Page 1

Legacy of Leadership

2009 Annual Report • SERVING FORSYTH COUNTY AND NORTH CAROLINA


Moving through time

with purpose and vision… For more than six decades, the Kate B. Reynolds Charitable Trust has worked to fulfill Mrs. Reynolds’ mandate to improve the quality of life for low-income and underserved populations of North Carolinians. During her lifetime, Mrs. Reynolds was a leader in establishing and maintaining community hospitals to serve all residents of Forsyth County. She pushed for better wages and working conditions for factory workers, supported safe and affordable housing for young women, and promoted day care centers for the children of working mothers. The Trust has remained relevant through changing times by recognizing emerging needs and investing in proactive and often untried solutions, all the while, staying true to the spirit of Mrs. Reynolds’ progressive vision. The Trust is made up of two divisions, which today are known as: The Health Care Division, which receives three-fourths of the funds distributed, responds to health care and wellness needs and invests in solutions that improve the quality of health for financially needy residents of North Carolina. The Poor and Needy Division, which receives one-fourth of the funds distributed, responds to basic life needs and invests in solutions that improve the quality of life for financially needy residents of Forsyth County.

“a woman of broad sympathies and

a vision of great things.” Kate B. Reynolds as described in Sky-Land Magazine, June 1915

2 Kate B. Reynolds Charitable Trust


Contents Kate B. Reynolds Charitable Trust

2

A Vision of Great Things

2009 Annual Report

4

Letter from the Trustee Financial Statement

5 President’s Letter 6 Legacy of Leadership 10

Impact of Leadership: Then & Now •Improving Access to Primary Medical Care •Fostering Community Collaborations •Providing Care for Seniors •Promoting Maternal and Child Care •Encouraging Wellness and Healthy Living

20 2009 Grantmaking 21

Executive Advisory Council

21

Health Care Advisory Board

22 Poor and Needy Advisory Board 22 Trust Staff

Legacy of Leadership 3


[LETTER FROM THE TRUSTEE & FINANCIAL STATEMENT] Assessing our progress

through changing times It has been more than 60 years since the Kate B. Reynolds Charitable Trust was created as an advocate for the needy and underserved people of Forsyth County and North Carolina. Wachovia Bank, as Trustee, accepted responsibility for administering Mrs. Reynolds’ mandate, and each year, we assess the progress of our work. In 2009, the economic downturn forced changes in grantmaking policies and schedules that had been in place for decades. Despite the changes, the work of the Trust continued without interruption. The Trust approved 121 grants totaling approximately $24.5 million to support the work of the Health Care and Poor and Needy divisions. For a complete list of grants awarded, visit our website, www.kbr.org, and click on Current Grantees/Recent Grants. The Trust has always been fortunate to have exceptional leadership in both our staff and our advisory boards and councils to guide us through changing times. In 2009, Joyce T. Adger, Director of the Poor and Needy Division, and John H. Frank, Director of the Health Care Division, retired after long-term service. We appreciate their service. We also express appreciation to Peggy S. Joines upon completion of her term on the Poor and Needy Advisory Board, to Anna Stell “Candy” Shivers upon completion of her term as Western Region representative on the Health Care Advisory Board. We welcome Ramon Velez to the Health Care Advisory Board as the Northern Piedmont Region Representative.

8/31/09

8/31/08

Undistributed Income at Beginning of Year

1,882,381

6,911,128

Income: Dividends Interest Refunds of Prior Years' Grants

2,654,832 34,232 179,098

742,377 221,803 144,703

2,868,162

1,108,883

27,668,560

24,473,082

30,536,722

25,581,965

2,829,967 1,847,937 208,771

2,647,598 2,568,770 1,114,325

Grant Disbursements: Poor and Needy Division Health Care Division Strategic Initiative Fund

6,216,782 18,617,503 472,984

5,846,948 17,900,736 532,335

Total Expenditures

30,193,944

30,610,712

2,225,159

1,882,381

22,698,565

22,798,053

8/31/09 Market Value

8/31/08 Market Value

Total Income Other Receipts: Transfer from Principal Total Income and Other Receipts Expenditures: Administrative Expenses Trustee Fees/Expenses Federal Excise Tax

Undistributed Income at End of Year Undisbursed Grant Commitments

For more than half a century, the Trust has achieved measurable impact in improving the quality of life and the quality of health for needy North Carolinians. We commit our best efforts to continuing our work in 2010 and beyond.

