Read more: Mannings aim for biotech revolution with $100 million gift
Check the numbers: Donations by companies and corporate foundations; total corporate donations
Read more: Mannings aim for biotech revolution with $100 million gift
Check the numbers: Donations by companies and corporate foundations; total corporate donations
Henrico County-based Fortune 500 tobacco manufacturer Altria Group Inc. settled at least 6,000 state and federal lawsuits related to its stake in Juul Labs Inc. for $235 million in May. The settlements will be paid in the second quarter of 2023. Altria purchased a 35% stake in e-cigarette company Juul for $12.8 billion in 2018. Months after Altria’s investment, Juul’s value fell under an avalanche of civil lawsuits over accusations that its products were being marketed to minors. The May settlement covers approximately 50 class-action lawsuits, 4,500 personal injury suits, 1,500 governmental entity actions and 1,400 school district cases, as well as 750 state lawsuits. (VirginiaBusiness.com)
The Virginia Department of General Services has declared the Central Virginia Training Center property in Amherst County as surplus, an expected step to redevelop the 380-acre campus near the James River, according to a May announcement by Lynchburg Regional Business Alliance. CVTC, a former state-owned center for people with disabilities, closed in 2020. By marking the property as surplus, Amherst’s Economic Development Authority and/or its government have less than 180 days to submit a proposal to purchase the property. If either decides to submit a proposal and it is viable and of benefit to the commonwealth, then the department will negotiate; otherwise, the property will be offered for public sale. (The News & Advance)
Industrial power equipment manufacturer Delta Star Inc. will invest $30.2 million to expand in Lynchburg, creating an estimated 149 jobs, Gov. Glenn Youngkin announced May 3. The company will add 80,000 square feet of manufacturing space to its 300,000-square-foot facility and will consolidate its headquarters and office functions in an adjacent 14,000-square-foot corporate building. Virginia competed with California and Pennsylvania for the project. (VirginiaBusiness.com)
Timmons Group, the largest engineering and technology company in the Richmond region, will develop a 150,000-square-foot office building at the Springline at District 60 site in Chesterfield County. The five-story building will be the new corporate headquarters for 400 Timmons employees. The Spring Rock Green property was purchased by the county in 2021, and offices will house employees from Chesterfield County Public Schools and the Department of Economic Development, in addition to Timmons. The new property will also include residential, retail, and sports and entertainment venues. (Richmond Times-Dispatch)
VCU Health paid $72.9 million to back out of a $325 million development deal earlier this year, according to a May 5 announcement by Dr. Marlon Levy, CEO of the health system and Virginia Commonwealth University’s interim senior vice president for health sciences. The project included plans for a medical office tower and multiuse project in downtown Richmond at the site of the city government’s former Public Safety Building. Levy said that the original plans were developed before the COVID-19 pandemic, and construction and other challenges made the project “impossible,” adding that it would have caused “long-term financial repercussions.” (VirginiaBusiness.com)

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Former Owens & Minor Inc. Chairman, President and CEO G. Gilmer Minor III, 82, died on May 4. During his 1981 to 2005 tenure leading the Hanover County-based Fortune 500 corporation, he shepherded its growth from a less than $300 million-a-year medical supply firm to a $4.82 billion powerhouse. The great-grandson of one of the company’s founders, he was with the company for his entire career, starting in 1963. He worked in sales, operations and management capacities before becoming president in 1981 and CEO in 1984. He was elected chairman in 1994. In 1999, he relinquished the president’s title but remained non-executive chair of the company until 2013. (Richmond Times-Dispatch)
Costs are rising for the Atlantic Park surf park project again, and Virginia Beach City Council will consider shuffling millions of dollars around in the city’s $2.5 billion proposed budget to pay for it. The city’s proposed reconciled budget includes an additional $12.5 million to cover more utility upgrades and construction of the entertainment venue. The city already is on the hook for $140 million for the $335 million project being built at the Oceanfront. Venture Realty Group, which is developing Atlantic Park with music icon Pharrell Williams, closed on financing for the project in March. (The Virginian-Pilot)
Beginning June 1, Virginia Beach-based unmanned flight solutions company DroneUp plans to launch a project to deliver medications via drone to Eastern Shore and Tangier Island patients as part of a collaboration with Riverside Health System and the Virginia Institute for Spaceflight & Autonomy (VISA) at Old Dominion University, among other partners. The project received $1.877 million in funding from the U.S. Department of Transportation’s SMART Grants Program as one of 59 winning proposals out of a pool of 389 applications. (VirginiaBusiness.com)
When teacher Abigail Zwerner was shot by a 6-year-old student at Richneck Elementary School in early January, it was a “workplace injury” that arose from her job, lawyers for the Newport News School Board contended in a new filing in late April. As such, Zwerner’s pending $40 million lawsuit must be tossed and she should instead file a workers’ compensation claim for her injuries, the board’s lawyers maintain. The board’s attorneys, from the Virginia Beach law firm Pender & Coward, cited the “unfortunate reality” that teaching in the United States — even for first grade teachers like Zwerner — isn’t without its dangers. The filing, submitted by attorney Anne C. Lahren, requested that a Newport News Circuit Court judge throw out Zwerner’s lawsuit before it gets off the ground. (Daily Press)
Retired Dominion Enterprises Inc. President and CEO Conrad M. Hall donated $1 million to Norfolk State University, the university announced May 5. The gift from Hall, who serves on NSU’s board of visitors, will support the creation of an endowed chair, the Conrad M. Hall Endowed Chair in Constitutional and U.S. History, in NSU’s Department of History and Interdisciplinary Studies and its political science department. “Preservation of our history is imperative to our nation staying true to its founding,” NSU President Javaune Adams-Gaston said. “This professorship will have an enduring impact on our scholars and their understanding of the underpinnings that make our nation great.” (VirginiaBusiness.com)
Rivers Casino Portsmouth agreed to pay $275,000 in March after the Virginia Lottery spotted several alleged gaming violations, including “underage and voluntarily excluded persons” at the casino. The lottery, which regulates casinos throughout the commonwealth, worked with the casino to review alleged violations of the Casino Gaming Law, according to a settlement agreement between the two entities. Other violations focused on licensing requirements for slot machines and

unauthorized games. (The Virginian-Pilot)
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Mary Kate Andris has been named the next president and CEO of the Norfolk-based Civic Leadership Institute. Civic, which aims to connect executive leaders to improve life in Hampton Roads, runs an eight-month executive program, recognizes philanthropic leaders with its Darden Awards, and hosts a scholars’ program for Old Dominion University and Tidewater Community College students. Sarah Jane Kirkland, the institute’s previous president and CEO, left Civic to become ODU’s associate vice president for corporate partnerships in March. (VirginiaBusiness.com)
Irish air carrier Ryanair plans to order as many as 300 737 MAX-10 aircraft from Arlington County-based Fortune 100 contractor Boeing Co. in a $40 billion deal, the companies announced May 9. Subject to approval by Ryanair’s stockholders, the deal includes a firm order from the airline for 150 aircraft and an option for another 150, with delivery to start in 2027 and continue through 2033. About 150 of the 737 MAX-10 jets will replace older jets in Ryanair’s fleet. The jets are expected to grow Ryanair’s passengers from 168 million to more than 300 million annually by 2034, creating 10,000 jobs for pilots, cabin, crew and engineers across Europe. (VirginiaBusiness.com)
George Mason University‘s School of Business will be renamed for the late Donald G. Costello, who left the university $50 million, the largest individual gift in GMU’s 50-year history. Costello, who died in 2017 at the age of 75, was born in Leesburg and in 1976 co-founded Haymarket-based Century Stair Co., which became the East Coast’s largest stair manufacturer. The bequest, announced April 27, will also establish an endowment for undergraduate and graduate scholarships for business students. (VirginiaBusiness.com)
After slowing its cryptocurrency purchases and selling a portion of its holdings for the first time, Tysons-based MicroStrategy Inc. shelled out $179 million for 7,500 bitcoins during the first quarter of 2023. It was the largest number of bitcoins MicroStrategy, the largest public corporate holder of the cryptocurrency, had bought in a single quarter since the final three months of 2021, and it signals the tech company’s intention to continue accumulating bitcoin despite
its wild price swings, President and CEO Phong Le said on an earnings call May 1.
