Faces of Philanthropy

Imagine having to choose between putting food on the table, paying rent, affording transportation or paying for childcare. Which one would you choose? These are the choices many individuals and families face every day, especially in these uncertain economic times. At United Against Poverty Orlando, our mission to serve those in need can only happen through the community’s philanthropic efforts.

NANCY ROBBINSON Executive Director, United Against Poverty Orlando

Due to the enormous strain on Central Florida’s essential nonprofits, this year’s philanthropy issue feature focuses on those who receive and manage the community’s gifts, and what the support means to their organizations.

Through the generosity of financial donations from our Central Florida community, United Against Poverty Orlando is able to provide resources that make these choices more manageable. For instance, our Member Share Grocery Program allows a family to put healthy and nutritional food on the table for a reduced cost of up to 70% off of a traditional grocery store. This allows individuals in need to redistribute their income to other life essentials. At the start of the COVID-19 pandemic, we recognized the growing need for our grocery services and took immediate action by implementing a fresh market on wheels we call the “Mobile Market.” These Mobile Markets give communities immediate access to fresh food including vegetables, produce, milk, eggs and proteins for a small handling fee. At our initial location, we were overwhelmed by how many families were in need. We had more than 40 volunteers, cars were lined up for hours, the sheriff’s office had to assist with traffic, and our volunteers worked from 9am to 4pm, making sure every family was served. Through the efforts of donors and volunteers, United Against Poverty is able to help those who are unemployed get back to work. Our Workforce Development Program helps adult learners enhance their job-readiness skills through emotional

intelligence, empowerment training and success coaching. Our Crisis Stabilization Program provides crisis care and case management for those in emergency situations. Participants are provided resources to address immediate needs such as emergency food and housing assistance. Once stabilized, we work to identify underlying issues and provide long-term support through a case management model.

All of these programs are supported by volunteers who ensure the smooth daily operation of our campus. In 2019, a remarkable 58,941 hours of service valued at $1.45 million were recorded by our volunteers.

During this time of great uncertainty we’ve been comforted, encouraged and humbled by the outpouring of generosity and support from our community. We’re thankful for their efforts and recognize the remarkable people, organizations, community groups, small businesses and corporations that have stepped up to assist our community in meeting today’s challenges. Those challenges have greatly multiplied with more families finding themselves facing hardships — some for the first time.

It’s through the generosity of time, talent and philanthropic support that we at United Against Poverty Orlando are able to meet these challenges and lift the lives of those struggling. Our services and resources are designed to assist families with a hand up, not a hand out, with the highest order of care through integrity, compassion, respect and inclusion.

For a year that has been met with one challenge after another, we have the opportunity to change course by providing hope for those in our community. Let’s make sure our families, neighbors and friends have the support they need and come through whatever crisis they are experiencing on the better side. And we’re all familiar with the saying, it takes a village. Together, with our donors and volunteers, we are the village!

CHERYL COLLINS Executive Director, Orlando Ballet

Philanthropy is always critical for the arts. It’s important, especially right now, that patrons understand that there actually is a business model behind the giving process. In normal times that framework for nonprofit performing arts organizations depends upon as little as 30 percent to as much as 50 percent of the annual operating budget. With current social distancing requirements, our earned revenue estimates are capped at 30 percent of venue capacity for performances and similarly capped for dance instruction, making contributed revenue essential to survival.

Orlando Ballet has been extraordinarily fortunate in that when the pandemic forced the cancellation of the last two shows of the 2019/2020 season, many donors generously and quickly contributed second and even third gifts of annual support through the United Arts Collaborative Campaign. Orange County had previously made very generous and elevated match funds available through this channel, which inspired mission investors to step up, actions that have sustained us through the present.

Orlando Ballet also was fortunate to qualify for a PPP loan, which closed a very significant earned revenue gap. What has also been helpful is our being invited to apply for COVID-specific relief by several funding partners. Make no mistake, we have

done our part by controlling expenses very tightly to allow for increased focus upon stewardship of our current donors as we move toward our season opening. Part of that includes implementing a standard hybrid model for smaller performances, providing a choice between live or virtual attendance. We have the benefit of having a wonderful new building that enables us to host some smaller but dynamic performances.

