Foundation Leadership
Twenty-five years ago, Greensboro was at an inflection point.
Young people were leaving. Legacy industries in textiles, furniture and tobacco were shrinking or relocating. Students graduated from local high schools and colleges and built their futures elsewhere.
The city was not failing. But it was drifting.
Bill Hemphill, the founder, President and CEO of United Guarantee Corporation, was concerned about this. As a Cemala Foundation board member, he challenged board members and Priscilla Taylor, executive director of The Cemala Foundation, to “do something” about the loss of jobs the city was facing.
Taylor took Hemphill’s advice and requested a meeting with Jim Melvin, president of The Joseph M. Bryan Foundation and Richard (Skip) Moore, president of The Weaver Foundation. One meeting turned into several and soon, Action Greensboro was born.
Scan the QR code to watch Hemphill’s message.
If you ask me, the foundations simply stepped forward when nobody else was,”
— Jim
Melvin
told the Greensboro News and Record, October 28, 2001
Walker Sanders, president of the Community Foundation of Greater Greensboro, says these leaders made an extraordinary, complementary trio.
“Skip provided the organizational structure, Priscilla led the community engagement and Jim was the visionary and inspirational leader who brought everyone together,” Sanders says. “They made an incredible team that played off each other’s strengths.”
Moore remembers this as an exciting time to be involved in community-building and working with other foundations.
“Greensboro has become nationally known as a model for cooperative philanthropic, business, and public involvement and volunteerism,” Moore
says. “We can be proud of the way it was carried out and of the foundations’ leadership. While each foundation was pursuing its goals and activities, coming together and creating Action Greensboro leveraged a much bigger program and result. I was honored to be a part of it all.”
During their early meetings, this question drove a lot of The Cemala Foundation conversations: What would it take to secure Greensboro’s long-term economic future?
But Hemphill challenged the group to think bigger than this question alone.
“Bill Hemphill urged local philanthropy to be bold, take risks and have courage because the community needs you,” says Ed Kitchen, president of the Joseph M. Bryan Foundation. “Greensboro needed a stronger business climate. It needed to attract and retain talent. It needed to become a place where people wanted to build a life, not just hold a job.”
Hemphill’s call sparked a broader collaboration that added four more foundations: The Community Foundation of Greater Greensboro, The Tannenbaum-Sternberger Foundation, the TOLEO Foundation and The Moses Cone-Wesley Long Community Health Foundation (now the Cone Health Foundation).
12 BIG ACCOMPLISHMENTS IN 5 YEARS
Funded the McKinsey Report, creating a shared economic blueprint that led to the formation of Action Greensboro.
Created and launched the Center City Master Plan, including the Downtown Greenway, Center City Park and the baseball stadium.
Mobilized 184 cross-sector leaders to Chattanooga and secured $34 million in private pledges to accelerate downtown investment.
Opened First Horizon Baseball Park, anchoring downtown revitalization and signaling renewed private-sector confidence.
Established a full-time staff and office to formalize a new foundation-led civic collaboration model.
Launched a downtown housing incentive program that catalyzed early residential redevelopment projects.
Jim Melvin, Priscilla Taylor and Skip Moore
How Action Greensboro Got Started
This collaboration laid the groundwork for Action Greensboro in 2000, formally launching in 2001. For the first ten years, the foundation leaders met every Wednesday at 8 a.m. for two hours.
As these community leaders convened, they realized their efforts wouldn’t be successful until they understood Greensboro’s needs and the businesses they hoped to attract.
Bill didn’t start this with the idea of, ‘let’s build a baseball stadium or performing arts center,’” Kitchen says. “He was concerned about the long-term picture of Greensboro and the trajectory of the community.”
The foundations funded a study by global management consulting firm, McKinsey & Company, which examined Greensboro’s economic performance, future outlook, factors affecting private employers’ success and the city’s capacity to influence its economic destiny.
The study showed that Greensboro was performing slightly better than peer cities in the Southeast, but maintaining economic prosperity would require sustained commitment from business and civic leaders.
With that knowledge, the foundations invited a group of more than 184 cross-sector community leaders on a trip to Chattanooga, Tennessee, a similar-sized city, which had undergone a transformation centered on cleaning up the Tennessee River. Reactions to the trip and eagerness to do something different, led the foundations to establish Action Greensboro in 2001.
Action Greensboro opened its office on South Elm Street and hired full-time staff members. Susan Shore Schwartz served as Action Greensboro’s executive director from 2001 to 2006.
Invested in a three-year, $1 million branding campaign to position Greensboro as a “Great Place to Connect.”
Created scholarships and leadership pathways to build a stronger educator pipeline for Guilford County Schools.
Strengthened entrepreneurship by expanding the Nussbaum Center and funding minority business and tech commercialization initiatives.
Hired a young professionals coordinator and launched synerG Young Professionals.
