundation’s clinicians have volunteered at the free Wise clinic held annually at the county fairgrounds.
“We’re very proud to partner with The Health Wagon,” Malone says. “They identified a need to expand their capability for cancer diagnostic care. We’re really taking those basic services to the next level and improving outcomes.”
Started in 1980, The Health Wagon provides a range of free health care services to residents of Buchanan, Dickenson, Russell, Lee, Scott and Wise counties and the city of Norton. It operates two mobile units, two stationary clinics and several pop-up free clinics.
The Health Wagon received an ultrasound machine in March via a joint donation from Netherlands-based health care nonprofit Philips Foundation, New Jersey health care provider network Barnabas Health and Maryland-based RAD-AID, a nonprofit group providing access to radiology treatment.
Beginning in summer 2020, the Health Wagon will take over operations of the annual July clinic at the Wise County fairgrounds, which has treated more than 100,000 patients for free since 1999. Formerly run by Tennessee-based Remote Area Medical (RAM) the clinic is being rebranded as Move Mountains Medical Mission and will offer most of the same services as before, including vision and dental care.
IMAGE COURTESY THE HEALTH WAGON: (L TO R) Health Wagon Medical Director Dr. Joseph Smiddy, Clinical Director Paula Hill, Executive Director Dr. Teresa Gardner Tyson, United Health Foundation President Tracy Malone, Sen. Mark Warner and Health Wagon founder Sister Bernie Kenny. Credit: Tim Cox
In a media hard-hat tour of the former Sixth Street Marketplace on Wednesday, Richmond officials and the master planner of the proposed $1.5 billion mixed-use Navy Hill project spoke in hopeful terms of a vibrant, active downtown — while standing amid neglected structures that held similar promise decades ago.
The public-private partnership, proposed by a group of corporate heavy hitters led by Dominion Energy CEO Thomas F. Farrell II under the nonprofit NH District Corp., would redevelop 10 blocks of the city into a new neighborhood, Navy Hill. The plan would replace the aging, now-shuttered Richmond Coliseum with a $235 million, 17,500-seat arena, the state's largest entertainment venue. It would also include more than 1 million square feet of commercial and office space, plus 2,500 apartments and a 541-room hotel.
Wednesday’s tour focused on the proposed renovation of the 110-year-old Blues Armory building, which once housed the Richmond Light Infantry Blues military unit and served as a market and dancehall at various points in its history. Its first floor was part of Richmond’s now-defunct Sixth Street Marketplace, a 1980s shopping mall that closed quietly in 2002. Under the proposed $10 million renovation, the armory would house a first-floor food market, a second-floor live-music venue and a third-floor ballroom; the second and third floors would be accessible through a luxury hotel that would adjoin the armory.
NH District Corp. master planner Michael Hallmark, an architect and urban developer from the Los Angeles-based Future Cities firm, said if the project is approved and all goes according to schedule, the renovated armory, hotel and arena should be completed by mid-2022.
“This right here is the gem of the entire thing,” said Bobby Vincent Jr., the city’s public works director, who led the press tour. It may take a bit of imagination to envision it, he acknowledged, but the ballroom, which has not been accessible to the public for decades, would look out onto a pedestrian walkway and the new arena, if the plan is approved by Richmond City Council. An advisory commission is being assembled in September, and it will present its findings to council members after a 90-day study.
Hallmark called the neglect of the armory an “embarrassment,” but as master planner for NH District Corp., he said that the historic building was the “most interesting, most exciting part of the development.”
Jim Nolan, press secretary for Richmond Mayor Levar Stoney, said the Blues Armory renovation would be entirely privately funded but remain a city property, and the party leasing the building would be responsible for its maintenance. The armory is registered as a Virginia Historic Landmark, so it cannot be demolished.
Hallmark said that NH District Corp. intends to respect the history of the 1910 building, but would not seek historic tax credits in order to have more design flexibility.
Glen Allen-based real estate investment firm Capital Square 1031 has purchased a Virginia Beach apartment community for $48.6 million from The Runnymede Corp., a commercial real estate development and management firm in Virginia Beach.