King McGlaughon, Jr. SVP, Chief Philanthropic Officer, Wells Fargo Private Bank

Schedule of Investments

Equities Fixed Income Alternatives/Tangible Assets Cash/Cash Equivalents Total Assets

323,097,740 136,075,127 3,938,868 2,205,648

389,563,686 171,923,963 4,635,757 1,588,835

465,317,383

567,712,241

Summary of Income, Receipts, and Disbursements for the fiscal year ended August 31, 2009

4 Kate B. Reynolds Charitable Trust


[PRESIDENT’S FOREWORD] Learning from a

legacy of strong leadership Call it what you will: changing of the guard… turning a page… or the start of a new era. These are transformational times. Philanthropy is experiencing a generational change brought on by the retirement of thousands of baby boomers who have led charitable organizations and human services nonprofits for decades. In preparation for the turnover, many organizations are pursuing a “legacy and innovation” policy — in other words, they are attempting to blend the best practices learned from years of experience with the fresh ideas of a new generation to create dynamic synergies that will revitalize philanthropic efforts going forward. We at the Trust are a classic example, as both John Frank and Joyce Adger have recently retired, prompting turnovers in the leadership of our Health Care and Poor and Needy divisions. As we continue to work through the transitions, we would be remiss to not stop and honor them and their contributions. We have asked John and Joyce to recall earlier periods of dramatic change in the life of the Trust and to recount the decision-making processes and the key actions that helped build the Trust’s legacy of strong leadership. Excerpts from their conversations, along with short profiles that highlight Trust leadership in addressing key issues, are printed on pages 6-19. In establishing the Trust that bears her name, Mrs. Reynolds presented a clear mandate to serve North Carolinians who do not have adequate financial resources to secure their quality of life and quality of health. Although her mandate gave no easy answers about “how” to fulfill her goals, we are enlightened by her own example of perseverance and ingenuity… often stepping “outside the box” to help individuals with low wealth. Through 60 years of changing times, Trust leaders have followed her lead, making decisions that took courage and vision to fulfill the spirit of her wishes. She would ask the same of us today.

Karen McNeil-Miller President

Legacy of Leadership 5


[LEGACY OF LEADERSHIP]

Inheriting a vision is a rare privilege and an extraordinary responsibility. Since the Kate B. Reynolds Trust was established in 1947, the Trustee, advisory boards, and staff have tirelessly pursued the fulfillment of Mrs. Reynolds’ vision of improving quality of life and health for those North Carolinians who most need a helping hand. Over the past six decades, the Trust has awarded more than $450 million in grants to health and human services agencies. We have encouraged new, progressive programs to address the source of the ongoing problems of poverty and disease and to bring enduring systemic change that enables vulnerable residents of our state not only to cope under the current system but to thrive amid enhanced opportunities. Fulfilling the vision through changing times has been – and continues to be – an evolutionary process advanced largely by the vision and knowledge of Trust leadership. Through thoughtful decisionmaking during pivotal periods of change, as well as in day-to-day administration, Trust leaders have brought us to an exciting and invigorating present day. Recent retirees John Frank and Joyce Adger share insights gained from their own experience and from Trust leaders they were fortunate to have worked with along the way.

2002 1998

“Staying true to the spirit of the mandate…” There has never been doubt or confusion about Mrs. Reynolds’ mandate. It was very clear: to use one-fourth of Trust funds for the poor and needy of Forsyth County and to use three-fourths to improve the quality of health for low-income individuals across the state. With each passing generation, communities changed and health care delivery changed, but the core issues remained and the mandate was non-negotiable. Our leadership question became “how do we work most efficiently in today’s environment to fulfill a mandate issued half a century ago?” As we deliberated, we always had to remember two things: the kind of help Mrs. Reynolds wanted to provide, and – first and foremost – the vulnerable North Carolinians she wanted to help… our goal is always to serve the poor and underserved.

[Joyce Adger] 6 Kate B. Reynolds Charitable Trust


[LEGACY OF LEADERSHIP]

2007

“Staying in the loop...”