Launched the Commitment to Excellence initiative, investing $5 million to strengthen public schools and reduce the achievement gap.
Advanced early planning for a citywide greenway and bi-pedestrian network, laying groundwork for the Downtown Greenway.
Susan Schwartz and Nathan Jameson
Six task forces led by business and civic leaders and comprised of community volunteers were established to address Small Business Development & Entrepreneurship, Business Retention & Recruitment, Young Professionals, Brand & Image, Public Education and Center City Revitalization. In February of 2002, their work led to Action Greensboro’s report, “Recommendation for Breaking New Ground.” The action steps’ total costs were estimated to be $36,705,000, which the foundations agreed to fund. These investments initially catalyzed more than $70,000,000 of private investment. Since Action Greensboro began, the level of private investments has exceeded $1 billion.
During its first year, Action Greensboro created and began implementation of the Center City Master Plan, a $750,000 project to identify potential investments in downtown locations such as the Downtown Greenway, Center City Park and the baseball stadium. Action Greensboro became the catalyst behind many projects, including: downtown housing growth; bringing the National Folk Festival to Greensboro; offering multiple programs for attracting and retaining young talent; and promoting and rewarding excellence in education.
Action Greensboro came about at a time when Greensboro needed a spark to ignite the community into action,” Walker Sanders says. “Our traditional
industries, textiles, tobacco, insurance and other manufacturing companies were in a crisis and the foundations coming together provided a bridge that helped direct a new path for the future growth of the community.”
In 2007, Action Greensboro’s collaborative leadership approach was nationally recognized with the Council on Foundation’s inaugural Distinguished Grantmaker Award. Created to honor the philanthropic sector’s outstanding contributions and commitment to elevating the field, the award validated the collaborative model established by the foundations that came together to form Action Greensboro.
Susan Shumaker, president of the Cone Health Foundation, joined in 2010. She has fond memories of bringing the group together and facilitating conversations with foundation leaders who had different perspectives on multiple issues. Sometimes, Shumaker said it felt like she was “herding cats,” but the majority of the conversations were spirited and productive.
We are so fortunate in Greensboro to have as many foundations as we have,” Shumaker says. “It’s unheard of, especially for a city our size.”
“It has been a real gift to the community to have a flexible, separate organization that can get its hands dirty, think big and execute.”
Susan Shumaker
Getting the foundations together was a “genius idea,” Schwartz says.
I don’t know of any other community that does this,” Schwartz says. “None of us has billions of dollars. But together, to start things off, we were able to fund more than $37 million of projects and initiatives that have greatly improved our city.”
Kitchen agrees.
“As foundations in the community, we’ve filled a gap that used to be led by and occupied by the business community,” Kitchen says. “Foundations have discretionary resources. We can make decisions, take risks and do the things that people in the business community used to do.”
Kevin H. Gray, executive director of the TannenbaumSternberger Foundation, says that by realizing the one common goal of all the foundations, they came together to make Greensboro a better place for all.
“Setting aside our differences, we have come together year after year to support an organization that has had a galvanizing effect on this community,” Gray says.
As we commemorate Action Greensboro’s 25th anniversary, we invite the reader to explore all the ways the organization works to improve our community. Over the following pages, we’ll share some of Action Greensboro’s biggest successes and outline the vision for Greensboro’s future.
“Everything Action Greensboro puts their fingerprints on flourishes,” Shumaker says. “We know how to create magic.”
Creative Character and Downtown Momentum
By the early 2000s, Greensboro’s vision for a revitalized downtown was beginning to take shape. Public investments, new restaurants, housing, and cultural projects were starting to transform the city center from a quiet business district into a place where people could live, gather, and spend time beyond the workday.
In 2003, Action Greensboro invited urban studies author Richard Florida to Greensboro for a multi-day visit and lecture series. Florida’s ideas about the “creative class” emphasized that cities that cultivate arts, culture, outdoor spaces, and lively street life are more likely to attract talent and new industries. Following the visit, Action Greensboro launched the Creative Character Initiative, encouraging Greensboro to lean into innovation, design, arts and entrepreneurship as economic drivers.
Susan Shore Schwartz
Artist, Darlene J. McClinton
At the same time, momentum downtown was building. Construction began on the $12 million Center City Park, one of the key public investments envisioned in the Center City Master Plan. Voters approved a plan to allow for a new baseball stadium to be built downtown, which opened in 2005 and quickly became a gathering place for the community. Plans were also advancing for the International Civil Rights Museum, which would open in 2010 at the historic Woolworth building and draw national attention to Greensboro’s role in the civil rights movement.
Private investment followed. Natty Greene’s Brewing Company, which opened on South Elm Street in 2004, helped energize downtown’s restaurant and nightlife scene. New residential developments such as Governor’s Court Condominiums signaled growing confidence in downtown living and helped advance the long-standing vision of a 24-hour downtown.
