BLUE RIDGE COMMUNITY HEALTH SERVICES INC
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
EIN: 56-0794933
as of September 2023
as of September 18, 2023
Mission
Providing quality healthcare that is accessible and affordable to all.
Ruling year
1969
Chief Executive Officer
Dr. Richard Hudspeth
Chief Financial Officer
Mr. Brain Morton
Main address
220 5th Ave E
Hendersonville, NC 28792 USA
EIN
56-0794933
Community health care
Health care clinics
Dental care
Mental health care
Human services
Population served
Children and youth
Adults
People of Latin American descent
Migrant workers
Homeless people
NTEE code
Community Health Systems (E21)
Mental Health Treatment (F30)
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
Affiliations
Programs and results
What we aim to solve
Blue Ridge Health seeks to provide quality affordable health care to all who need it, regardless of their ability to pay.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Family Medicine
The health of our patients is our top priority. BRCHS provides primary and preventive healthcare services, including treatment of acute illnesses; management of chronic illnesses; annual physical exams and immunizations for children and adults; pap smears; perinatal care; as well as laboratory, x-ray and dietician services.
By choosing BRCHS as a permanent medical home, patients have their own dedicated, board-certified physician along with a medical team designed to support the patient’s health goals and keep them on the path to wellness. Patients can also access other BRCHS services such as dental, behavioral health and pharmacy, making our health centers a one-stop shop of truly integrated care.
Dentistry
Oral health services are a critical component in keeping our patients healthy. Poor oral health and untreated oral diseases and conditions can have a significant impact on quality of life. In many cases, the condition of the mouth mirrors the condition of the body as a whole. More than 90 percent of all systemic diseases have oral manifestations, meaning dental providers may be the first health care provider to diagnose a health problem.
Through providing comprehensive dental services, BRCHS was able to increase awareness of the importance of oral health, help patients adopt preventive dental plans and offer access to those most in need in the community.
Behavioral Health
Access to behavioral health care remains a challenge throughout the state of North Carolina and the counties we serve. Many private behavioral health providers do not accept the uninsured. As a result, BRCHS is one of the only safety net providers for patients with behavioral health issues.
BRCHS offers a complete range of support groups and individual counseling services. Our board-certified psychiatrists and skilled counselors work together with medical providers to diagnose and treat a variety of conditions from anxiety and depression to addiction. Both of our psychiatrists specialize in addiction treatment, with one specializing in child and adolescent psychiatry as well.
Pharmacy
In the past, many BRCHS patients faced very real barriers to accessing medications. Those barriers included affordability, distance to a pharmacy, transportation and language. Today, all BRCHS patients have access to pharmacy services at all eight locations. And, patients at Blue Ridge Health Center are able to obtain their prescription at the same time and place as their medical visit, which helps improve adherence to medication treatment plans. Having an in-house pharmacy also improves the overall quality of our health services with pharmacists and medical, dental and behavioral health providers available to consult immediately with one another if there is a question or issue with a treatment plan. Additionally, patients have access to medications through the 340B discounted drug program. This program allows BRCHS purchase outpatient drugs at discounted prices.
School Based Health Centers
School Based Health Centers (SBHCs) have become an important method of health care delivery for over 2,000 children in Henderson County. They create an environment of service coordination and collaboration that addresses the health needs and well-being of students with health disparities or poor access to health care services, effectively establishing a medical and behavioral health practice within school walls.
Many children in Henderson County schools have barriers to receiving basic health care which include poverty, lack of insurance, lack of transportation and language barriers. These children also come from families where the parents are also not insured and little emphasis can be placed on preventive health care due to this lack of coverage. Medical attention is often only sought in a crisis situation, which many times could have been avoided with access to primary care.
SBHCs are the result of a collaboration between BRCHS and Henderson County Public Schools. The school system provides the physical space for the centers and BRCHS provides comprehensive nursing, medical, behavioral health and nutrition services.
Community Outreach & Health Education
As a Community Health Center, we are committed to making affordable health care accessible for all of our neighbors. Our outreach services are designed to meet you where you need us – at home, at work or in the community. BRCHS offers: Health education, Health screenings, Interpreting and translation, Case management, Referrals, Assistance accessing community resources.