2002

The Trust has always tracked grants and grant applications by region and county to ensure its accessibility in every corner of the state. During the 1990s, we went a step further by setting aside days every year to hold meetings and workshops in Wachovia offices in select cities and towns. Through this outreach, we overcame obstacles of time and distance that often made it impossible for small agencies, especially those in rural areas, to come to us. We went to them. We often held more than 600 meetings in satellite offices over the course of a year. As we talked with front-line health care professionals, we learned what their needs were and then used what we learned to help establish partnerships and collaborations that made service delivery possible even in remote areas. Ray Cope, then Trust President, often reminded us that our listening tour was as important to us as to our grantees and the vulnerable populations we ultimately serve. We could not effectively fulfill our mandate without seeing and hearing firsthand the needs, the issues, the trends, and the available resources from community to community. Technological advancements have streamlined our communication with grantees as well as with other funders, state agencies, and health care professionals statewide, but we will always have a special appreciation for the value of human contact. [John Frank] Legacy of Leadership 7


[LEGACY OF LEADERSHIP]

“Acting boldly when doors open…”

“Knowing when to say no…” One of the hardest parts of working in philanthropy is knowing that for every time we say “Yes,” there may be five or ten times we say “No.” I have always felt very proud of the fair hearing and careful evaluation given each grant application by our staff, our advisory board members, and by Wachovia, our Trustee. We consider not only the proposal itself, but how well it aligns with the needs of the community, its potential for sustainability, and its ultimate impact. Even then, not every grant is successful. Several years ago, the Poor and Needy Division approved funding for a job training initiative designed to prepare unemployed and underemployed workers for jobs that would pay higher wages. It fell squarely within our mandate and aligned perfectly with our aim to improve quality of life for low-income Forsyth County residents. The program was well run, and a number of workers completed the training, increased their skills, and began looking for new positions. But the success of an effective program could not translate into success for its participants. As program graduates began to look for better positions, it become apparent that the local environment did not generate the number and kind of jobs needed to bring new workers into the work force and lead them toward self-reliance. When the request for renewing the grant was received, we could not justify further investment, which is always a difficult decision. [Joyce Adger]

8 Kate B. Reynolds Charitable Trust

1998 In 1947, the Trust was created with just under $5 million from Mrs. Reynolds’ estate. The assets were legally bound to be invested in R. J. Reynolds Tobacco Company common stock. By 1988, Trust assets totaled $129 million. A year later, a New York investment banking firm successfully completed a leveraged buyout of RJR Nabisco, including R.J. Reynolds Tobacco Company, and the Trust received $100 per share for each of its 2.4 million shares. Literally overnight, Trust assets doubled and the Trust began to review opportunities for reducing its initial tax liability by channeling some of the gain to qualified charitable organizations. Before year-end, we awarded $4.5 million to the North Carolina Medical Society Foundation to fund the Community Practitioner Program and $1.5 million to The Winston-Salem Foundation for long-term care for financially needy, elderly residents of Forsyth County. These two grants could not have been accomplished in the time allotted without the leadership of staff and trustees who knew the needs of our state and its people and who had built strong relationships with our public and private partners. These grants continue to be among the largest ever made by the Trust.

[John Frank]


[LEGACY OF LEADERSHIP]

“Increasing impact by narrowing our focus…”

2004

It seems somewhat of a mystery that in spite of the resources we and other funders have invested in our state, the issues and challenges we face are basically the same ones Mrs. Reynolds faced during her lifetime. Poverty, disease, inequality, and lack of access to care still top the list; yet social and cultural changes put a new face on lingering problems and require each generation to search anew for workable solutions. For the Trust, setting priority areas of emphasis has become standard practice over the past decade. Priorities such as managing chronic disease and improving mental health services are formidable challenges that require extraordinary efforts if we are to get to the root causes of the problem. Narrowing our focus means that we can concentrate our energies and our resources in fewer directions, and it paves the way for launching broad initiatives that are more likely to have impact. Priority issues receive special consideration, not only in our grantmaking but also in Trust activities that go beyond financial support. Leveraging the full influence of the Trust includes actively seeking new approaches to existing problems, educating our legislators and the general public about the issue, and forming funding collaborations capable of investing the significant resources necessary to impact quality of life for those who grapple with these problems every day. We are fortunate in North Carolina to have all the components necessary for tackling problems in comprehensive and impactful ways. The Trust is working to be part of effective, long-term solutions.