As Action Greensboro was developing the Center City Master Plan, other philanthropists were leading and supporting the establishment of Triad Stage. The Triad Stage opened in 2002, but closed after 20 years in 2023. In 2026, six Boomerangs bought the building and reopened it as The Pyrle, a live music venue.
The Creative Character Initiative also inspired projects that celebrated Greensboro’s historic architecture and sense of place. In 2005, Action Greensboro launched the Radical Renewal initiative to restore historic architectural features on downtown buildings and inspire property owners to invest in preservation. The first project focused on 233 South Elm Street, home of Thousands of Prints, where volunteers, architects, engineers, and builders worked together to uncover and restore original design elements of the 1888 structure.
Together, these efforts marked a turning point. Greensboro was beginning to reposition itself not just as a former manufacturing center, but as a city where culture, entrepreneurship, public spaces, and downtown living could help drive the next chapter of growth.
The Pyrle Owners
IN MEMORIAM:
Jim Melvin, Bob Klepfer and Priscilla Taylor
Action Greensboro’s story is shaped by leaders who believed deeply in this community and committed themselves to its future. We honor the legacy of Jim Melvin, Bob Klepfer, and Priscilla Taylor, whose leadership, vision, and care continue to guide our work.
Jim Melvin understood the power of local philanthropic leaders working together to advance economic development and put that belief into action time and again. “Known as ‘Mr. Greensboro,’ Jim was an exceptional person,” says Barry Frank, chairman of the Stanley & Dorothy Frank Family Foundation. “Jim was strong-willed and absolutely made things happen in a variety of meaningful ways. As Mayor and working behind-the-scenes, Jim spearheaded positive and creative projects throughout his beloved Greensboro. We all live in a better place because of Jim Melvin.”
Bob Klepfer served as Executive Director of Action Greensboro from 2006 to 2007 before continuing his commitment to the organization through nearly two decades of service on the Advisory Board from 2007 to 2025, alongside his leadership as Executive Director of The Tannenbaum-Sternberger Foundation. “Bob Klepfer was a gentle and thoughtful leader who believed progress starts with understanding,” says Cecelia Thompson, executive director of Action
Greensboro. “He asked questions not to challenge, but to clarify, helping others see the path forward, often capturing his thinking in pages of careful notes. Through his leadership and long service on the Advisory Board, his steady hand and attention to detail left a lasting imprint on Action Greensboro.”
Priscilla Taylor, executive director of The Cemala Foundation, was instrumental in the earliest days of Action Greensboro. She helped lead the initial conversations that brought philanthropic leaders together to confront Greensboro’s challenges and chart a new path forward. She brought structure, discipline, and deep care for community to this work, playing a critical role in aligning partners and maintaining momentum during a formative time. Taylor was the leader in the fundraising and design of Center City Park. In fact, when she retired, she ensured that the Cemala Foundation allowed its new executive director to continue oversight of the construction of the Park until completion. “She managed the type A personalities, strived for perfection and was adept at bringing elected officials and business leaders together,” says Susan Schwartz, executive director of The Cemala Foundation. “She cared so strongly about Greensboro and getting it in a better position. Also, she kept Cemala Foundation board members informed, engaged and enthusiastic about the possibilities.”
MEET THE FOUNDATIONS
Since its founding, Action Greensboro has collaborated with many foundations and their respective directors, including:
Bell Foundation
Durant Bell (2025-present)
Cone Health Foundation
Bob Newton (2001-2009)
Susan Shumaker (2009-2026)
Edward M. Armfield, Sr. Foundation
Mindy Oakley (2024-present)
John G.B, Jr. and Jane R. Ellison Family Foundation
John Ellison and Emmy Ellison (2008-2012)
The Cemala Foundation
Priscilla Taylor (2001-2006)
Susan Shore Schwartz (2006 to present)
The Community Foundation of Greater Greensboro
Walker Sanders (2001-present)
The Earl and Kathryn Congdon Family Foundation
Joe Blosser (2026-present)
The Joseph M. Bryan Foundation
Jim Melvin (2001-2025)
Ed Kitchen (2006 to present)
The Stanley & Dorothy Frank Family Foundation
Barry Frank and Karl Anderson (2023-present)
Tannenbaum-Sternberger Foundation
Bob Klepfer (2001 - 2025)
Kevin Gray (2026 to present)
Weaver Foundation
Skip Moore (2001-2013)
The TOLEO Foundation
Kathy Levinson (2002-2010)
Phillips Foundation
Elizabeth Phillips (2014-present)
Catherine Burnett (2015-2023)
Erica Hall Shields (2023-present)
Joe Blosser, CEO of The Earl and Kathryn Congdon Family Foundation, joined Action Greensboro in 2026. He said the reason why the foundation invested in Action Greensboro was its proven track record in making transformational change throughout the region.