(Washington Business Journal)
Northern Virginia Community College and Google LLC on May 4 announced a partnership on an entry-level certificate in cybersecurity. The certificate can be completed online in under six months of part-time study with no degree or experience, and state residents can take the course through the Virginia Ready Initiative, a nonprofit co-founded by Gov. Glenn Youngkin in 2020 to retrain employees to work in high-demand fields. Google’s certificate program includes a consortium of more than 150 companies that hire employees with certifications, including American Express Co., Colgate-Palmolive Co., T-Mobile and Walmart Inc. (Inside NoVa)
On May 12, the Washington Commanders confirmed that team owner Dan Snyder reached a deal to sell the Ashburn-based football team to an investor group led by Maryland billionaire Josh Harris and including NBA legend Earvin “Magic” Johnson and Danaher Corp. co-founder Mitchell Rales. Terms of the reported record $6 billion sale were not immediately released. The deal was expected to be approved by the NFL and team owners by late May. Meanwhile, Loudoun County officials are pursuing discussions with the franchise to bring a stadium for the Commanders to a portion of the Chantilly Crushed Stone/Loudoun Quarries property currently planned for the Waterside mixed-use development. (Loudoun Times-Mirror, VirginiaBusiness.com)
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Arlington County Board of Supervisors member Katie Cristol will step down early to take a job as the first permanent CEO of the Tysons Community Alliance. Cristol will assume the role on July 5, relieving acting CEO Richard Bradley. In October 2022, the Tysons Community Alliance replaced the Tysons Partnership to focus on economic and social development in the area. Cristol was elected to the Arlington board in November 2015, serving as chair in 2018 and 2022. In November 2022, she announced she would not seek reelection. (VirginiaBusiness.com)
Bank of Botetourt is planning branches in Roanoke and Rocky Mount as executives grow one of the few locally based banks. The expansion will mark the bank’s entrance into Roanoke city. That branch will be at Melrose Center, a $30 million community center that Goodwill Industries of the Valleys plans to open by the end of 2024 on Melrose Avenue in northwest Roanoke. The bank’s Rocky Mount branch, in the seat of Franklin County, is expected to open in summer 2024. (The Roanoke Times, WSLS)
Layman Distributing, a woman-owned wholesale distributor of convenience and grocery store products, will invest $6.8 million to expand in Salem, adding 42 jobs, Gov. Glenn Youngkin announced May 5. The company will relocate to a facility at 2157 Aspersion Drive, doubling its current square footage and operational capacity. Founded in 1948, the company is currently located at 1630 W. Main St. in Salem. “This new facility will increase our efficiency so we can continue introducing new product lines, optimize inventory levels and provide new services,” said W. Scott Thomasson, the company’s vice president of sales, purchasing and warehouse operations. (VirginiaBusiness.com)
Builders of the Mountain Valley Pipeline said May 2 that construction of the natural gas pipeline could resume this summer but also acknowledged that continued legal battles might further stall the long-delayed project. “We see a path to obtaining all approvals by early summer. And while narrow, this would give us the opportunity to complete construction by late 2023,” said Thomas Karam, chairman and CEO of Equitrans Midstream Corp., the lead partner in the joint venture. Karam spoke during a conference call with financial analysts to discuss the company’s 2023 first quarter results. The last major forward construction on the project took place in fall 2021. (The Roanoke Times)
Virginia Tech-focused independent sports marketing agency Triumph NIL LLC has acquired fellow marketing agency Commonwealth NIL LLC, the two companies announced in early May. It marked the latest business development in the new and rapidly growing world of college student-athletes earning money from their own publicity rights. Nearly two years after a U.S. Supreme Court decision allowed college athletes to earn NIL — or name, image and likeness — compensation, students are cashing in with a variety of promotional products and services, from autographs and apparel to personal appearances and customized video messages. Under the terms of the deal, Christiansburg-based Commonwealth NIL will cease operations. Triumph NIL is based in Blacksburg.
(Cardinal News)
Virginia Western Community College and Radford University are teaming up to support community college students who want to pursue a bachelor’s degree in biology. On May 1, the schools signed an articulation agreement to offer eligible VWCC students guaranteed admission to Radford. Eligible VWCC students must complete an associate of science degree with a specialization in biotechnology, must major in biology at Radford and complete at least half
of their requirements for the major there. (Cardinal News)
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Dr. John A. Jane Jr. will be the first chair of Carilion Clinic‘s newly formed neurosurgery department beginning June 19, the Roanoke-based health system announced April 25. “Dr. Jane will join a strong neurosurgical team at Carilion,” Dr. Daniel Harrington, Carilion’s interim chief medical officer, said. “We’re excited to continue expanding our program with such a capable leader.” Jane comes from UVA Health and specializes in the treatment of pituitary tumors and techniques that are minimally invasive to the brain. (VirginiaBusiness.com)
Staunton-based Farm Credit of the Virginias, a cooperative lending institution that serves Virginia, West Virginia and western Maryland, said in April it would return $30 million to its customers that month through its annual patronage program. Its board of directors voted to return 70% of Farm Credit of the Virginias’ 2022 net profits to its customer-owners. The program effectively lowers the cost of borrowing from the institution, and this $30 million distribution equates to having an interest-free loan for three-and-a-half months and represents about 30% of the interest accrued on loans. (Daily News-Record)
In a work session May 1, most Front Royal Town Council members and Mayor Lori A. Cockrell voiced support for maintaining the Front Royal Economic Development Authority. The council formally established the EDA in March 2021, when the Front Royal-Warren County EDA was mired in financial and legal challenges, and it had its first board meeting in January 2022. The FREDA board last met in July 2022. The council next needs to appoint three directors following two expired terms and one resignation. (The Northern Virginia Daily)
Shenandoah University received a $100,000 challenge grant from The Mary Morton Parsons Foundation for its Hub for Innovators, Veterans and Entrepreneurs (HIVE), the university announced April 17. The university is renovating its former National Guard armory building to hold the HIVE, which will feature an innovation accelerator for tech business startups, expansions and relocations, as well as veteran support. The grant is contingent upon Shenandoah University raising an additional $100,000 by Nov. 30. The funding would ensure that the project remains on the expected timeline, according to DeShon Foxx, the university’s assistant vice president for advancement. (News release)
Valley Health President and CEO Mark Nantz is “very optimistic” about 2024 contract negotiations with Anthem Blue Cross and Blue Shield, he said during the health system’s May 9 annual corporation meeting. If the entities do not renew the current contract, set to expire Dec. 31, Valley Health would be out-of-network for roughly 55,000 Anthem patients who seek care at its facilities annually. In April, Valley Health and Anthem reached a settlement on the suit that Valley Health filed in October 2022 to recoup $11.4 million in past due payments. The suit increased to $15 million, but the settlement terms are confidential.
