Rural Health Association of Tennessee
Rural Health Association of Tennessee
EIN: 62-1613239
as of November 2023
as of November 13, 2023
Mission
Leading the way for a healthy Tennessee through partnerships, advocacy, education, and resources.
Ruling year
1998
Chief Executive Officer
Mrs. Jacy Warrell
Main address
PO Box 656
Decaturville, TN 38329 USA
EIN
62-1613239
Continuing education
Health
Public policy
Population served
Economically disadvantaged people
People with diseases and illnesses
Pregnant people
Academics
NTEE code
Alliance/Advocacy Organizations (E01)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download annual reports Download other documentsWhat we aim to solve
Rural Health Association of Tennessee (RHA) works to increase access to care, promote health equity, and supports evidence-based programs proven to improve health in rural and other underserved communities. Through our direct service programs we support individuals and groups who experience challenges people in rural communities experience accessing care, seeking advanced professional development and education opportunities, and accessing non-clinical resources that contribute to positive health outcomes. Through our advocacy we work to address the systemic and administrative causes people experience barriers to healthcare, education, and environments that support positive health.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Public Education
Rural Health Association of Tennessee (RHA) provides education opportunities for professionals and the public through an annual conference each November, regional events in the Spring, online webinars, and a bi-monthly Rural Health Digest.
Events are open to the public, however are most attended by rural hospital and clinic representatives, school health professionals, mental and behavioral health providers, county health councils, prevention coalitions, and others interested in rural health.
Rural Health Workforce Development
Rural Health Association of Tennessee (RHA) works to address the rural healthcare workforce shortages by introducing youth to the wide range of healthcare careers and teach soft skills needed to be successful on the job. Our Workforce Ready curriculum was developed in partnership with hospitals, nursing facilities, K-12 schools, and community colleges.
RHA is recognized by the U.S. Department of Labor as an Apprenticeship Ambassador. We assist employers develop and implement Registered Apprenticeship Programs (RAP) by developing training and instruction strategies, tracking apprentice progress, and managing administrative functions. For apprentices we provide case management services to ensure they have the resources and support they need to succeed.
Insurance Enrollment Assistance
Rural Health Association of Tennessee (RHA) has trained Community Health Workers/Patient Navigators who provide assistance to uninsured people looking for health insurance options. Through the Public Health Emergency unwinding, RHA is assisting TennCare (state Medicaid) members through the redetermination process.
Rural Community Opioid Response
In 2022, RHA formed the Tennessee Rural Community Opioid Response Program (TN-RCORP). Led by rural partners in each of Tennessee’s grand regions, the consortium already has more than 200 partners who have committed to supporting the goal of reducing substance use disorder by 5% over the next three years.
Supported by a grant through Health Resources and Services Administration (HRSA) of the U.S. Department of Health and Human Services (HHS) as part of an award totaling $1,000,000, the consortium deploys a number of strategies aimed at Substance Use Disorder/Opioid Use Disorder prevention, treatment, and recovery.
Where we work
Affiliations & memberships
National Rural Health Association 2000
Tennessee Public Health Association 1995
External reviews
Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students enrolled
This metric is no longer tracked.Totals By Year
Population(s) Served
Students
Related Program
Rural Health Workforce Development
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Workforce Readiness
Number of training events conducted
This metric is no longer tracked.Totals By Year
Population(s) Served
Academics, Students
Related Program
Public Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of students who receive scholarship funds and/or tuition assistance
This metric is no longer tracked.Totals By Year
Population(s) Served
Low-income people, Students
Related Program
Rural Health Workforce Development
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Number of people on the organization's email list
This metric is no longer tracked.Totals By Year
Related Program
Public Education
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of new grants received
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Rural Health Association of Tennessee's (RHA) vision is to be among the healthiest states in America. We believe by advancing access to partnerships, education, advocacy, and resources, we can strengthen the rural health infrastructure. To do this, our organization goals include:
- Strengthen capacity to advance rural health policy agenda.
- Boost member engagement, retention, and growth.
- Increase visibility and brand awareness.
- Expand resource and service offerings.
- Update organizational policies and practices.
- Develop a financial sustainability plan.
What are the organization's key strategies for making this happen?
Strategies associated with our strategic plan goals include:
- Engaging membership in more legislative activities
- Recruit Rural Health Clinics and Public Health Departments as members
- Develop a media and communication strategy that complements advocacy and policy goals.
- Develop a Resource Center for members and others to access trainings and information useful for advancing health priorities.
- Increase opportunities for rural professionals to receive continuing education and professional development
- Increase representation of historically underserved populations among staff, membership, and the board.
- Develop and test fee-for-service revenue models with help of CNM Innovation Catalyst project.
- Identify new funding streams through HRSA, TDMHSAS and DOL.