“While we’re a High Point-based foundation, we know our region rises and falls together, so we have to collaborate, learn from each other and support initiatives that help everyone,” Blosser says. “The Action Greensboro board has some of the most creative, forwardthinking, collaborative leaders in our region. We’re excited to partner, learn and be part of the change for the future.”
Action Greensboro welcomes foundations that are coming out of the business sector to join the board.
This expansion is a demonstration of growing wealth in different areas,” Schwartz says. “Looking ahead to the future, it’s good for us to educate each other, look to the future and figure out what we want to invest to get us there.”
In 2005, the Greensboro Chamber of Commerce restructured to unify economic development leadership, bringing Action Greensboro under the Greensboro Partnership.
When the organization returned to the Chamber name in 2016, that integrated model remained.
This alignment has given Greensboro a stronger, more unified voice, bringing together business and foundation leadership to drive long-term impact. Chamber leaders, including Pat Danahy, Deborah Hooper, and Brent Christensen, have also served on the Action Greensboro Advisory Group, reinforcing that shared commitment.
Early Childhood & Public Education
When Action Greensboro began, one of the five original committees was centered on public education.
From the start, public education stood out as one of the most important “shared priorities” because it influences everything from workforce readiness to economic mobility to community stability.
“One of the biggest drivers of economic development is education,” Schwartz says. “I want us to have the absolute best school system in North Carolina and in the Southeast.”
The fact that Action Greensboro focused so much on public education was one of the main reasons that the Cone Health Foundation joined, Shumaker says.
“Education is the number one predictor of health and longevity, so when we saw that Action Greensboro focused on that, we knew our values aligned,” Shumaker says.
While many of Action Greensboro’s early initiatives have evolved into new organizations or been absorbed into broader efforts, their impact continues to shape Greensboro today. Let’s take a look:
• Launched Commitment to Excellence, a $5 million public–private initiative to improve academic performance and reduce the achievement gap in Guilford County Schools.
• Strengthened the educator pipeline through full-tuition teaching scholarships at NC A&T and UNCG and funding for the UNCG Cohort Doctoral Program for school leaders.
• Expanded innovative Middle and Early College models, including start-up support for the Health Sciences Middle College at UNCG and the STEM Early College at NC A&T.
• Invested in classroom innovation and student achievement, including district-wide technology initiatives that increased proficiency and helped unlock additional federal funding.
• Strengthened family and community engagement in education through initiatives such as the Guilford Parent Academy and student service-learning recognition programs.
• Aligned education with workforce needs by convening higher education and business leaders through Opportunity Greensboro and launching early talent development strategies.
• Led a community-wide campaign to position Greensboro as the first Family Forward Certified Community in partnership with Family Forward NC® — mobilizing employers to adopt family-friendly workplace practices and strengthening support for working families across the local workforce.
Action Greensboro is structured to move quickly when big opportunities surface and to bring the right partners to the table at the right moment,” Thompson says.
“That made us a natural fit to support the 2020 and 2022 school bond efforts alongside Guilford County and Guilford County Schools, and to help lead the campaign to make Greensboro the first Family Forward Certified Community in partnership with Family Forward NC®. When the stakes are high and the window is short, our role is to help the community align, communicate clearly and deliver results that matter for students, families and our workforce.”
NC A&T STEM Early College at North Carolina A&T
Through Opportunity Greensboro, Action Greensboro worked with community partners to strengthen the region’s education and workforce pipeline by expanding access to high-quality STEM education. One outcome of this effort was the creation of the STEM Early College at North Carolina A&T State University, designed to prepare students for careers in science, technology, engineering, and mathematics.
Opened in 2016 on the campus of North Carolina A&T State University, the STEM Early College allows Guilford County students to complete high school while earning college credits in a university setting. The school reflects Opportunity Greensboro’s broader goal of connecting K–12 education, higher education, and workforce needs to better prepare local students for the region’s growing technology and engineering fields.
Education Advocacy
Action Greensboro has long supported efforts to strengthen public education, recognizing that strong schools are essential to the region’s economic future and quality of life. In addition to program investments, the organization has helped elevate the importance of sustained community investment in school infrastructure.
Action Greensboro supported advocacy and coalition-building efforts that contributed to the successful passage of the 2020 and 2022 Guilford County school bonds, which together secured more than $2 billion in voter-approved funding for public school construction and renovation. These investments are helping modernize facilities, improve safety, and create better learning environments for students across the county.
The bond campaigns reflected a shared community commitment to public education as critical infrastructure for Guilford County’s long-term success.
Downtown Development
In 2001, Greensboro made a decision that would define the next two decades of its downtown.
The Greensboro Center City Master Plan identified four major projects as the cornerstones of revitalization: a downtown baseball stadium, Center City Park, the Downtown Greenway, and a performing arts center and office tower.
