Community Health Center University
Developing the next generation of Virginia's health center leaders
The VCHA Community Health Center University (CHCU) leadership program, hosted in partnership with the University of Richmond and the Virginia Association of Free Clinics, targets emerging leaders from Community Health Centers (CHCs), lookalike centers, and free clinics in the Commonwealth of Virginia.
Throughout the year-long program, participants gain experience through a curriculum of seminars and practical activities tailored to the CHC setting. Every monthly learning session and one-to-one leadership coaching session is developed and delivered by expert coaches from a full range of healthcare administration backgrounds. Admitted as a cohort, participants gain a network of peers and mentors for their time in the program and beyond.
The CHCU program is designed to cultivate a range of leadership skills essential to community health center development, from evaluation and compliance to strategy and growth. CHCU graduates are empowered to bring their skills and leadership back to their CHC to build and strengthen their organization, its mission, and its impact.
The application period for the 2026 Cohort is August 8, 2025 – October 15, 2025.
Differences in managing vs. leading
Developing an organizational value strategy
Demonstrating the value of Community Health Centers to key stakeholders
Practicing and promoting positive leadership across their organization
Practicing and promoting positive management in their daily work
Program Details
Applications are open to staff of Virginia FQHCs, lookalikes, and free clinics. As CHCU is a program for emerging leaders, applicants should not be long-tenured members of their organization’s C-suite. (C-suite members new to the FQHC or free clinic space may be considered.)
The application period for the 2026 Cohort is August 8, 2025 – October 15, 2025.
Each year, 20 individuals are selected to participate in the program. A one-year commitment is required.
The one-year commitment includes:
- Attendance in 10 one-to-one coaching sessions. *
- Attendance in all 11 in-person learning sessions. **
- Completion of a Capstone project.
- April check in call with VCHA CHCU Director.
- Video introduction of each participant.
*All coaching sessions must be attended. If a need arises to cancel/reschedule, 24-hour notice is required to be provided to your coach, and it will be the participant’s responsibility to reach out and reschedule. Completion of the program is dependent on 10 sessions of one-to-one coaching.
**Learning sessions are mandatory. All participants must attend all sessions. Completion of the program is dependent on attendance.
***Emergencies (illness, death, etc.) will be reviewed by the program director and excused when applicable.
Program Value
Costs to Participants
The program is valued at $8,300 – and is offered at no cost to you, if accepted.
Additionally, lunch and snacks at learning sessions are provided.
Travel to each monthly in-person learning session and incidentals will need to be covered by your organization. Hotel blocks will be available for each session at a discounted rate.
Orientation, the Capstone presentation, and all monthly learning sessions are delivered in-person on the University of Richmond campus.
Explore the final 2026 schedule here!
Exact session dates coming this fall.
Completion of 11 modules, 10 coaching sessions, and a capstone project earns students a University of Richmond Certificate*, 8 CEUs, and a University of Richmond digital badge*.
*Certificate and digital badge are co-branded VCHA and UR.
Orientation and Reception
Thursday, January 29, 2026.
- Introduction to the program
- Expectation-setting for the year
- Social reception and networking
Module 1: Leading Change
Friday, January 30, 2026.
Led by Dr. Jessica Flanigan.
- Understanding the differences between managers and leaders
- Identifying and explaining different leadership types
- Determining how one knows if they are a leader
- Learning to lead from any position
- Making the transition to leadership
- Applying leadership principles to relevant case studies
Module 2: Challenges to FQHCs
Friday, February 20, 2026.
Led by Dr. Angela Taylor.
- Discussing the reality of leading in an FQHC
- Understanding policy issues impacting FQHCs (340B, for example)
- Understanding the impact from outside influences that affect FQHCs
- Navigating the complex challenges faced by FQHCs
- Financial instability
- Workforce shortages
- Healthcare access barriers
- Integration of health information technology
- Complexity of the policy and regulatory landscape affecting FQHCs
- Fundraising
Module 3: Strategic Thinking and Planning
Friday, March 27, 2026.
Led by Cindy Watts.
- Understanding the strategic thinking perspective and its importance to your organization
- Creating a strategic plan
- Understanding considerations to strategic planning – road bumps, detours, and traffic jams
- Understanding outside influences
Module 4: Program Evaluation
Friday, April 17, 2026.
Led by Trina Willard.