- Develop preferred business partner networks/sponsorships outside of the annual conference.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.94
Months of cash in 2022 info
0.3
Fringe rate in 2022 info
12%
Funding sources info
Assets & liabilities info
Financial data
Rural Health Association of Tennessee
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Rural Health Association of Tennessee
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jan 01 - Dec 31
This snapshot of Rural Health Association of Tennessee’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $5,425 | $64,210 | $26,823 | $52,817 | -$139,235 |
| As % of expenses | 2.7% | 33.3% | 16.0% | 12.0% | -12.0% |
| Unrestricted surplus (deficit) after depreciation | $5,425 | $63,477 | $25,746 | $52,110 | -$141,775 |
| As % of expenses | 2.7% | 32.8% | 15.3% | 11.8% | -12.2% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $205,998 | $257,428 | $194,404 | $474,405 | $1,229,184 |
| Total revenue, % change over prior year | -3.2% | 25.0% | -24.5% | 144.0% | 159.1% |
| Program services revenue | 49.8% | 48.8% | 46.8% | 32.5% | 11.4% |
| Membership dues | 10.0% | 8.7% | 8.2% | 0.0% | 1.6% |
| Investment income | 0.7% | 1.1% | 1.0% | 0.8% | -0.6% |
| Government grants | 32.5% | 34.3% | 22.1% | 45.4% | 63.1% |
| All other grants and contributions | 7.0% | 6.9% | 20.6% | 21.3% | 24.5% |
| Other revenue | 0.0% | 0.2% | 1.3% | 0.0% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $199,542 | $192,610 | $167,583 | $441,588 | $1,161,182 |
| Total expenses, % change over prior year | 15.4% | -3.5% | -13.0% | 163.5% | 163.0% |
| Personnel | 59.2% | 56.8% | 60.7% | 63.9% | 52.5% |
| Professional fees | 2.5% | 1.4% | 4.8% | 14.5% | 11.4% |
| Occupancy | 3.5% | 4.5% | 3.1% | 0.6% | 0.5% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 2.3% | 20.5% |
| All other expenses | 34.9% | 37.3% | 31.5% | 18.7% | 15.1% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $199,542 | $193,343 | $168,660 | $442,295 | $1,163,722 |
| One month of savings | $16,629 | $16,051 | $13,965 | $36,799 | $96,765 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $11,498 | $3,556 |
| Total full costs (estimated) | $216,171 | $209,394 | $182,625 | $490,592 | $1,264,043 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 12.2 | 16.7 | 20.6 | 3.7 | 0.3 |
| Months of cash and investments | 12.2 | 16.7 | 20.6 | 5.7 | 1.0 |
| Months of estimated liquid unrestricted net assets | 16.4 | 21.0 | 26.1 | 10.7 | 2.6 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $202,925 | $267,563 | $287,582 | $136,004 | $33,167 |
| Investments | $0 | $0 | $0 | $75,223 | $66,506 |
| Receivables | $12,440 | $10,847 | $22,713 | $190,478 | $446,308 |
| Gross land, buildings, equipment (LBE) | $4,223 | $4,223 | $4,223 | $15,721 | $19,277 |
| Accumulated depreciation (as a % of LBE) | 57.1% | 74.5% | 100.0% | 31.4% | 38.8% |
| Liabilities (as a % of assets) | 2.4% | 2.2% | 3.4% | 2.9% | 18.3% |
| Unrestricted net assets | $274,699 | $338,176 | $363,922 | $406,255 | $264,480 |
| Temporarily restricted net assets | $4,628 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $4,628 | $5,234 | $5,234 | $0 | $207,237 |
| Total net assets | $279,327 | $343,410 | $369,156 | $406,255 | $471,717 |
Key data checks
| Key data checks info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Chief Executive Officer
Mrs. Jacy Warrell
Jacy Warrell, MPA brings people and organizations together to improve health outcomes through policy and programs. She is a listener, strategic thinker, and achiever who maintains that the best way to affect positive change is through community engagement, education, and pairing direct services with advocacy.
As Rural Health Association of Tennessee's CEO, Jacy has committed to advocating for members who include rural hospitals and clinics, school health directors, and others who care about rural health. Her goal is to bring groups together to deliver services that improve health locally, promote peer-to-peer learning and resource sharing, and to elevate rural voices at the Tennessee legislature as well as nationally.
Jacy has a Master of Public Administration from Villanova University and undergraduate degrees in Communication Studies and Public Administration from Western Kentucky University. She is a 2022 National Rural Heatlh Association Fellow Graduate.
Number of employees
Source: IRS Form 990
Rural Health Association of Tennessee
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Rural Health Association of Tennessee
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Rural Health Association of Tennessee
Board of directorsas of 10/20/2023
Board of directors data
Jackie Cavnar
Tennessee Psychiatric Association
Term: 2023 - 2023
Jackie Cavnar
Tennessee Psychiatric Association
Walter Fletcher
Martin Medical Center
Anna Hurt
Anderson County Schools
Brenda Jones
Lee University School of Nursing
Freda Russell
St. Thomas Ascension - Three Rivers Hospital
Sherry Scruggs
Milan General Hospital
Beth Fox
East TN State University
Barry Cooper
JACOA
Erica Johnson-Lockett
West Tennessee Healthcare- Bolivar
Desiree Kelley
TN Primary Care Association
Leslie Brassfield
Manchester City Schools
Sarah Wells
Bristol Lifestyle Recovery
Cynthia Chaffin
MTSU Center for Health and Human Services
Tom Kincer
ETSU - Rural and Community Programs
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? No
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 10/11/2023GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more
- We review compensation data across the organization (and by staff levels) to identify disparities by race.
- We ask team members to identify racial disparities in their programs and / or portfolios.
- We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
- We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
- We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
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- Letter of Determination
- Officer and/or Employee data for 2022, 2021, 2020, 2019, 2018
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