(The Winchester Star)
Implementation of a flight network for unmanned aircraft in Winchester is expected to occur late this year, according to John S. Eberhardt III, chief technology officer of Great Falls-based data science and engineering company Advanced Technology Applications LLC (ATA LLC). Eberhardt has been part of a local effort to make Winchester a drone manufacturer and service provider hub. Using the Virginia Flight Information Exchange (VA FIX) platform, the flight network will create a zone to track drones, monitor unsafe practices and determine the location of drone operators who are not following flight rules. (The Winchester Star)

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Christendom College President Timothy O’Donnell announced in early May he will retire after the 2023-24 academic year. O’Donnell has helmed the private Catholic liberal arts college in Warren County for more than 30 years. In that period, undergraduate enrollment increased from 144 to nearly 550, and its endowment swelled from $200,000 to more than $28 million. After a sabbatical, O’Donnell will serve as a member of the college’s board of directors and a professor of history and technology. The board of directors has created a search committee that is working with Hand & Associates to find his replacement.
(The Northern Virginia Daily)
Companies owned by West Virginia Gov. Jim Justice and his family say they are involved in a “significant lending dispute” with Martinsville-based Carter Bank & Trust. Jay Justice, president and CEO of the companies and the Republican governor’s son, said in late April that the companies and the bank have been unable to reach an agreement to pay off more than $300 million in loans. The companies have a plan in mind but claim that Carter Bank & Trust “currently enjoys more than
$20 million a year in interest revenue from the Justice businesses” and “refuses to seriously discuss such payoff proposals.” (Cardinal News)
Just days before a temporary casino opened in Danville, a new regional tourism brand was unveiled May 10: Visit SoSi. The new marketing campaign ties in the affiliation with Southside Virginia with a new twist by playing off the sounds of “so” and “see,” explains tourism manager Lisa Meriwether. When the full Caesars Virginia casino opens next year, more than 2 million visitors are expected to flood into Danville. Visit SoSi emerged as the top winner for the area’s new slogan through a 9-month development period that included 2,000 surveys and 16 focus groups. (Danville Register & Bee)
Dominion Energy Inc.‘s latest long-range plan for meeting electrical demand over the next 15 years proposes to extend the lifespan of gas- and coal-burning plants in Virginia, including the Clover Power Station in Halifax County through this decade and next. The Fortune 500 utility’s updated Integrated Resource Plan, filed with the State Corporation Commission in early May, pushes back the projected date for potentially closing the Clover power plant until 2040. Other Dominion units that were tentatively slated for closure over the next few years — including South Anna, Chesterfield Units 7 and 8, Possum Point, Ladysmith, Elizabeth River, Darbytown and Bear Garden — will also likely remain operational, based on current demand projections, until 2044 or 2045. (SoVa Now)
Halifax Town Council voted in early May to have the Crawford Solar Project looked into once again by the Halifax Planning Commission. In March, the 5-megawatt facility was denied a special-use permit on a 5-1 vote by the council, following numerous public hearings held to debate its potential impact on the town. The facility would take up an estimated 45 acres of an 85.8-acre parcel of land on Crawford Road owned by local businessman Kenneth Hodges. The project developers are esaSolar and Apex Clean Energy. (SoVa Now)
A new $230,000 grant from AmeriCorps will extend and strengthen a health care initiative in the Dan River Region, the Institute for Advanced Learning and Research announced in early May. Specifically, the grant will funnel funds to a local AmeriCorps program known as REACH — Regional Engagement to Advance Community Health. Operated by the federal agency for service and volunteerism, REACH provides services such as public health workshops and education outreach. (Danville Register & Bee)
The Virginia Employment Commission planned to close its customer call center in South Boston in June, trimming 41 jobs of 157 total positions that the VEC is eliminating statewide. The closing of the South Boston call center, located at the Southern Virginia Technology Park, will leave the VEC with one call center in operation in Buchanan County, near the town of Grundy. The last day for the South Boston center will be June 9. VEC spokesperson Joyce Fogg confirmed the call center will be shuttered, affecting 19 classified employees, with the other job losses falling on temporary and wage employees. The job reductions are the result of long-anticipated cuts in federal funding following the pandemic. (SoVa Now)
Appalachian Power Co. filed a plan in May with the state to build several miles of new high-voltage power lines and a new electrical substation at an industrial park in Carroll County to attract large industry and jobs. The 273-acre Wildwood Commerce Park, located in Hillsville off Interstate 77, has two graded, pad-ready sites — one 100 acres and the other 25 acres — that could accommodate businesses, but no companies have set up shop there. If approved, the utility plans to begin construction on the 138-kilovolt transmission line extension and substation this year and complete the project late next year. (Cardinal News)
Minnesota-based Cardinal Glass announced in late April a $40 million expansion at its facility in the Oak Park Center for Business and Industry in Abingdon. The company, which makes glass for residential windows and doors, expects to create about 30 jobs, which would increase employment in the park by about 10%. Cardinal Glass bought the former AGC Glass Inc. plant in 2021 and has already begun its 215,000-square-foot expansion. More than half of the expansion is under roof,
and constructor J.A. Street & Associates expects to complete the building by the end of 2023. (Bristol Herald Courier)
The Hard Rock Hotel & Casino Bristol brought in more than $13.8 million in adjusted gross revenues from slots and table games in March, according to a late April Virginia Lottery news release. The casino reaped about $11.89 million from its 888 slot machines and $1.9 million from 29 table games. The lottery received more than $2.48 million in taxes from the casino’s March revenue. Of that, the Regional Improvement Commission will receive $828,262, and the Problem Gambling Treatment and Support Fund will receive $19,878. The Family and Children’s Trust Fund will receive $4,969, and about $1.6 million will remain in the Gaming Proceeds Fund. (Bristol Now)
The Smyth County Board of Supervisors approved Grow Smyth County, a new program to address the county’s need for housing, in late April. The county and the Mount Rogers Planning District Commission will partner on the project, and the county will direct $3 million of American Rescue Plan Act funds into a revolving loan fund for housing. The supervisors implemented a 1% interest fee on loans, and the program is expected to yield about 100 homes. Marion and Smyth County are facing a 1,000-plus housing unit shortage, according to a report that Marion officials reviewed in March 2022. (Bristol Herald Courier)
The University of Virginia’s College at Wise received a $24,840 grant as part of a statewide effort to turn federal work-study jobs into work-based learning opportunities. The State Council of Higher Education for Virginia announced more than $142,000 in grants from the Virginia Talent + Opportunity Partnership to four institutions in early May. U.Va. Wise will use its one-year grant to plan an implementation strategy for converting its federal work-study positions into internships. In the planning year, the university will invite stakeholders from across campus to provide input on the transformation. (The Coalfield Progress)
Wise Town Council unanimously passed an ordinance to create an economic development authority during its April 25 meeting. The EDA will promote development through small business startup planning, business mentorships, loan programs and grant opportunities, and it will be able to acquire, lease and sell property. The town created an economic development committee to draft the EDA’s framework and appoint its seven board members. Town Planner Reagan Walsh, Town Manager Laura Roberts, Events Coordinator Natasha Proulex and council member Caynor Smith serve on the committee, and Mayor Teresa Adkins chairs. (The Coalfield Progress)
When Kathryn Fessler interviewed with Altria Group Inc. in 2008, she was disappointed to learn that the Henrico County-based Fortune 500 tobacco manufacturing company didn’t have an employee resource group for LGBTQ+ employees.