[John Frank]

During its first half century, Trust grantmaking was primarily responsive, but over the past 20 years, we have often ventured into uncharted waters, realizing that responsible risk-taking is essential to change. We increased our investment in ideas that were untried… in collaborations with a broader spectrum of partners – in government entities and faith-based service organizations… in partnering with other funders… in taking on sweeping initiatives with greater impact… in working smarter by investing in technology for ourselves and our partners… in short, we began actively seeking change… new opportunities… and greater impact. [Joyce Adger]

“Proactively seeking innovation…” Much of our innovation has been prompted by our diversity. As our work has grown, so has our staff. We come from diverse backgrounds and different generations. We have a myriad of fresh ideas to blend with the experience that keeps us grounded, and we share mutual respect and a passion for making a difference. These are the synergies that paint a hopeful future for the work of the Trust and for philanthropy in general. Legacy of Leadership 9


[LEADERSHIP THEN & NOW: IMPROVING ACCESS TO PRIMARY CARE]

Then In 1989, following the sale of R. J. Reynolds, the Kate B. Reynolds Charitable Trust had an opportunity to give $4.5 million to establish the Community Practitioner Program, a cooperative endeavor of public and private organizations designed to improve access to primary care in rural, underserved areas of North Carolina. The goals of the program were simple but far-reaching:

“Twenty years ago, a group of entrepreneurial and forward thinking leaders came

together to plan new ways to increase the recruitment and retention of primary care

• ensure that pysicians, physician assistants, and family nurse practitioners would locate in North Carolina’s rural and underserved communities. • work to enhance the health care infrastructure of low-income communities. • work to enhance the quality of health care while lowering the cost of care.

providers in rural North Carolina… the Community Practitioner Program. The Kate

B. Reynolds Charitable Trust provided the generous financial support of $4.5 million

to make the program a reality, helping medically underserved communities across

To accomplish these goals, the Community Practitioner Program became the first North Carolina-based funding source for assisting physicians and mid-level practitioners in all areas of the state – particularly poor, rural areas that were severely underserved. The program provides financial assistance to health care professionals in return for their service in an underserved community.

North Carolina attract and retain needed medical practitioners.”

[Richard F. Bruch, MD] President, North Carolina Medical Society Board of Trustees

10 Kate B. Reynolds Charitable Trust

Since 1989, the Trust has invested $68 million to improve access to primary care for North Carolinians.


[LEADERSHIP THEN & NOW: IMPROVING ACCESS TO PRIMARY CARE]

now In 2009, the Community Practitioner Program (CPP) celebrated 20 years of service to North Carolina. Over the course of two decades, the program has supported 370 doctors, physician assistants, nurse practitioners and medical practices in 153 rural communities. Program participants have provided 400,000+ patient encounters annually, improving the quality of health care to residents of 87 North Carolina counties.

[Mott Blair, MD, 1989]

Support offered to practitioners extends beyond assistance with medical school loan debt. The program provides the technical support to track the quality of care offered by each practice and, as part of that evaluation, to implement electronic health record systems.

“I love practicing in a rural community.

I know everybody I see. I take care of

people I went to high school with and

even some of my former teachers. It’s

Through its Innovative Practice Program, CPP provides funding to practitioners who work with other community providers and organizations to address the issues of chronic disease, childhood obesity and mental health.

a real honor to be able to do that…

An indication of the success of the initiative is the level of retention among participants:

to have them trust me with their care.

• 64% remain in their high-need communities beyond their five-year commitment. • 73% continue to practice in rural or economically distressed communities.

[Mott Blair, MD]

• 85% remain in North Carolina. [Mott Blair, MD, 2009] Despite the success of the program, Robert Seligson, Executive Vice President of the NC Medical Society Foundation, forecasts a continuing – perhaps growing need for supporting Community Practitioners and their practices. Across the state, the number of uninsured North Carolinians is at 1.5 million people, an all-time high. Dr. Mott Blair, the first practitioner hired by the Community Practitioner Program, is still on the job in the Wallace community of Duplin County. Legacy of Leadership 11


[LEADERSHIP THEN & NOW: FOSTERING COMMUNITY COLLABORATION]

Then Over the years, the Trust has been proactive in convening and facilitating collaborations as well as funding them. Early on, experience taught Trust staffers that community collaborations make better use of existing resources, create synergies that working independently can’t match, and provide assistance on a scale not otherwise achieved. The Poor and Needy Division of the Trust began supporting the Center for Community Safety (CCS) when it was established in 2001 to address violence and community safety issues in Winston-Salem. The Center grew out of a predecessor effort through the Strategic Approaches to Community Safety Initiative (SACSI), which focused on juvenile violence reduction, and expanding that work has been a major component of the development of CCS. Winston-Salem State University, acting as coordinator for the project, has broadened the program’s reach through multiple innovative programs targeting safety issues ranging from domestic violence to youth gang activity, drug dealing to neighborhood revitalization, and property crimes to property code violations. As partnerships and collaborations have been formed with law enforcement, civic organizations, and citizens’ groups, the local response to troublesome issues has become more focused, timely, and effective.