We continue to seek ways to partner, particularly in the corporate world, even if financial support is not an option. Thanks to our legacy relationships, we’ve seen creative ways to address budget issues with strategic in-kind support by many.

Over the next year, the arts landscape will have changed immensely as the unfortunate impact of sustained income losses are felt. We will continue to operate in a fiscally conservative fashion and steward our donor relationships to allow for general community confidence to return. We want donors to know and feel as though their investments will continue to make a difference in both the short and long term.

Philanthropic focus may indeed begin to change. As so many weighty current issues have no immediate solution, donors may begin to realize that direct investment in missions they care about can affect change more nimbly than most any other kind of investment.

We remain excited and optimistic about the future. Orlando Ballet is moving ahead with the premiere of Robert Hill’s The Sleeping Beauty and the holiday tradition of The Nutcracker, all of which have been executed under tightly managed safety restrictions. It is our mission to provide the highest quality of dance because it is a vital art form that provides so much joy. So many are anxious to see the arts live once again, and we feel confident this will help donors see the importance of their past support, inspiring them to renew for this year.

There’s no doubt that this year has been a challenging one for all of us. But when I walk around our campus, I see the love and kindness of our donors everywhere. It’s on display when someone walks up to me in the hallway, bursting with excitement to share that they’ve just gotten a job or when a child ends the day eating a warm meal with his or her family — things made possible by the generosity of so many.

Every day we shelter up to 500 homeless men, women and children, each of them with a unique story. Stories like Christina’s — a mother of two who was enduring a violent relationship until her young daughter witnessed an incident. With nowhere else to turn, the family came to the Coalition for the Homeless of Central Florida. In addition to working with one of our Housing Specialists to get into a home of their own, Christina and her kids participated in support groups to begin their healing process. In June, at the height of the pandemic in our community, they moved into an apartment. And now, they’re looking forward to celebrating the holidays together, safe at home. While our donors will likely never meet Christina, they are a part of her story and countless others.

Quite simply, we couldn’t do what we do without philanthropic partners in our mission. That rings more true than ever as our community grapples with the sustained economic fallout from the pandemic. Central Florida has the worst unemployment rate in the state. Many families and individuals that are turning to us for help are homeless for the first time, a position they never expected to find themselves in. The need is great and expected to increase.

ALLISON KRALL President and CEO, Coalition for the Homeless of Central Florida

Many people have stayed housed due to the statewide and now CDC moratorium on evictions. When that expires, thousands of people won’t be able to pay their rent. Community leaders project that there could be a “tidal wave of homelessness” in the future.

While these are certainly unique times we’re living in, the Coalition is no stranger to adapting. Since 1987, the faces of homeless people and the way we approach helping them have changed tremendously. During the pandemic, we’ve changed our day-to-day operations in almost every way imaginable to follow CDC guidelines for social distancing and more to keep our shelter guests and staff safe and healthy. Through the philanthropic support of the community, we were able to renovate dorm areas, increase the number of meals served to respond to the need, and put health and wellness protocols in place. Even so, the Coalition has seen operating expenses increase by about $11,000 per week.

As we brace for what will likely be a significant increase in homelessness in Central Florida, the Coalition will be here for those who find themselves in one of the most vulnerable situations a person can face — and many for the first time. Donations from caring, compassionate community members have always been the lifeblood of our organization, fueling change for people like Christina. Moving into the future, philanthropic support will be more important than ever. Thanks to our wonderful partners in our mission, the Coalition will be here for those who need us — today, tomorrow and always.

KAREN WILLIS, CWDP Chief Executive Officer, Early Learning Coalition of Orange County

Lyana Vasquez’s passion is helping parents give their children a future. Best Memories Academy, an early learning center licensed for 79 children, made that dream come true. “Without the support of the Early Learning Coalition I would not be here today,” said Lyana. “They gave me wings.”