As an out lesbian, Fessler considered such groups a high priority when evaluating new workplaces, but she wound up taking the job anyway because everything else about Altria was perfect for her.
However, it wasn’t just LGBTQ+ employees at Altria who didn’t have an employee resource group; no employee group existed there until the early 2010s.
Employee resource groups (ERGs) — also sometimes called affinity groups, employee networks or diversity councils — are employee-led volunteer groups that come together through a common interest or background.
“I was ready to help make it happen the day I walked in, but the company was not at that place yet,” says Fessler, now Altria’s senior director of community impact. “When we got there, I was all in.”
Five years later, in 2013, as public support for same-sex marriage and civil rights grew, Fessler co-founded an employee resource group called Mosaic, with a mission to build, celebrate and advance a vibrant LGBTQ+ community at Altria through member support, advocacy and education. Mosaic, which has about 500 members, hosts educational sessions, brings in guest speakers, sets up town halls, participates in pride celebrations and advocates on behalf of LGBTQ+ employees.
When Mosaic started at Altria, heterosexual and cisgender members outnumbered the group’s LGBTQ+ members, recalls Mosaic’s chair and co-founder, Wesley Bizzell, senior assistant general counsel, external affairs, and managing director of political law and ethics programs for Altria Client Services LLC. That dynamic has changed as the group’s membership has grown.
“This has to be an entity that creates change,” Bizzell recalls thinking at the time Mosaic started. “We are going to change the culture if we are going to do this.”
Fessler, already an experienced mid-career professional at the time of her hiring, had seen the successes that employee resource groups could have at previous workplaces. Although ERGs became more widespread in the past decade, their roots go back more than 50 years.
The first U.S. employee resource group, the National Black Employees Caucus, was started at Xerox in 1970 as a response to racial tensions, and race- and gender-based ERGs initially emphasized social networking and providing opportunities for employees within the same company to share experiences and challenges.
One of the nation’s first LGBTQ+ employee networks was started in the 1970s at Hewlett-Packard Co. Nearly 50 years later, LGBTQ+ employee groups have evolved to become key contributors to business strategy and operations at many corporations.
At Altria, Mosaic has influenced change in a variety of ways, including advocating for updates to health care and parental leave policies. Bizzell notes that the company has increased reimbursement for adoption costs and surrogate pregnancies, as well as eliminating a required infertility diagnosis. The corporation also added gender identity and expression protections to its antidiscrimination and harassment policies, and its on-site clinic’s medical forms are gender inclusive.
A few years ago, while speaking on a Zoom panel about coming out at work, Fessler had what she calls a “zenith moment.” More than 500 employees had tuned in, and the text chat was filled with supportive comments, including some from the company’s top executives.
“I can’t tell you how wonderful that feels,” she says. “We have come a very long way in a very short amount of time.”

About 90% of major U.S. employers now have ERGs, according to a 2021 study by McKinsey & Co. and LeanIn.org. And in the Human Rights Campaign Foundation’s 2022 Corporate Equality Index, 93% of ranked corporations have employee groups specifically focused on LGBTQ+ employees’ interests.
Some of Virginia’s corporations with perfect CEI scores are Altria Group Inc., Boeing Co., Appian Corp., Booz Allen Hamilton Inc., Dominion Energy Inc. and DXC Technology Co. Capital One Financial Corp.’s LGBTQ-focused employee group won Out & Equal’s ERG of the Year award in 2021, and Boeing Employees with Transgender Family Members was named the best new employee resource group by the organization, which exclusively focuses on LGBTQ+ workplace equality.
Amid the current atmosphere of Florida’s “Don’t Say Gay” law and recent restrictions in several states on gender-affirming medical care and transgender participation in youth sports, corporations’ positions regarding LGBTQ+ rights have become increasingly important to employees. For instance, workers at The Walt Disney Co. encouraged the company’s CEO to be more public in opposing the “Don’t Say Gay” legislation; that has resulted in a yearlong feud between the entertainment company and Florida Gov. Ron DeSantis, a Republican presidential hopeful.
In a January report, HRCF called on businesses to embrace pro-equality actions and workplace inclusion to meet the needs of out employees and their allies. About 10.5% of U.S. millennials and 20.8% of Gen Zers, who are now entering the workforce, identify as LGBTQ+, the report says. “U.S. employees are 4.5 times more likely to want to work at a company if it publicly supports and demonstrates a commitment to expanding and protecting LGBTQ+ rights, with Gen Z and millennials 5.5 times more likely to want to work at a company that does so,” according to the report.
At Dominion Energy Inc., the Pride ERG, which started in 2017, now has 556 participants who represent the Richmond-based Fortune 500 utility’s LGBTQ+ employees and straight, cisgender allies. It’s one of the feathers in Dominion’s cap as the company aims for 40% diverse representation (specifically women and people of color) among its employees by the end of 2026.
Pride’s leaders have “been on the front lines of more inclusive change and how that impacts our overall business,” says Maggie Hoge, a senior human resources specialist who works on Dominion’s diversity, equity and inclusion team to support its ERGs and diversity councils.
Often that takes the form of information sessions, including the teaching of terminology that is respectful and inclusive of all employees, as well as highlighting LGBTQ+ employees’ stories. A recent roundtable focused on parenting queer children.