The collaboration between the Center for

Community Safety and the Winston-Salem

Police Department was selected as one of six

national winners of the MetLife Foundation

Community Partnership Awards in 2005.

Since 1997, Trust investment in fostering community collaborations has totaled $12 million.

12 Kate B. Reynolds Charitable Trust


[LEADERSHIP THEN & NOW: FOSTERING COMMUNITY COLLABORATION]

now

In the same spirit of collaboration, Forsyth Futures is dedicated to building community pride and a sense of ownership among all residents by engaging them in the everyday life of their community. It originated in 1975 as the Forsyth Council for Children and Families. Its goal was to coordinate the delivery of services to children in the juvenile justice system and their families. For 30 years, the Council looked at infant mortality, high school drop-out rates, and assorted other issues affecting community families, but in 2005, it decided to try a different approach‌ Leaders of the initiative renamed it Forsyth Futures, expanded its mission, and established a community collaborative to identify and work toward achieving community goals. Soon after it became Forsyth Futures, the initiative set goals deďŹ ning quality of life for its residents: mental and physical health, self-sufďŹ ciency, life-long learning and civic engagement, and security in living and working environments. Because evaluation is essential to its success, Forsyth Futures tracks key indicators of the health of the community. Most relate to the engagement of residents: the level of volunteerism among adults as well as public school students, participation in neighborhood associations, attendance at community activities and events, and voter registration and participation. Other indicators evaluate the environment: community air and water quality, protection of forests, and the development of land and resources. Though still a young organization, Forsyth Futures has cultivated numerous partnerships across the county and is developing and meeting measurable markers of progress. Proactively reaching for positive goals rather than responding to negative issues distinguishes

Forsyth Futures from earlier attempts at bettering the community and its people.

[Karen McNeil-Miller] Trust President & Member, Forsyth Futures Board of Directors

Since 2006, the Trust has invested over $455,000 in Forsyth Futures. Legacy of Leadership 13


[LEADERSHIP THEN & NOW: PROVIDING CARE FOR SENIORS

Then Early in its history, the Trust identified the frail elderly as one of the vulnerable populations most critical to support. Senior Services of Winston-Salem has been helping seniors avoid – or at least delay – institutionalization since the mid-1970s. Through a variety of programs, it helps seniors and their families find workable solutions to the need for ongoing care. For many with chronic disease, the activities of daily living – personal care and hygiene, meal preparation, physical exercise – are impossible to manage without part-time assistance, and in-home services provide a helping hand in preserving the most independence possible for these seniors. In-home services, such as Living at Home and Meals-on-Wheels, are also important to the families who want to keep their loved ones at home while giving them the care they need. As health and self-sufficiency decline, demands on the caregivers can become overwhelming. Having part-time help through agencies such as Senior Services offers respite to the family caregivers and enables them to continue caring for their aging parents or other loved ones at home over the long term. Although home care has grown and offers thousands of hours of service each year, the need has escalated even faster.

For decades, the Trust’s Poor and Needy Division and Senior Services of Winston-Salem

have partnered to help low-income aging adults stay in their homes as long as is possible.

[Joyce Adger] Director, Poor and Needy Division, 2000-2008

Trust investment in programs to help seniors maintain their independence has totaled $26 million since 1993.

14 Kate B. Reynolds Charitable Trust


[LEADERSHIP THEN AND NOW: PROVIDING CARE FOR SENIORS]

now Recognizing that no single program can meet the needs of all the seniors in a community, Elderhaus, Inc., of Wilmington established the ďŹ rst PACE (Program for All-inclusive Care of the Elderly) program in North Carolina in 2008. PACE is an alternative, proactive approach designed to help elders eliminate frequent hospitalizations, remain in their homes, and maintain their quality of life. PACE differs from most care programs because it is built around an interdisciplinary care team that includes professionals who coordinate medical, social, and dietary needs. Families meet with the team at least monthly to discuss the patient’s health status and review health-related or care-related concerns. In response, the team helps the patients maintain some level of independence by providing medical care, adult day care, on-going rehabilitative therapies, in-home care services, transportation, and counseling. When other specialists are needed, community physicians, dietitians, speech therapists, and occupational therapists work with full-time care team members to deliver services to PACE participants. National trends in caring for seniors favor the model of holistic, coordinated care that the PACE interdisciplinary team provides. There are more than 70 PACE programs in operation across the country. The Trust is currently supporting two PACE programs in North Carolina.