These projects were pursued through a partnership between Action Greensboro, the City of Greensboro, and private investors, creating a shared roadmap for long-term investment in the city’s core. Each project took years to realize, but the vision established in 2001 kept momentum moving forward even as leadership, funding, and economic conditions evolved. The baseball stadium opened in 2005, followed by Center City Park in 2006. The Downtown Greenway was built in phases over two decades, celebrating its full opening in 2026.
Alongside these anchor investments, Action Greensboro also worked to advance a 24-hour vision for downtown by supporting new housing development. In 2002, The Cemala Foundation committed
$500,000 to support interest payments on completed construction of downtown housing, helping encourage the residential growth needed to bring life and activity to the center city beyond the workday.
Together, these efforts helped establish the foundation for a more active downtown where people live, work, and gather.
What this shows is that a long-range vision can reshape a city’s downtown in ways that neither government nor private investment could accomplish alone,” Thompson says.
That vision proved durable. The ballpark quickly became one of the most visited destinations in downtown, drawing hundreds of thousands of fans each year and helping reestablish a sense of momentum.
As the broader economy rebounded, private investment followed. Beginning in 2011, developers broke ground on nearby projects, including new apartment communities along Bellemeade Street that leased quickly and signaled growing demand for downtown living.
Today, First National Bank Field stands as a cornerstone of downtown’s ongoing evolution, demonstrating how a single, well-placed investment can help shift both perception and trajectory — creating not just a place to watch a game, but a platform for continued growth.
First National Bank Field
Before Bellemeade Street was filled with new housing and energy, downtown Greensboro was still searching for a catalyst.
Action Greensboro helped spark that momentum with the development of First National Bank Field, a modern downtown ballpark designed to bring people together and reintroduce activity into the city’s core.
Funded primarily by the Joseph M. Bryan Foundation with a $22.5 million investment, the stadium opened in 2005 as the home of the Greensboro Grasshoppers. More than a baseball venue, it was envisioned as a year-round gathering place, offering an accessible, family-friendly experience in the heart of the city.
Bringing Elon University School of Law to Downtown Greensboro
In the early 2000s, Action Greensboro and its partner foundations recognized that higher education could play a powerful role in strengthening downtown Greensboro and attracting young talent to the city center. Working with Elon University, community leaders helped recruit a new law school to locate in the heart of downtown.
The Bryan Foundation purchased the former Greensboro Public Library building on Friendly Avenue and made it available for the project, later transferring ownership to Elon University. Early philanthropic support from private donors, The Cemala Foundation and the TannenbaumSternberger Foundation helped launch the school. Elon University School of Law opened in 2006, bringing students, faculty, and academic life into downtown Greensboro and demonstrating how higher education could serve as a catalyst for citybuilding and talent attraction.
Center City Park
Action Greensboro raised $12 million in private funding to bring Center City Park to life, beginning with the acquisition of key downtown parcels in 2003 to create a dedicated civic green space.
The park began taking shape through a highly intentional, community-driven process. In 2003, residents were invited to participate in placemaking workshops, helping shape the vision for what would become one of Greensboro’s most defining public spaces. A temporary “Interim Park” activated the site early, giving people a chance to experience its potential and build momentum for what was to come.
In 2004, a national search led to the selection of a team of nationally recognized landscape architects and designers. Together, they crafted a park that balanced beauty, durability, and civic purpose. Signature elements — including elegant granite foundations, thoughtfully integrated public art, and carefully designed gathering spaces — created a timeless and welcoming environment in the heart of downtown.
Center City Park officially opened on December 1, 2006. Action Greensboro managed and programmed the park for its first decade, establishing it as an active, well-loved destination and demonstrating the power of strong publicprivate stewardship.
As downtown continued to evolve, a new opportunity emerged. Carolyn LeBauer, a local philanthropist, left a transformational gift to the Community Foundation of Greater Greensboro. CFGG created a community taskforce and
partnered with the City to build LeBauer Park. Then, CFGG partnered with Action Greensboro to transition Center City Park and LeBauer Park to City ownership and launch a new nonprofit, Greensboro Downtown Parks, Inc. (GDPI), to manage both parks. This next chapter ensured consistent programming, maintenance, and longterm care across Greensboro’s growing portfolio of downtown public spaces.
Today, Center City Park and LeBauer Park remain cornerstones of downtown life — places designed with intention, built with community input and sustained through collaboration.
The Downtown Greenway
Emerging from the Center City Master Plan was a bold idea: a continuous green loop encircling downtown Greensboro, designed to move like a river and connect people, places and possibility.
The Downtown Greenway was created as a way to define and expand the perceived footprint of Greensboro’s downtown. The Downtown Greenway connects eight neighborhoods and more than 100 miles of existing trails. It provides an additional means of transportation, boldly improves outdated infrastructure, creates green spaces with environmentally friendly features, and tells community history and stories through public art. Most importantly to Action Greensboro, it has catalyzed more than $600 million in private investment in and around the Downtown Greenway.