When Ryan Key started out as an intern for Dominion in 2015, Pride didn’t exist, but the ERG was available when he rejoined the company in 2017 as a full-time employee. Now a Hampton-based project designer for Dominion, Key is Pride’s community engagement lead.
Recalling a time eight years ago when he was “very closed off, being a Black gay man,” Key says he found it “hard to be open without fear of being judged.” However, through the Pride ERG, he discovered accepting and friendly coworkers.
Similarly, Ari Taylor, a Richmond-based supply chain sustainability specialist who is Black and queer, recalls finding her way at Dominion, where she also started as an intern. She remembers the support she felt at the utility when its downtown Richmond office was lit in rainbow colors one night in June to celebrate Pride Month.
“I think it solidifies the fact that [Dominion] recognizes that LGBTQ employees and people exist throughout the workforce, throughout the community. We’ve grown to the point where we’re not just tucked away in a corner or in the cubicle and going home,” Taylor says. “So, we’ll light the building, we’ll show up at the festivals, but then we’ll also work to improve what humans have in our office building as well.”
Joining the Pride ERG also helped
Taylor find “people who understand a layer of you a little bit more,” and today she is its chair. Under her leadership, Pride has engaged with local LGBTQ+ organizations and other Dominion ERGs. She also sees Pride as a catalyst for inclusion throughout the utility, which employs 17,000 people in 16 states.
Often, executives are interested in hearing Pride members’ concerns and ideas, as well as their feedback about what’s working well at Dominion. As studies such as HRCF’s show, these conversations are important tools for recruiting and retaining employees.
“We’ve been on a journey and had conversations [including with Dominion CEO Bob Blue] about making sure policies are more inclusive,” Taylor says. “The point of the Pride ERG is to be that resource and be a middleman when necessary.”
“The kids nowadays have that mindset [that] we as a company have to meet what our new employees are looking at and for,” says Debbie Riel, who has worked for 43 years at Arlington-based aerospace and defense contractor Boeing Co., where she is a facilities project administrator on the company’s Facilities & Asset Management team. “If we’re looking to hire the best people that are out there and the best employees coming right out of school, Boeing has to do work in the diversity field and support that and promote that, or we just will be fighting with every other company.”
Riel is a co-leader of the Boeing Employees Pride Alliance (BEPA), which has about 2,300 members and started its latest iteration in 2018, although previous LGBTQ-focused groups existed before BEPA. She also leads the alliance’s Potomac chapter in Northern Virginia and serves on Boeing’s regional diversity council.
When Riel started, she was married to a man, but later came out as a lesbian. Her first involvement in diversity work was because her parents were disabled, but it became her own cause. Her diversity work has made her “come out of her shell” more than she ever thought she would, and she has become more comfortable as diversity has grown within the company, and the world, she says.
“It’s becoming more and more prevalent that companies across the board … make diversity a big part of what they are and what they promote and what they present to the outside world,” she says.
One example of change was in 2021 when Boeing expanded benefits eligibility to domestic partners of U.S. employees, a spokesman says.
Although some corporations have had longstanding LGBTQ+ employee organizations, there are still some that are just starting. Smithfield Foods Inc., the world’s largest pork product manufacturer and hog producer, just launched PRISM, which stands for “Pride, Respect, Inclusivity at Smithfield Matters.”
Smithfield had ERGs for Black employees, female workers, younger employees and people affiliated with the military, and Ron Toran, Smithfield’s director of diversity, culture and engagement, is hopeful about the LGBTQ+ group taking off.
When he first started at Smithfield about a year and a half ago, there was initial interest in the LBGTQ+ community starting a group. Smithfield saw an opportunity with its first Pride Day message to employees. Over the past several months, employees have stepped up as leaders and set up governance and framework for the group.
“I have a lot of compassion for this space, simply because I’m more focused on the inclusivity and belonging aspect that falls under diversity and for me, that means … all support and all collaborate,” Toran says.
PRISM’s mission is to provide education, awareness, advocacy and a safe space for LGBTQ+ and straight ally colleagues at Smithfield.
That, in a nutshell, seems to be what LGBTQ+ leaders want most — a voice within their companies and a safe space.
“My experience,” says Fessler, with Altria, “… is that the values that have caused Mosaic to come into existence, caused it to grow, caused us to find these ways to express acceptance, belonging and equitable experience among all of our employees. … I don’t see that wavering.
“I see it more and more evident. The more leaders — younger leaders — have come to replace the ones who have retired, and every leader I work with [or] interact with at all levels really … embrace … those values.”
Leaders from across Virginia’s entrepreneurial ecosystem discuss investing in new companies, challenges facing startups and advice for success.

CEO, Hot Technology Holdings LLC
Richmond
What do you look for when you’re investing in a startup?
The most important thing I look for when investing in a startup is the tenacity, drive, intelligence and character of the CEO or founder; the mission — does this resonate with us personally?; the viability of the idea; and the size of the market/industry.
What are the most important questions to ask of a startup before investing?
What is driving the founders to grow the company? The mission cannot be focused solely on financial success. Building a motivated, cohesive team dedicated to a shared mission around making the lives of others better — that is when truly great companies emerge. How are you different than your competitors? What is your recruiting strategy to hire the best talent, and what is your marketing strategy?
How many businesses have you invested in that have failed?
We have founded 10 companies since 1993, growing all of them with our own money. We did not take any outside investor funds. Of those 10, all became profitable, multimillion-dollar firms. Separately, I invested in 22 other early-stage companies during the last 15 years. These were companies that were not run by our group, and we had minority stakes in these ventures. Out of those investments, three of them failed. I look at over 300 investment opportunities annually, so our process is very selective.
What ripple effects are entrepreneurs seeing from the collapses of Silicon Valley Bank and Signature Bank in March?
I believe early-stage entrepreneurs are going to find capital more expensive, the time frame and effort to secure it more arduous, and a shift in focus from “grow at all costs” to a more balanced approach that values growth and profitability.

Managing director, Lighthouse Labs; Board member, Activation Capital
Richmond
What trends are you seeing in new companies?
Founders are becoming more creative in raising capital and focusing on building a sustainable business rather than growing fast. Also, the ethics of co-founders is becoming a much earlier focus than before.
What are the biggest challenges facing startups?
Startups face significant hurdles developing corporate and large potential client relationships. After that, talent and funding round out the “big three” of their challenges.
What’s something a company should consider before scaling up?
A company should consider whether or not they have the capability to scale. Do they have the systems and processes to handle the increased business? Do they have the right talent? Taking on large contracts that you can’t service can kill your business fairly quickly.
What advice would you share with companies looking to get into your cohorts?
Know the problem that you intend to spend the next five to seven years of your life solving. Your approach to that problem may evolve, but the problem is still there. Make sure that problem is big enough to make a business, not just a product — a product is different from a business. Funders fund businesses; rarely do they fund products.

Director, Regional Accelerator and Mentoring Program (RAMP); Vice president for entrepreneurial development, Verge
Roanoke
What trends are you seeing in new companies?