PACE combines the services of an adult day health center, primary care clinic, socialization setting,

and rehabilitation facility in one location. It transports participants to and from Elderhaus and to

other medical appointments, and if needed, provides in-home personal care and light housekeeping.

Legacy of Leadership 15


[LEADERSHIP THEN & NOW: PROMOTING MATERNAL AND CHILD CARE]

Then

Between 1998 and 2008, infant deaths decreased from 9.3 deaths per 1,000 live births to 8.25 deaths per live births, and North Carolina’s ranking improved from 50th to 44th in the nation.

In the early 1990s, North Carolina had one of the highest infant mortality rates in the nation. To address this problem, the Trust established the Baby Love program and awarded $2.47 million between 1991 and 1996 to the North Carolina Department of Health and Human Services to support the effort. The program provides case management services to low-income women during and after pregnancy. Child Service Coordinators (CSCs) work directly with pregnant and postpartum women, offering them a broad range of services: maternity care coordination, childbirth education classes, counseling and emotional support, and medical home visits for mothers and their infants. When CSCs identify the need for additional support, they can refer Baby Love participants to other programs to help with finding medical care, transportation, childcare, or financial aid. Mothers can continue in the program if their children are diagnosed with developmental delay or disability or if they have chronic illness or social/emotional disorders. Because of the value of the program to mothers who participated, it was taken over by the state and services are available for mothers and children in all 100 counties of our state. Baby Love, in conjunction with other programs, have seen some success in improving infant mortality levels over the past decade, but our state’s statistics remain significantly higher than the national average.

16 Kate B. Reynolds Charitable Trust


[LEADERSHIP THEN & NOW: PROMOTING MATERNAL AND CHILD CARE]

now

Trust investment in programs to benefit mothers and their children has totaled $33 million since 1995.

Nurse-Family Partnership pilot programs are

operational in ten North Carolina counties: Buncombe,

Cleveland, Guilford, McDowell, Mecklenburg, Pitt,

Polk, Robeson, Rutherford, and Wake.

In the continuing effort to improve outcomes for low-income, first-time mothers and their children, the Trust joined The Duke Endowment and the North Carolina Department of Public Health to lead a partnership of nonprofit and government organizations to bring the Nurse-Family Partnership (NFP) to ten North Carolina counties. The Trust committed more than $2 million to this initiative. NFP is a national program that has achieved good results in other communities over the past 30 years of research. Like Baby Love, NFP focuses on one-to-one support for first-time mothers, and continues that support for all participants through at least the first two years of a child’s life. In frequent meetings, an NFP nurse teaches women about the changes they will experience during pregnancy. Once their child is born, the nurse visits continue, first weekly, then bi-weekly, then monthly during the child’s first year. During these visits, the nurse helps mothers understand their child’s developmental stages so they better understand what their children can and can’t do. Through the mother-nurse relationship, women learn to better handle the responsibilities and expectations of parenthood and reduce anxiety. As a result, NFP is proving to be a cost saver for the state. NFP participants are less frequent users of emergency room services and do not require as many support services as their children mature. Legacy of Leadership 17


[LEADERSHIP THEN AND NOW: ENCOURAGING WELLNESS AND HEALTHY LIVING]

Then Project SELF Improvement was a huge investment

in prevention before prevention was the trend among

health care funders. For the Trust, the rising levels

of chronic disease – particularly among the minority

and financially needy populations in our state – made

One of the largest set of grants ever awarded by the Trust was made in 2001 for a $10 million chronic disease prevention initiative called Project SELF (Smoking, Educaton, Lifestyle, and Fitness) Improvement. The initiative was developed to address three core behaviors – tobacco use, poor nutrition, and physical inactivity – that together are responsible for more than two-thirds of North Carolina’s disabilities and premature deaths. The initiative funded 15 projects in communities across the state. All specialized in educating North Carolinians to the possibility of better health through lifestyle changes. Some targeted families… others, seniors… still others, students. And each built on the resources and collaborations unique to their own communities. The success of each program was measured in rising physical activity levels, better nutrition, less tobacco use, and lower body mass among participants. The strong education component proved to be a strength for the overall program and a catalyst to lasting change among those with chronic disease or at-risk of developing chronic disease. A decade later, 14 of the original programs are still functioning.

bold action and significant investment imperative.