A great example of our commitment to reaching out to those most in need in our region is Clínica en el Campo (Clinic in the Field) a mobile clinic specifically for Migrant Seasonal Farm Workers. This collaboration brings health screenings, BRCHS medical and dental providers along with medical residents and pharmacy services to farm worker housing locations.
Where we work
External reviews
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of people who received clinical mental health care
This metric is no longer tracked.Totals By Year
Related Program
Behavioral Health
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?
GOAL 1: BRCHS supports and partners with its employees to become an “Employer of Choice".
GOAL 2: BRCHS provides safe, efficient, high-quality patient centered services at every point of care. GOAL 3: Maintain cash reserve at 90 days through effective cost and cash management systems.
GOAL 4: BRCHS is recognized as a preferred provider of affordable, quality care that attracts patients as well as community stakeholders.
GOAL 5: BRCHS uses a systematic approach to business development for expansion to new geographic areas, new access points, and new and expanded service lines.
What are the organization's key strategies for making this happen?
GOAL 1
Recruit a professional workforce.
Retain a professional workforce.
GOAL 2 Increase quality and quantity of patient education at every point of care.
Implement consistent measurement and communication of quality outcomes.
Improve accessibility for all patients across all service lines.
Improve integration of care and timely coordination within service lines.
GOAL 3
Maintain cash reserve at 90 days through effective cost and cash management systems.
Optimize collections, including point of sale, insurance, and other accounts receivable.
Develop a immediate financial action plan to maintain programs in the event there are significant revenue reductions in grants, patient revenue, or other outside sources
Improve financial viability of all service lines.
GOAL 4
Increase community's awareness of BRCHS services.
Develop brand recognition in the community that is synonymous with quality people and programs in health care.
Develop a strong community health advocacy network.
Engage regional and local philanthropic stakeholders.
GOAL 5
Develop a systematic approach to the development of new service lines.
Expand services in western North Carolina counties.
What are the organization's capabilities for doing this?
Leadership Team Meets weekly for a strategy discussion that includes a items as they relate to the strategic plan. Through these meetings and status checks with staff directors progress is tracked. At the end of each fiscal year staff directors and the leadership teams performance is measured with the strategic plan in mind. In addition to satisy the Federal Grant requirements specific measures must be tracked. We do this through the UDS. The Uniform Data System (UDS) is a standardized reporting system that provides consistent information about health centers.
The UDS includes:
■ The number and socio-demographic
characteristics of people served.
■ Types and quantities of services provided.
■ Counts of staff who provide these services.
■ Information about the quality of care
provided to patients.
■ Cost and efficiency data relative to the
delivery of services.
■ Sources and amounts of health center
income.
What have they accomplished so far and what's next?
Blue Ridge Health currently has 19 practice locations in 8 western North Carolina counties with plans to expand into one additional county in 2021.
Across all service lines in 2020 Blue Ridge Health provided care through 186,926 patients visits to 42,537 individual patients. With the addition of a minimum of 2 additional sites planned for 2021 this number will continue to grow.
Service lines include family medicine, pediatric medicine, dentistry, mobile dental, behavioral health, substance abuse disorder counseling, pharmacy, school based health, nutrition, pregnancy care, patient navigation, and health education and outreach.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
2.73
Months of cash in 2022 info
5.7
Fringe rate in 2022 info
22%
Funding sources info
Assets & liabilities info
Financial data
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
Revenue & expensesFiscal Year: Apr 01 - Mar 31
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
Balance sheetFiscal Year: Apr 01 - Mar 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: Apr 01 - Mar 31
This snapshot of BLUE RIDGE COMMUNITY HEALTH SERVICES INC’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.