Our reach and focus are highly focused on technology and health and life science startups created in Southwest and Central Virginia. Startups in our region are often based on research and development that occurs in a cutting-edge laboratory. It is our great fortune to see more and larger collaborations occurring with the commercialization journeys that enable founders to access university, private company and public business tools and resources.
What are the biggest challenges facing startups?
Time and focus. In order to excel at anything, it requires a time commitment and focus that our social and professional environment does not readily foster. Collectively, our expectations are for founders to be many places at one time, and that overlaps with their creative and innovative personalities that are biased toward research and development. They are creators. Securing the right support to both identify and focus on the most profitable path to advance a startup is a significant challenge.
What’s something a company should consider before scaling up?
Supply chain. It probably goes without saying that supply chain disruptions have held up a lot of companies in terms of strategic growth. Identify key partners and backups, if possible, to enable your company to execute fully.
What advice would you share with companies looking to get into your cohorts?
Get to know us before you apply to RAMP. Reach out and set up a meeting or call. Ask us what we are seeking in a startup. We have a few ways you can engage in the startup community, including a 1:1 Pitch & Polish event held quarterly with regional business coaches and leaders who can offer feedback and connections.

CEO, CytoRecovery Inc.
Blacksburg
How do you know when to walk away from an idea?
Sony co-founder Akio Morita wrote in his memoirs that he followed his gut. I agree with this — study the concept rigorously, interview the principals, look at the eye contact, assess the level of their commitment to the concept, but in the end, trust your gut. If it doesn’t feel right, take a pass.
What is your biggest challenge as a startup?
In our case, the biggest challenge was learning how to manufacture the biochips that enable the cell separations. This took several years.
How did you overcome that?
Solving this was an important exercise in trial and error, patience and staying the course. We were unable to obtain the quality and scale of product we needed from any vendor, and so [we] undertook the manufacturing through internal R&D and process development, which has been very successful and now gives us the advantage of control over a critical product manufacturing process.
What is the most important or useful thing you have learned during the process of starting your company?
The importance of forming a strong and adaptable team
What advice would you share with other entrepreneurs?
Never give up. And remember that it is not the company with the most resources that wins, nor the company with the smartest people — it is the company that is the most adaptable.
What’s unique about the entrepreneurial ecosystem in your region?
The Blacksburg/Roanoke area is an excellent place to build a life science enterprise. This area offers strong institutional support, deep technology sectors and an available labor pool of smart young people with awesome work ethic — all the ingredients you need.

Chief investment officer and vice president, Virginia Innovation Partnership Corp.; Managing director, Virginia Venture Partners
Herndon
What do you look for when you’re investing in a startup?
At our very early stage of investment, we always say we are investing in three things — the team, the market and the tech. We are looking for a team and company that has a big idea and addresses a significant customer pain point.
What are the most important questions to consider before investing in a new company?
We want to know that we are working with high-integrity and committed individuals who have an exceptional knowledge of the market they are going after and are willing to listen to others — co-founders, investors, mentors and customers — along the entrepreneurial journey. This probably boils down to one fundamental question: What makes you and your team the right people to address the problem?
How do you know when you’ve gotten a return on your investment?
As we are a “double-bottom-line” fund — investing not only for investor and founder return, but for spillover economic development benefit for the commonwealth — we take a slightly different view of return than traditional financial investors. While we are concerned with cash ROI, we also consider things like job creation, new company formation, private capital mobilized and new industry development in our return calculus.
What challenges and/or opportunities are unique to the commonwealth for startups or funders?
One of the single greatest challenges we face as both early investors and agents of economic development lies in learning how to build on the unique attributes of diverse regions of the commonwealth — including legacy and nascent sectoral strengths — to foster economic outcomes that will grow and sustain Virginia’s future.

Executive director, Startup Virginia
Richmond
What are the biggest challenges facing startups?
While funding for early-stage startups has always been a challenge in Virginia, the recent banking difficulties and the stock market performance will make access to capital even more difficult. This is why entrepreneur support organizations, such as incubators and accelerators, and state resources from Virginia Innovation Partnership Corp. are so important. Once an idea has been validated, startups need to scale their operations to meet demand. When this occurs, hiring the right talent and implementing effective sales and marketing strategies are other challenges we see.
What’s something a company should consider before scaling?
Before scaling, it is vital to have completed a comprehensive customer discovery to ensure you’re meeting the right needs and evolving your product or service to meet market demand. Scaling a startup requires significant financial resources and a strong business model that includes a plan for operations, sales, customer service and acquiring talent. This should also be in place before fundraising so you can clearly communicate your growth strategies to prospective investors.
What advice would you share with companies looking to get into your cohorts?
Startup Virginia is a high-growth business incubator. To join our community, all you need is a great attitude and a high-growth business idea or model, which we describe as a business or idea that leverages technology, manufacturing or, in some instances, licensing/franchising to grow exponentially and have a large geographic impact. Once in our community, we provide programming based on your stage of business and leverage our network of founders, mentors and investors to support you along your startup journey.