- Understanding basic evaluation concepts
- Developing practical evaluation skills
- Using accessible research methods
- Evaluating FQHC program impact
- Communicating results effectively
- Understanding ethical considerations
- Supporting program improvement
Module 5: Introduction to Health Care Regulation and Compliance
Friday, May 15, 2026.
Led by Rachel Suddarth.
- Understanding the HR and Legal perspectives in FQHC settings
- Discussing ethical issues and working through practice scenarios
- Understanding legal compliance
Module 6: Trauma Informed Care and Resilience
Friday, June 26, 2026.
Led by John Richardson-Lauve.
- Understanding Trauma Informed Care (TIC) and its importance
- Working within a TIC Framework, in an HC system, post-COVID
- Identifying and understanding resilience
- Identifying and understanding the importance of Adverse Childhood Experiences (ACEs) and how they affect individuals, families, health, and food security
- Through personal stories, identifying resilience and how it can be applied
Module 7: Planning and Budgeting
TENTATIVE: Thursday, July 16 and Friday, July 17, 2026.
Led by Nathan Carroll and Saleema Karim.
- Planning and budgeting within an FQHC environment
- Budgeting at every level of leadership
- Understanding FQHC financial models
Module 8: From Data to Action: Leveraging Data for Decision Making
Friday, August 21, 2026.
Led by Jim Morrison.
- Finding, retrieving, and applying valid data
- Using data and metrics to guide decision-making
- Applying metrics in daily and overall decision making
- Understanding when data impacts your system negatively and how to address/manage those situations
- Understanding the evolving role of AI and Data
Module 9: Communications
Friday, September 11, 2026.
Led by Sunni Brown.
- Having different types of difficult conversations
- Identifying and understanding effective advocacy.
- Tailoring presentations to differing audiences
- Learning basic guidelines for talking to the press
- Developing negotiating skills
- Navigating social media
Select participants will participate in on-camera interviews and receive peer and faculty feedback.
Module 10: Dealing with Disruption
Friday, October 9, 2026.
Led by Mary Lynn Lunn.
- Identifying the role of CHC’s – Proximity, voice, education, access, care, channel to specialized care, overflow from other providers (Mental Health, SUDs, post-ED care.)
- Working with the constant disruption of staffing issues, financial stress, and the ever-changing, diverse needs of differing populations
- Understanding a range of disruptions – pandemic, mass casualty events, mental health crisis, etc.
- Understanding universal needs
- Creating a toolkit/practice model for dealing with disruption, including leadership skills, observational skills, nimbleness, infrastructure, communication, enhanced FQHC equity, community relationships, financial systems, and payment models
- Understanding positive disruption
Module 11: Future of Healthcare
TENTATIVE: Friday, November 13, 2026.
Led by Rick Mayes.
- Understanding issues in the FQHC space, including Cost Control, “Big Med” and the consequences of integration, consolidation, and private equity in FQHCs, as well as leading change with this knowledge
- Understanding collective bargaining and strikes among FQHC workers
- Creatively engaging frontline clinicians to improve performance, morale, and retention.
- Understanding the importance of value-based care
Capstone Presentation and Certificate Ceremony
Thursday, December 10 and Friday, December 11, 2026.
Capstone presentations take place during a celebratory dinner on Thursday evening; the certificate ceremony is held on Friday morning at the University of Richmond campus.
Being selected for the CHCU cohort has been an incredible honor. Initially, I felt intimidated joining a group of highly educated and accomplished professionals, especially as a new HR assistant with no direct leadership experience. However, the program has been transformative. I've gained valuable insights into leadership, discovered more about myself, and built a supportive network. The curriculum—from ACEs and strategic planning to mass media communication and finance—has enriched my preparation for effective leadership. Paula, my coach, has been a fantastic guide, pushing me out of my comfort zone and inspiring new ideas, professionally and personally. Each class and coaching session has offered a profound opportunity for growth. I am thankful that I have been given this opportunity!
This has truly been a rewarding experience, from the EQi and learning more about myself as a leader and areas for improvement and even accepting that I needed improvement in areas I did not agree with in the beginning. The skills learned during the sessions will continue to guide me in my work life and personal life. I will continue to focus on communication, being more assertive, and showing up as an impactful leader.
Perhaps the most valuable aspect of the coaching experience has been related to aligning my professional pursuits with my personal ethics and values, which has resulted in significant changes within my career. I am extremely grateful for the way in which my coach was inquisitive about the goals that I had set for myself and the ways in which I honed my communication skills with others among my respective teams.