[John Frank] Director, Health Care Division, 1995-2009

18 Kate B. Reynolds Charitable Trust

Project SELF Improvement set a high standard for the Trust in continuing to play a leadership role in helping to prevent the onset of chronic disease.


[LEADERSHIP THEN AND NOW: ENCOURAGING WELLNESS AND HEALTHY LIVING]

now The 1998 Surgeon General's

Report on Physical Activity

and Health recognized SPARK

as a “school-based” solution to Despite local efforts to encourage healthy lifestyles, the Centers for Disease Control and Prevention report that obesity among the children of our state has reached epidemic proportions over the past decade. our nation's health care crisis.

With Trust funding, SPARK

will reach more than 1,000,000

North Carolina students

To combat this trend, the Kate B. Reynolds Charitable Trust committed $3 million in 2008 to support the In-School Prevention of Obesity and Disease (IsPOD) initiative administered by the N.C. Alliance for Athletics, Health, Physical Education, Recreaton & Dance (NCAAHPERD) in partnership with physical education teachers across the state. IsPOD uses the SPARK curriculum to bring consistency to physical education programs in elementary and middle schools statewide. SPARK is a research-based program shown to increase moderate to vigorous physical activity during physical education classes for K-8 students. Assessments show that students enjoy physical education classes more and improve their academic achievement, fitness, and sport skills by participating in the program. The N.C. Department of Public Instruction and NCAAHPERD believe implementing the SPARK curriculum will encourage quality, daily physical education and will offer our children the knowledge and skills to become more physically fit, healthier, and happier adults.

when fully implemented. Trust investment in programs to promote wellness and healthy living for North Carolinians of all ages has totaled $62 million since 1995. Legacy of Leadership 19


[2009 GRANTMAKING]

HEALTH CARE In 2009 grantmaking, the Health Care Division of the Trust awarded 82 grants totaling $13,789,918. • 96% ($13,241,837) was directed toward programs within the Division’s areas of emphasis. Through the Health Care Division, the Trust responds to health and wellness needs and invests in solutions that improve the quality of health for financially needy residents of North Carolina.

2007

POOR AND NEEDY

The Division seeks impact through two program areas:

In 2009 grantmaking, the Poor and Needy Division of the Trust awarded 39 grants totaling $10,723,635.

Supporting Prevention Disease and Illness Prevention Health Promotion and Wellness Not in Area of Emphasis

$2,568,720 $1,707,374 $200,000

19% 12% 1%

Providing Treatment Access to Primary Medical Care Mental Health Services Diabetes Care and Management Not in Area of Emphasis

$3,603,298 $4,324,530 $1,037,915 $95,160

25% 32% 8% 1%

• 42% ($4,513,096) was directed toward programs within the Division’s areas of emphasis.

2007

Through the Poor and Needy Division, the Trust responds to basic life needs and invests in solutions that improve the quality of life for financially needy residents of Forsyth County. The Division seeks impact through two program areas:

Other Not in Area of Emphasis

A complete list of grants made by the Health Care and Poor and Needy divisions is available online at www.kbr.org

20 Kate B. Reynolds Charitable Trust

$252,921

2%

Increasing Self Reliance Education Job Training Supportive Housing Not in Area of Emphasis

$2,870,040 $44,000 $190,681 $1,307,897

27% .5% 2% 12%

Providing Basic Needs Health Care Not in Area of Emphasis

$1,408,375 $4,547,642

13% 42%

Other Not in Area of Emphasis

$355,000

3.5%


[EXECUTIVE ADVISORY COUNCIL • HEALTH CARE ADVISORY BOARD]

the executive advisory council advises the Trust regarding the effectiveness of its investments and its grantmaking programs. Wachovia Corporation serves as sole Trustee. Laura Carpenter Bingham President, Peace College • Raleigh

John W. Burress, III Retired Business Executive • Winston-Salem

David L. Cotterill

the health care advisory board includes key regional and organizational representatives who advise the Trust regarding grantmaking activities and health care initiatives affecting the entire state.