Agricultural biotech startup AgroSpheres will invest $25 million to expand in Albemarle County, creating an estimated 50 jobs, Gov. Glenn Youngkin announced May 4. The company, founded in 2016 by Payam Pourtaheri and Ameer Shakeel when they were undergraduates at the University of Virginia, will increase production at its facility at 1180 Seminole Trail and build a research and development and demonstration facility for new products. AgroSpheres has two patented technologies, AgriCell and AgriShell, that aid development of biological pesticides with multiyear shelf lives. (VirginiaBusiness.com)
Virginia Beach resident Crystal Lugo spent 10 years developing her patented product, the GloveScaler, a tool for removing fish scales in one motion while protecting hands from a dangerous bacterial infection. On April 29, her business, B & C’s Gloves LLC, won the grand prize of $25,000 during the Pull Up and Pitch contest, part of music superstar Pharrell Williams’ Something in the Water music festival. The second-place prize, $15,000, went to Brittney and Javon Callier of Pour and Stay Full, a Chesapeake-based business that offers coaching, therapeutic cooking classes and catering. (The Virginian-Pilot)
Capra Biosciences Inc. secured $2 million from BioMADE, a public-private partnership backed by New York’s Schmidt Futures, to advance the development of bioreactors, vessels that grow microorganisms. The Manassas-based company will nearly double its headcount, build out a 10,000-square-foot facility as its new headquarters and start making retinol, an ingredient made from petroleum and used in anti-aging cosmetics products — and then sell it to cosmetics companies, third-party manufacturers and chemical distributors. Capra’s technology is a roughly 3-foot stackable bioreactor that transforms raw materials into chemicals. The company started in 2020 and has been operating out of the Prince William Science Accelerator. (Washington Business Journal)
Goochland County-based indoor farming startup Greenswell Growers launched a co-branded leafy microgreens product in April with Ukrop’s Homestyle Foods that is now available at 90 Kroger stores in the mid-Atlantic. In the next couple of months, the company expects to launch a Greenswell-branded product available in two more grocery chains, and by summer or early fall, it’s set to break ground on an expansion that will triple the operation’s size to 4.2 acres. To fund growth, Greenswell recently raised $6.92 million in equity and debt. (Richmond Inno)
McLean-based wealth management startup Range raised a $12 million Series A round led by Palo Alto, California’s Gradient Ventures, Google’s AI-focused venture fund, the company said May 3. Range will use the money to grow its product and engineering teams to build new offerings for customers, including integrating its wealth management tools with AI technologies to automate certain money and tax planning actions. Founded in 2021, Range combines in-house financial advisers with machine-learning insights for its services, which include tax, retirement and estate planning, investment services, insurance optimization and education planning. Darian Shirazi, general partner at Gradient Ventures, is joining Range’s board of directors as part of the deal. (Washington Business Journal)
Norfolk-based 757 Collab announced leadership changes and promotions to its umbrella organization May 3. Hunter Walsh, previously a program manager for 757 Startup Studios, a coworking space in Norfolk where selected entrepreneurs can set up offices at no cost and receive mentoring, became the studios’ director on May 1. Eileen Brewer, previously 757 Collab’s director of strategic partnerships, succeeded Evans McMillion as executive director of 757 Accelerate on the same day. Paul Nolde, former executive managing director of Lighthouse Labs in Richmond, was set to start as managing director of 757 Collab and executive director of 757 Angels on May 30. (VirginiaBusiness.com)
FIRST JOB: Retail salesperson at The Fashion Factory in Burke
HOBBY: Exercise in any form —walking, hiking, biking, swimming
PERSON I ADMIRE: Abraham Lincoln, for leading our country through one of its darkest times, ending the Civil War and signing the Emancipation Proclamation
WHAT I’VE LEARNED: Stay calm and keep everything in perspective.
WHAT MAKES ME PASSIONATE ABOUT MY WORK: Serving our public sector customers and helping them perform their missions more effectively, better serve constituents and improve the quality of education through digital transformation
SOMETHING I’D NEVER DO AGAIN: Go out in a boat in the Chesapeake Bay when a storm is approaching
DID YOU KNOW? Chronis is a retired U.S. Army lieutenant colonel and combat veteran with more than two decades of service. She served in Operations Desert Shield and Desert Storm, stationed in Saudi Arabia and Iraq, and Operation Enduring Freedom in Bosnia. A University of Virginia graduate, she has also worked for Amazon Web Services, IBM and Verizon. In 2015, Chronis ran as a Republican for the Fairfax County Board of Supervisors against incumbent Supervisor John Foust, a Democrat. Foust won reelection, garnering 15,014 votes to Chronis’ 12,615.
When Staunton native Emma Harrison decided to pursue medicine, her grandfather asked his primary care doctor of several years, Dr. Katie Dunbar, to talk to Harrison about her profession.
Harrison, then an undergraduate student at the University of Virginia, met with Dunbar, a physician at Carilion Clinic Family Medicine – Waynesboro, to discuss family medicine.
“[Dunbar] was brought to tears talking about how much she loves her patients and how she has seen the same patients for decades and [has been] building up those relationships. … And being there through generations, I think, is so special [to] family medicine, and hearing Dr. Dunbar talk about that was really what moved me to go into primary care,” recalls Harrison.
Harrison entered the University of Virginia School of Medicine in fall 2021 and is a member of its Generalist Scholars Program, a four-year mentoring, scholarship and community service program for students pursuing primary care. It accepts six incoming students a year.
Harrison says she wants to practice in a rural area once she graduates, largely because she has seen the need for health care professionals in her Shenandoah Valley community.
Although rural areas have more severe primary care provider shortages, the problem is widespread. And Harrison is part of a shrinking pool of U.S. medical students choosing primary care over other specialties. In 2019, the National Resident Matching Program had a record number of internal medicine positions — 8,116 — with a fill rate of 97.2%, but only 41.5% of the positions were filled by U.S. senior medical students, the lowest percentage on record. Family medicine and pediatrics also offered record numbers of positions and had the lowest fill rates by U.S. seniors on record.
The United States, including Virginia, faces a shortage of primary care professionals that will only worsen as baby boomers age, but governments, medical schools and employers are taking corrective steps to encourage emerging doctors to choose a related specialty.
The Association of American Medical Colleges projects the U.S. will have a shortage of between 17,800 and 48,000 primary care physicians by 2034, according to a June 2021 report.
Dr. Sterling Ransone, board chair of the American Academy of Family Physicians, is a physician practice director at Riverside Fishing Bay Family Practice in Deltaville and knows the difficulty family care practices are having recruiting, particularly physicians seeking their successors.
“My worry is, who’s going to take care of my patients when I’m no longer around?” he says. “I think part of what we do as family physicians, we like to take care of the community. And the worry that a lot of us have is, what’s going to happen to those communities when we’re no longer able to practice?”

Although primary care can be defined in different ways, the category generally includes family care, general internal medicine, general pediatric care, and obstetrics and gynecology.
In 2019, Virginia had about 85 primary care physicians, nurse practitioners and physician assistants per 100,000 adult residents, which means it ranked No. 25 among states for numbers of primary care clinicians, according to a report from the Virginia Commonwealth University Department of Family Medicine and Population Health and the Ambulatory Care Outcomes Research Network, funded by the Virginia Department of Medical Assistance Services. According to those entities’ 2022 brief, Virginia needs 30% more primary care clinicians, or 1,456 more than the 4,872 it had in 2020 in order for all Virginians to have a primary care clinician they can see yearly.
Fewer than 10% of physicians, nurse practitioners and physician assistants work in non-metro areas of Virginia, although those areas account for 13% of the commonwealth’s population, according to the Virginia Department of Health’s Primary Care Needs Assessment publication.
Primary care clinicians are often patients’ first points of entry into the health care ecosystem, particularly in rural, underserved areas.
“Our training as primary care physicians, we’re trained to take care of a whole host of issues that walk through the office door,” Ransone says. “We’re also the ones who are trained to do preventative care.”
Access to primary care reduces emergency room visits because of that preventive care. Also, “we have relationships with patients,” says Dr. Steven Pearman, vice president of medical operations for Sentara Medical Group. “They trust us. We have pretty high confidence they’re going to come back if something’s not getting better.”
In addition to an expected shortage of health care professionals due to an aging workforce, the U.S. also has a pipeline issue, as graduating medical students are seeking specialty placements outside of primary care. The problem isn’t new, as more primary care clinicians in Virginia are closer to retirement than to starting their careers, according to a 2022 brief from VCU and ACORN. In 2019, about 20% of Virginia’s primary care workforce was 60 or older, while only 12% was under 40.
One motivator for this choice is economics. Primary care physicians make less than other specialists, due, in part, to insurance reimbursement models.