Center City Park
Woven Works Park
Action Greensboro led the planning, fundraising, community engagement and construction effort from the beginning, and created a public-private partnership with the City of Greensboro that was formalized in 2008.
Several milestones moved the project forward, including:
• Cone Health Foundation funding the Bi-Ped plan at $500,000
• The BiCentennial Commission naming the Downtown Greenway as its signature project in 2007
• The first public money invested with passage of the 2008 Transportation Bond
Ground was broken on the first section in 2009. The project required a lot of patience, including years-long negotiations with Norfolk Southern to acquire the right to convert the railroad corridor that now forms the Downtown Greenway’s Western Branch.
The Downtown Greenway is a $54 million public/ private partnership, including more than $14 million raised by Action Greensboro in private donations from foundations, businesses, and individuals; and $40 million in public funds through two local bond referendums as well as state and federal funding.
The Downtown Greenway features 40 pieces of public art. The National Endowment for the Arts took notice. When it published, “How to do Creative Placemaking,” in 2016, the Downtown Greenway was one of 13 national case studies featured for connecting neighborhoods through public art.
As a part of a transition plan anticipating completion in 2026, all of the Downtown Greenway’s programming, communications, volunteerism and education transitioned from Action Greensboro to the City of Greensboro’s Parks and Recreation Department in 2022.
The Downtown Greenway’s success is evidenced by more than $612 million in private investment made in and around the Downtown Greenway, with developers specifically citing the Downtown Greenway as a reason for their location and investment. This represents a return of more than $11.3 million for every dollar spent.
Dabney Sanders, manager of the project since 2007, says that, “Action Greensboro took a bold, ambitious vision and turned it into reality through leadership, collaboration, hard work and patience. The community embraced and supported a vision that will make an impact on Greensboro for generations to come.”
May-Bee and The Bot in the Uncanny Valley with Pete Beeman (artist), funders and City and Downtown Greenway Staff
Meeting Place
Union Square Campus
Union Square Campus in downtown Greensboro emerged from Opportunity Greensboro, an Action Greensboro initiative focused on leveraging the economic development potential of the region’s seven colleges and universities. Chaired by Ed Kitchen of the Bryan Foundation and Eric Wiseman, retired CEO of VF Corporation, the initiative brought together leaders from higher education, healthcare, business, and philanthropy to better align academic programs with regional workforce needs. As part of the effort, the group analyzed emerging industry demands and identified areas where Greensboro’s colleges and universities shared overlapping programs that could be strengthened through collaboration.
Healthcare quickly surfaced as a major opportunity. That analysis led to the creation of Union Square Campus, a shared downtown academic campus designed to support nursing and health sciences education. The first building opened in 2016 through a partnership among Cone Health, Guilford Technical Community College, North Carolina A&T State University, and the University of North Carolina at Greensboro, creating a collaborative training environment that strengthens the region’s healthcare workforce while anchoring investment in south downtown Greensboro along the Downtown Greenway.
STEVEN TANGER CENTER FOR THE PERFORMING ARTS
The concept of a performing arts center in downtown Greensboro emerged from the Center City Master Plan, though it gained real momentum years later. The project was pursued and led by the Community Foundation of Greater Greensboro, one of the Action Greensboro partner foundations, in partnership with the City of Greensboro.
Together they launched the public–private initiative to design and construct the Steven Tanger Center for the Performing Arts, a $93 million, 3,023-seat venue in downtown Greensboro. The Community Foundation established a community-wide task force to develop, design and plan for a new performing arts center and led the private fundraising effort, securing $45 million in philanthropic support, while the City of Greensboro committed $42 million through a bond funded by ticket fees and parking revenues.
The facility hosted its first public performance in September 2021, followed by its official opening in November 2021.
Ed Kitchen speaking at the Union Square Campus groundbreaking celebration.
Walker Sanders and Steven Tanger
Talent Development & Retention
For most of its first decade, Action Greensboro was known for its work with downtown revitalization. But by the mid-2000s, leadership recognized this: you can build all the restaurants and venues you want, but without people to fill them — and stay — the work doesn’t stick.
This is something that Thompson thinks about a lot as executive director of Action Greensboro. Under her leadership, Action Greensboro has expanded to include talent development, civic engagement, education and workforce initiatives.
During her tenure, she’s co-chaired two major school infrastructure bond campaigns, securing more than $2 billion for Guilford County Schools. She launched the Campus Greensboro Fellows Program, which has connected nearly 900 college students to local employers and career opportunities. She championed the Family Forward NC initiative to make Greensboro the most family-friendly city in the state.
Thompson’s goal is to make Greensboro a community of choice for people and businesses.