Retired Executive Vice President, Wachovia Bank • Advance

EX OFFICIO MEMBERS:

REGIONAL REPRESENTATIVES:

Retired President, Wachovia Trust • Winston-Salem

Thomas J. Bacon

Lisa C. Bell

King McGlaughon, Jr.

Director, NC AHEC Program UNC-CH Medical School • Chapel Hill

District Court Judge • Charlotte (Southern Piedmont Region)

Eugene W. Cochrane, Jr.

Moses Carey, Jr.

President, The Duke Endowment • Charlotte

Program Director, Health Disparities Program, NC Central University • Durham (North Central Region)

Robert S. Kniejski

SVP, Chief Philanthropic Officer Wells Fargo Private Bank • Winston-Salem

T. Ray McKinney Retired Senior Vice President Wachovia Trust • Winston-Salem

Robert J. Greczyn, Jr. President, Blue Cross and Blue Shield of NC • Durham

Janelle A. Rhyne

Karen McNeil-Miller

Matthew A. Johnson

President, Kate B. Reynolds Charitable Trust • Winston-Salem

Senior Vice President, Wells Fargo Private Bank • Charlotte

Medical Director New Hanover County Health Department Wilmington (South Central Region)

W. Robert Newell

William A. Pully

President, Wachovia Trust • Winston-Salem

A. Ray Rogers

President, NC Hospital Association • Raleigh

Sandra T. Shell

Robert W. Seligson

Retired Church Administrator Greenville (Eastern Region)

Senior Vice President, Wells Fargo Private Bank • Winston-Salem

Executive Vice President, NC Medical Society • Raleigh

H. Vernon Winters

Sandra T. Shell

Retired Chief Investment Officer Mellon Financial Corporation • Winston-Salem

Anna Stell Shivers Civic Leader • Asheville (Western Region)

Senior Vice President, Wells Fargo Private Bank • Winston-Salem

Christopher W. Spaugh

Ramon Velez Professor of Medicine, WFU School of Medicine Winston-Salem (Northern Piedmont Region)

Senior Vice President, Wells Fargo Private Bank • Winston-Salem

Legacy of Leadership 21


[POOR AND NEEDY ADVISORY BOARD • THE TRUST STAFF]

the poor and needy advisory board includes key community and organizational representatives who advise the Trustee regarding grantmaking activities in Forsyth County. Ex Officio Members: Ronald J. Drago, President • United Way of Forsyth County Peggy S. Joines, Senior Vice President • Wells Fargo Private Bank Michael L. Joyce, Senior Vice President • Wells Fargo Private Bank Joe H. Raymond, Director • Forsyth County Department of Social Services Christopher W. Spaugh, Senior Vice President • Wells Fargo Private Bank Sandra T. Shell, Senior Vice President • Wells Fargo Private Bank Scott F. Wierman, President • The Winston-Salem Foundation At-Large Members: Fermin Bocanegra, Pastor • Iglesia Cristiana Wesleyana Brooke Burr, Partner • Leonard Ryden Burr Real Estate Richard N. Davis, Owner and Manager • Davis Management Services Janet P. Wheeler, Retired Vice President • R. J. Reynolds Tobacco Co.

22 Kate B. Reynolds Charitable Trust

the trust staff takes a leadership role in bringing together the pieces of the human potential puzzle by convening the committed, integrating the inspired, and sharing the successful. Abena K. Asante, Senior Program Officer Joel T. Beeson, Director, Grants and Administration John H. Frank, Director, Health Care Division Lori V. Fuller, Director, Evaluation and Research Susie H. Gordon, Administrative Assistant Debra B. Ladd, Administrative Assistant Shinika M. McKiever, Program Associate Karen McNeil-Miller, President Emily R. Richardson, Research Associate Susan J. Richardson, Senior Program Officer Allen J. Smart, Senior Program Officer Edgar G. Villanueva, Senior Program Officer Alan G. Welch, Manager, Information Systems Shirley H. Womack, Executive Assistant Pamela G. Wyatt, Director, Poor and Needy Division


“Through 60 years of changing times, Trust leaders have followed Mrs. Reynolds’ lead,

making decisions that took courage and vision to fulfill the spirit of her wishes. She would ask the same of us today.”

Legacy of Leadership 23


128 Reynolda Village • Winston-Salem, NC 27106-5123 • 336.397.5500 Phone • 336.723.7765 Fax • 800.485.9080 Toll-Free • www.kbr.org

Annual Report 2009  

Kate B. Reynolds Charitable Trust Annual Report for 2009

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