“Because of the way our health system is set up in the U.S., if you do something physically — you do a surgery, you do a scope, you do something like that — those kinds of things get paid a lot more than sitting and talking with the patient and doing what we call more cognitive medicine,” Ransone says.
In Virginia, the annual mean wage for a family care physician in May 2022 was $224,940, according to data from the U.S. Bureau of Labor Statistics. The annual mean wage for a radiologist in Virginia was $313,420. For an emergency medicine physician, it was $315,290.
In an October 2022 report, the American Academy of Medical Colleges reported the mean education debt of medical school graduates was $205,037.
But primary care practitioners’ passion can outweigh a longer loan repayment timeline.
“While there’s not parity [between primary care and other specialties], it is still a significant amount of money, relevant to many industries,” says Dr. Sean Reed, director of the U.Va. School of Medicine’s Generalist Scholars Program and a UVA Health clinician. “But it’s really more about finding what gets you off the pillow every morning.”
Additionally, some primary care clinicians have retired early or left patient care positions because of burnout, exacerbated by the COVID-19 pandemic and patient vitriol.
“Even now, we have more tools [to combat COVID-19] … but there’s so much new sort of distrust in the health care system that it’s challenging when you go in wanting to be there for a family, for them not to trust in the care you recommend,” says Dr. Sandy Chung, CEO of Fairfax-based Trusted Doctors LLC and president of the American Academy of Pediatrics.
Trusted Doctors, which has about 180 clinicians across Virginia, Maryland and Washington, D.C., had to close a location in Maryland and reduce hours at a clinic in Virginia because of staffing shortages, Chung says.
The number of primary care practices that had a primary care clinician leave nearly doubled from 2018 to 2022, from about 40% to nearly 80%, according to the 2022 brief from VCU and ACORN. In 2022, a little over 40% of clinicians left practices to retire early.
Virginia’s government has taken some steps to help, adding $82 million to the budget approved in 2022 for Medicaid reimbursements for primary care providers.

On the pipeline front, Virginia medical schools are seeking to cultivate medical school students’ interest in primary care through targeted programs, often including financial incentives.
At U.Va., if students fulfill the Generalist Scholars Program requirements and match into a residency in one of four primary care fields — family medicine, internal medicine, pediatrics or combined internal medicine-pediatrics — they receive a $40,000 scholarship.
In their third semester, GSP students hold a “Primary Care Week” focused on drawing medical school students’ attention to the primary care field.
U.Va. also encourages rural primary care. Harrison received the full-coverage A.K. Turner Scholarship on the condition that she practice general medicine five years in a rural Virginia area following her medical residency.
“Serving a small community as their doctor has been my dream forever, but the fact that U.Va. is fully … supporting me in this is just incredible,” she says.
At VCU’s School of Medicine, the Department of Family Medicine and Population Health’s division of epidemiology offers the Family Medicine Scholars Training and Admission Track (fmSTAT), which creates four-year cohorts of about eight to 10 students who receive additional mentorship, seminars and research opportunities. In their fourth year, students receive small scholarships, which vary but average about $10,000, says department chair
Dr. Scott Strayer.
Over the last 12 to 13 years, VCU has averaged 25 residents who match in primary care, and about 35% of those match in-state, Strayer says.
For their part, employers are upping the ante on recruitment and retention efforts for primary care physicians. Some health systems cite their missions and workplace wellness efforts as strong draws for clinical practitioners, but many employers are also offering financial incentives.
The Bon Secours St. Francis Family Medicine Residency, based in the health system’s St. Francis Medical Center in Midlothian, offers a stipend to retain residents. If a second-year resident commits to working at Bon Secours upon completing his residency, he will receive $72,000 in his second year and again in his third year.
“We’ve been very successful in retaining people that way. … I can tell you that that’s also very attractive to some. I have some medical students who decide to come here because of that. It’s a big help,” says Dr. Victor Agbeibor, the St. Francis residency program director.
Sentara Health provides stipends to some residents who agree to sign employment agreements in their second year, but Sentara declined to disclose amounts.
Physicians who work for nonprofit health systems like Roanoke’s Carilion Clinic for 10 years might qualify for the federal Public Service Loan Forgiveness program, which forgives remaining direct loan balance after 120 monthly payments.
Carilion also offers tiered loan repayment assistance, usually for four years. Carilion’s repayments vary, but the standard is about $10,000 per year, although amounts increase for physicians in rural areas, says Dr. Michael Jeremiah, Carilion senior vice president and chair of its Department of Family and Community Medicine.
The state government also will match an organization’s loan support for qualifying practitioners in federally designated Health Professional Shortage Areas, up to $140,000 for a four-year commitment, via the Virginia State Loan Repayment Program, administered by the Virginia Department of Health.
Carilion offered loan repayment assistance for Dunbar’s position. “They ended up paying off my loans before I met all [of the fixed amount of assistance]. I had less loans than they offered [repayment for],” says Dunbar, who graduated from Eastern Virginia Medical School in 2009 and was able to finish repaying her loans with Carilion’s help in 2020.
In Fairfax, where it’s competing with area hospitals and health systems to hire primary care physicians, Trusted Doctors has offered sign-on bonuses, loan repayment assistance and stipends for moving expenses, Chung says. The practice’s payment rates for nurses have risen about 30% from pre-pandemic rates, but revenue has remained flat and other expenses, like rent, have risen.
“My practice is a big practice,” says Chung, adding that “it’s hard, especially for smaller practices, to be able to afford this.”
On the reimbursements front, Carilion converted 17 of its 42 primary care practices to meet the Centers for Medicare and Medicaid Services’ rural health clinic requirements, allowing those facilities to receive slightly higher reimbursement rates. The health system had to make structural changes, such as employing a nurse practitioner or physician assistant at each clinic, as well as meet all accreditation requirements. The CMS State Operations Manual chapter on the certification process for rural health clinics totals 467 pages.
Trusted Doctors also sought help at the source. It worked with an insurer to change its payment models so that behavioral health and preventive care work received larger reimbursements. But that increase isn’t about making a profit, Chung explains: “When we’re talking about more, we’re talking about not losing money, getting ourselves to break even, so basically paying more so that it’s sustainable.”
There’s hope for correcting the imbalance between primary care and other specialties, says Clark Barrineau, the Medical Society of Virginia’s assistant vice president of government affairs and public policy. “I don’t feel in my bones that we are not capable of fixing this, or at least improving upon it” by focusing on wellness in retention efforts and economic incentives in recruitment efforts, Barrineau says. “The good news is that everyone sees the problem.”
Despite the heavy workload and disparate pay, primary care providers say their passion is what keeps them in their chosen field.
“Even though the work is a lot, it’s always rewarding. There’s never a day that I don’t feel like I was doing something fulfilling and making a difference,” Dunbar says.
Taking care of the whole person, whether it’s a cough, a rash, a sore knee or something more serious, is enticing, Harrison says. “Being the primary care physician, you really develop a sense of trust with your patients. And that’s just what medicine is all about, you know — taking care of people.”