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Business model indicators
| Profitability info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $1,111,856 | $533,105 | -$8,287 | $9,000,251 | $11,832,705 |
| As % of expenses | 4.7% | 1.9% | 0.0% | 28.3% | 30.7% |
| Unrestricted surplus (deficit) after depreciation | $730,075 | $85,874 | -$736,320 | $8,266,697 | $11,026,274 |
| As % of expenses | 3.0% | 0.3% | -2.3% | 25.4% | 28.1% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $24,290,896 | $29,163,916 | $31,433,667 | $40,822,603 | $50,334,555 |
| Total revenue, % change over prior year | 10.1% | 20.1% | 7.8% | 29.9% | 23.3% |
| Program services revenue | 58.5% | 59.6% | 67.6% | 60.3% | 60.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Government grants | 33.9% | 27.9% | 27.9% | 33.3% | 34.6% |
| All other grants and contributions | 7.2% | 12.1% | 4.2% | 6.3% | 4.5% |
| Other revenue | 0.3% | 0.3% | 0.3% | 0.1% | 0.0% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $23,579,040 | $28,630,811 | $31,441,954 | $31,822,352 | $38,501,850 |
| Total expenses, % change over prior year | 27.8% | 21.4% | 9.8% | 1.2% | 21.0% |
| Personnel | 68.5% | 67.3% | 70.0% | 69.3% | 68.2% |
| Professional fees | 9.7% | 7.4% | 11.3% | 5.7% | 4.9% |
| Occupancy | 3.7% | 5.8% | 3.1% | 2.7% | 2.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.1% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 18.2% | 19.4% | 15.6% | 22.2% | 23.9% |
| Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $23,960,821 | $29,078,042 | $32,169,987 | $32,555,906 | $39,308,281 |
| One month of savings | $1,964,920 | $2,385,901 | $2,620,163 | $2,651,863 | $3,208,488 |
| Debt principal payment | $0 | $0 | $0 | $0 | $1,538,639 |
| Fixed asset additions | $913,170 | $3,191,678 | $910,724 | $1,596,412 | $3,548,577 |
| Total full costs (estimated) | $26,838,911 | $34,655,621 | $35,700,874 | $36,804,181 | $47,603,985 |
Capital structure indicators
| Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Months of cash | 0.8 | 0.6 | 0.4 | 3.4 | 5.7 |
| Months of cash and investments | 0.8 | 0.6 | 0.4 | 3.4 | 5.7 |
| Months of estimated liquid unrestricted net assets | 0.9 | 0.6 | 0.3 | 2.9 | 5.7 |
| Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|---|
| Cash | $1,600,835 | $1,390,456 | $937,707 | $8,949,819 | $18,373,355 |
| Investments | $7,500 | $7,500 | $7,500 | $7,500 | $7,500 |
| Receivables | $1,508,360 | $1,930,603 | $2,438,430 | $4,721,321 | $3,565,317 |
| Gross land, buildings, equipment (LBE) | $12,966,119 | $16,390,260 | $17,284,799 | $18,856,019 | $22,402,212 |
| Accumulated depreciation (as a % of LBE) | 25.9% | 24.6% | 27.5% | 29.0% | 28.0% |
| Liabilities (as a % of assets) | 24.6% | 38.4% | 41.7% | 32.4% | 20.5% |
| Unrestricted net assets | $9,778,826 | $9,864,700 | $9,128,380 | $17,395,077 | $28,421,351 |
| Temporarily restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
| Total restricted net assets | $0 | $0 | $399,964 | $1,239,618 | $2,307,371 |
| Total net assets | $9,778,826 | $9,864,700 | $9,528,344 | $18,634,695 | $30,728,722 |
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
Dr. Richard Hudspeth
Richard Hudspeth, MD
Chief Executive Officer/Chief Medical Officer
Dr. Hudspeth joined Blue Ridge Health as CMO in May 2015 and became CEO in April 2016. He completed his BA at Duke University, his MD at University of North Carolina School of Medicine, his Family Medicine residency at University of Cincinnati and an Obstetrics Fellowship at the University of Utah. Before joining BRH, Dr. Hudspeth served as Associate Medical Director at CHCs, Inc. in Salt Lake City Utah, residency faculty at the MAHEC Hendersonville Family Medicine Residency Program and as Medical Director for Community Care of Western NC.
Chief Financial Officer
Brain Morton
Number of employees
Source: IRS Form 990
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
Highest paid employeesSOURCE: IRS Form 990
Compensation data
BLUE RIDGE COMMUNITY HEALTH SERVICES INC
Board of directorsas of 06/08/2023
Board of directors data
Mr.. Josh Kennedy
Polk County DHHS
Term: 2020 - 2022
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
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? No -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? No -
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? No -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? No -
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Sexual orientation
No data
Disability
No data
Contractors
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