The Aug. 22 sale of Saltmeadow Bay, a 229-unit development on 24 wooded acres a mile from the ocean, was handled by Colliers International Mid-Atlantic Multifamily Advisory Group.
“Located less than one mile from the Virginia Beach boardwalk and less than 20 minutes from the largest naval station in the world, Saltmeadow Bay Apartments is an exceptional multifamily community that benefits from outstanding demographics,” said Louis Rogers, founder and chief executive officer of Capital Square 1031, in a press release. “There is also a significant opportunity to improve operations at this high-end property and enhance value through active management.”
Built in 2006, Saltmeadow Bay is a group of four four-story buildings with one-, two- and three-bedroom apartments featuring granite countertops, walk-in closets, washer/dryers and fireplaces. The property also has a dog park, clubhouse, swimming pool and 24-hour fitness center and is within a three-mile radius of 4.1 million square feet of retail businesses, including a Whole Foods grocery store and The Shops at Hilltop, as well as the renovated Cavalier Hotel and the Virginia Beach Museum of Fine Art.
“Saltmeadow Bay was considered a highly prized, core asset for us,” Don Frederick, vice president and CEO of The Runnymede Corporation, said in a statement. “TWe had owned the land for this site since the 1940s and it truly cannot be replicated. The Colliers team convinced our ownership that the market was right for this transaction and worked with our management and staff along every step in the process. We are deeply grateful for their professionalism and assistance closing this deal.”
Named one of the Virginia Chamber of Commerce’s Fantastic 50 businesses in 2019, Capital Square 1031 has purchased more than $1.5 billion in tax-advantaged real estate offerings. The firm announced in a press release that it seeks to raise up to $24 million in total equity for Saltmeadow Bay from accredited investors. The property was financed with a Fannie Mae acquisition loan with a 3.49% fixed rate for 10 years.
Two Richmond entrepreneurs and Virginia Commonwealth University are helping boost the fortunes of three small nonprofit organizations, named the first cohort of NPO Launchpad, a new incubator for charities started this summer.
The three Richmond-based organizations announced Thursday will receive work space at VCU’s da Vinci Center, mentoring from local business and nonprofit leaders, and an opportunity to pitch area philanthropists at a December fundraising gala that will conclude the three-month accelerator program, which starts Sept. 4. The three organizations won’t receive direct funding but will meet with fundraising and marketing experts to give them the tools to expand.
The cohort includes Beyond Boundaries, a group that offers outdoor activities for people with disabilities; Shood, which collects running shoes that are reconditioned and given to people in poverty; and VET Fund, which helps financially strapped pet owners afford life-saving veterinary treatments.
NPO Launchpad’s co-founders — Pat Hull, who started and sold lucrative web-based businesses GetLoaded.com and FreightCheck, and fellow entrepreneur Jeff Palumbo — have collaborated on several business projects, and both have considerable experience with startup incubators and philanthropic causes. The Hull Foundation, which Hull started a decade ago for philanthropic causes, funds NPO Launchpad, although Palumbo says they hope to win grants and funding from other sources in the future.
The two came up with the idea of a nonprofit incubator when they were talking in June, Palumbo says. “Needs for early-stage nonprofits are nearly identical to needs for early-stage startups,” he says, and by the time they parted, the partners had come up with a name and a plan.
By mid-August, Hull and Palumbo had 29 cohort applicants and 13 mentors on board, including Techead CEO Phil Conein, Richmond Symphony Director of Advancement Scott Dodson and Charles P. Ajemian, president of Social Enterprise Alliance Virginia. The co-founders and mentors voted on the applicants, choosing the three winners.
Palumbo says they plan to expand the number in the next cohort, starting in 2020, although he doesn’t have a specific number to announce yet. To qualify, an organization must be based in the Richmond region, have 501(c)3 status and earn less than $100,000 in revenue annually. Although the three winners this fall have local missions, Palumbo says nonprofits with global or national focuses can apply, too.
In addition to the accelerator curriculum, NPO Launchpad also will host half-day and full-day workshops for nonprofits that weren’t accepted into the cohort, providing tools and resources.
“I subscribe to a ‘no man left behind’ ideology,” Palumbo says. “We want to create a whole ecosystem.”
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