“When most people think about Action Greensboro, they think about all the work we did downtown,” Schwartz says. “But we’ve done so much more. With Cecelia, she’s led the way to getting us involved with civic engagement activities and building talent development and attraction programs and groups.”
synerG Young Professionals
Greensboro is home to seven primary colleges and universities, with a population of around 50,000 students. But many were leaving for Charlotte, Raleigh or their hometowns after graduation.
And for the young professionals who stayed, they felt isolated, disconnected from leadership and unsure how to plug into civic life. There was no organized network; no clear pathway from “new resident” to “community leader.”
That’s why Action Greensboro created synerG in 2001. If young adults had a place to connect, grow professionally and see a future for themselves in Greensboro, maybe they’d stay.
What began as simple networking gatherings quickly grew into something more meaningful. By 2015, synerG was offering the Lead Your City leadership program, hosting synerG On Tap monthly events, and creating opportunities that positioned civic engagement as an important part of professional growth.
Within just a few years, synerG alumni were stepping into leadership roles across the community. Graduates of the program now serve in elected office, on government boards and commissions, and
on nonprofit boards, helping shape decisions that affect the future of Greensboro.
In 2018, synerG launched the Young Professional Educator Academy (YPEA) because Action Greensboro saw that Guilford County Schools was struggling to keep early-career teachers engaged. High turnover meant students lost continuity and schools lost institutional knowledge. YPEA continues to support teachers with professional development, mentorship and community connection.
Today, synerG continues to grow in participation and evolve its programming to meet the needs of young professionals. New offerings like the Remote Coworker Club and Grow Groups create more ways for people to connect, build community, and engage in Greensboro in ways that fit how they live and work.
synerG Young Professionals
Greensboro Boomerang, Tristan Bailey
Boomerang Greensboro
Action Greensboro launched Boomerang Greensboro with a specific target: former residents. People who grew up in Greensboro or attended college here already understood the community. They often had family nearby, emotional connections and long-term commitment when they returned.
The strategy was personal. Instead of generic marketing, Boomerang offered 30-minute phone calls with Action Greensboro staff who listened to what families needed — schools, neighborhoods, job connections — and matched them with Greensboro resources.
“Our ‘secret sauce’ is our willingness to have a conversation with people and to tailor what their needs are to what Greensboro can offer to them,” Thompson says.
Campus Greensboro Fellows Program
In 2016, Action Greensboro, alongside local business leaders and higher education partners, launched the Fellows Program to bridge the gap between students and the local workplace.
The Campus Greensboro Fellows Program was started by Opportunity Greensboro, a collaboration of local CEOs and presidents of the city’s seven colleges and universities. The program gave students more than work experience. It offered leadership training, networking opportunities and
In a 30-minute phone call, we can better understand what they’re looking for and how we can support them in making their transition back to Greensboro.” said Thompson.
The approach worked. Since 2019, 100+ families have returned to Greensboro. In 2024, the campaign won Best Communication Strategy for Economic Development at the City Nation Place Global Awards in London, beating initiatives from Estonia, Copenhagen and Moldova.
“Boomerang Greensboro has brought talented professionals home across industries and neighborhoods, strengthening our workforce and civic life,” says Mindy Oakley, executive director of the Edward M. Armfield Foundation. “Just as important, it has sparked a renewed sense of pride in Greensboro — reminding us that this is a place people are proud to come home to.”
a chance to explore Greensboro as a place to live; not just attend school. When students built relationships with local employers and understood what the city offered, they reconsidered leaving.
Since its launch, Campus Greensboro has hosted nearly 1,000 Fellows, connecting students with local employers through industry-driven professional development.
More than 40% of Fellows have remained in the Guilford County workforce, creating measurable economic impact for the region.
“Our goal has always been simple: help students build meaningful connections with employers and the community so they can picture a future for themselves here in our region,” says Bramley Crisco, Action Greensboro’s director of talent development.
Campus Greensboro Fellows from NC A&T State University
Civic Engagement
Civic engagement is a defining pillar of Action Greensboro’s work. Building on the original McKinsey report that helped us better understand the economic and educational health of our community, we have continued to let research guide our work and shape public conversation.
Bob Klepfer, a past executive director of Action Greensboro and the executive director of the Tannenbaum Sternberger Foundation served on the Action Greensboro advisory board for many years. This is what he said about Action Greensboro’s civic impact:
Action Greensboro has been the catalyst of a tremendous attitude turnover in Greensboro, replacing ‘can’t do’ with ‘can do.’”
The 2021–22 Financial Capacity Study gave Greensboro and Guilford County a view of local government financial health, long-term revenue trends, fiscal resilience and the community’s ability to sustain essential public services amid demographic and economic change. Its purpose was practical: equip civic and business leaders with fact-based context for conversations about public investment, budget priorities and infrastructure needs.
In 2025, we expanded this foundation through the Community Vitals Report and the Pre-K to 12 Public Education Report. These reports shared a comprehensive look at workforce trends, mobility, early childhood access and student outcomes. Together, these reports establish a shared fact base to guide long-term progress.
In 2026, Action Greensboro deepened this commitment by hiring the organization’s first director of civic and community engagement. The role will lead efforts to connect Guilford County residents to the data, decisions and opportunities that shape our community. The role is to encourage people to volunteer, join boards, run for office and serve as community leaders.
2024 Talent and Workplace Survey release breakfast
Entrepreneurship
Aligning Talent with Industry Needs
Since 2015, Action Greensboro has worked to align workforce needs, national and local economic trends, and education systems to ensure the region’s talent pipeline keeps pace with employer demand. Through the Triad Talent Alignment Strategy, Action Greensboro partnered with chambers of commerce and economic development organizations across the region to commission and manage a regional talent market study. The work examined emerging industry growth, particularly in advanced manufacturing, and strengthened alignment among K–12 schools, community colleges, universities, and employers across the Triad.
Action Greensboro also conducts an Annual Talent and Workplace Survey with local employers to identify current skill gaps and workforce challenges. These findings are shared with community leaders and education partners to help ensure that schools, colleges, and training programs remain aligned with the skills and credentials employers need. Together, these efforts help position Greensboro’s workforce to meet both current industry demands and future economic opportunities.
Entrepreneurship has long been a core part of Action Greensboro’s work to strengthen the local economy. With hundreds of small businesses driving growth across the city, the organization has invested in programs that help founders start, scale, and remain in Greensboro.
One early investment supported the Nussbaum Center for Entrepreneurship, where Action Greensboro contributed nearly $495,000 to the Technology Outreach at Nussbaum (TON) program. TON provided technology commercialization assistance, business counseling, patent searches, and market research at no cost to entrepreneurs in the region.
Action Greensboro also helped launch the Piedmont Triad Entrepreneurial Network (PTEN), investing more than $1.8 million in the initiative. PTEN connected entrepreneurs with mentoring, networking, capital access, and business plan competitions. Through its Growth Accelerator competition, early ventures including Aqualutions, ClearTechnics International, and AudioFusion each received $30,000 to help move their ideas to market.
Over time, Action Greensboro expanded its support for the startup ecosystem through efforts such as the Inception Micro Angel Fund, the launch of co//ab with Elon University School of Law and the Greensboro Chamber, and the Made in Greensboro campaign, which celebrates local entrepreneurs and innovators.
Looking Ahead
Twenty-five years ago, local foundations chose action over inertia. That choice changed Greensboro.
It helped build places, programs and partnerships that continue to shape daily life across our community.
The impact of that work is seen in the investments and finished projects, but also in the momentum and confidence it helped create across the city.
Action Greensboro has never had more partners working alongside us,”
says Mindy Oakley, executive director of the Edward M. Armfield Foundation. “Our reputation for getting things done, combined with an extraordinary staff, has made us a trusted partner to the city, schools, businesses, nonprofits and civic leaders across Greensboro. The past 25 years have given us invaluable experience in leadership, collaboration and community building — a foundation that will guide our work as we help shape Greensboro’s next chapter.”
DIRECTORS
Susan Shore Schwartz (2001 to 2006)
Bob Klepfer (2006-2007)
April Harris (2007-2013)
Cecelia Thompson (2014-Present)
Mindy Oakley
Looking ahead, Action Greensboro will remain focused on the work that will matter most for Greensboro’s future: strengthening the pipeline from early childhood to career, attracting and retaining talent and families, stewarding the built environment and helping more residents engage in civic life. The challenges ahead are real, but so is the opportunity. Greensboro’s future is strongest when we build it together.
“What gives me confidence about the next 25 years in Greensboro is knowing that Action Greensboro will continue to be a catalyst for meaningful progress,” says Durant Bell, with the Bell Foundation. “I believe Action Greensboro will continue to champion special projects, support smart and sustainable growth and keep the longterm interests of our community at the center of decision-making. Its leadership, collaboration and commitment to what’s best for Greensboro make the future not just promising, but powerful.”
REPORTS
Commissioned/Written by Action Greensboro
• 2001 McKinsey Report
• 2002 Action Greensboro Breaking New Ground
• 2002 Center City Master Plan (Cooper Carry)
• 2009 Action Greensboro Phase 2 Center City as a Robust Hub (Task Force)
• 2018 Piedmont Triad Talent Alignment Strategy
• 2019 Greensboro Guilford Financial Capacity Study
• 2022, 2023 and 2024 Guilford County Talent and Workplace Survey
• 2024 Greensboro Guilford Community Vitals Report
• 2024 Guilford County PreK to 12 Education Report
Action Greensboro 2026 Staff: Bramley Crisco, Cecelia Thompson, Sarah McGuire, Candace Martin, Dabney Sanders, Mary-Helen Kolousek and Nyila Johnson
Everything Action
Greensboro puts their fingerprints on flourishes. We know how to create magic.”
— Susan Shumaker