This same commitment to families and their children plays out repeatedly across Orange County in an industry that is primarily women owned, survives on a shoestring, and has a workforce turnover rate of more than 30% due to its low pay. Yet, as we have seen under COVID, without childcare parents cannot work.

Supporting this industry is why the Early Learning Coalition of Orange County exists. More than 84% of the Coalition’s $77 million budget goes directly into vouchers to help parents offset the cost of care. Yet the majority of the Coalition’s work is promoting program quality by adding enhanced services few childcare providers can afford to offer on their own. It is this work where we are most reliant on the generosity of donors and foundations.

The Coalition’s foray into donor support efforts was the First Five Years Gala born 10 years ago. Thanks to Walt Disney World, a challenge grant from the Edyth Bush Charitable Foundation, and the many table sponsors and their guests we have raised more than $1 million to support children and families. And in-kind support from the Orlando Sentinel and iHeartRadio

has brought hundreds of thousands of dollars in local matching funds.

The generosity of the Orlando Children and Youth Trust, supported by the Community Foundation of Central Florida, created our premiere parent support initiative Baby Institute in 2011, which now boasts 364 graduates. With the initial pilot in Parramore, Baby Institute is expanding across the county thanks to support from the Orange County Citizens’ Commission for Children.

In 2012, our infant/toddler credentialling program launched with the support of the Orlando Magic Youth Foundation. More than 130 teachers working with our tiniest now boast a national credential specific to birth to 2-year-olds and a retention rate of 56%, compared to an industry average of 31%.

Many childcare owners excel in caring for children but struggle with key business practices. Three years ago Wells Fargo, Florida Blue and Tupperware provided funding to create our Business Institute for Early Learning Entrepreneurs, which now has more than 85 graduates. Professionals from Orlando Health, JLL, SCORE Orlando and Wells Fargo continue to serve as Institute faculty.

PNC Bank Foundation helped bring to life our Artist in Residence initiative. Their support brought much needed dollars to expand the initial program seeded by in-kind support from the Orlando Philharmonic Orchestra, Orlando Ballet and Central Florida Community Arts.

Behaviors resulting from unrecognized developmental delays and Adverse Childhood Experiences (ACEs) are often misinterpreted by adults, leading to negative consequences for very young children. 100 Women Strong, a giving circle under the Central Florida Foundation, launched our Circle of Security effort to transform how early childhood teachers support the emotional development of children in their care.

Following this successful effort, more than 300 early learning teachers now have access to EAP services to support their emotional health thanks to the generosity of the Florida Blue Foundation. And a crisis intervention team specializing in early childhood trauma will soon be available to respond when the unthinkable happens to the youngest among us.

Our Book Buddy and Celebrity Reader programs are solely reliant on the gift of time and donation of books of more than 200 individual donors who are sharing the love of reading with young children. Complementing this is the Baskets for Books in partnership with Orlando Magic, Florida Blue and Houghton Mifflin Harcourt, who donate thousands of books annually for home libraries.

And during the initial outbreak of COVID, we could not have responded so quickly to sanitation needs of childcare programs without the generous support of SkyChef and tens of individual donors who went into their own supply cabinets to provide bleach, wipes and paper products when none were available in stores.

This is just a sampling of how the power of philanthropy is enriching the lives of very young children and those who care for them. 90% of brain architecture is formed in the first 2,000 days of a child’s life. The richness of the experiences made possible only through the generosity of philanthropy is so crucial because those first five years matter the most.

A blue-eyed little girl not quite 5 years old does not speak; she does not look up or make eye contact. She has been severely sexually abused by her mother’s boyfriend. To experience such horrific trauma at such a young age is unimaginable at any age. It was not surprising that her light had been dimmed. After a few therapy sessions, her demeanor changed, and her light began to shine again for all to see. Her smile brightened the room, and the hearts of those helping her.

That is precisely what our staff does each day, bring hope and healing to children who have been abused and/or neglected. Kids House of Seminole, the Wayne Densch Children’s Advocacy Center, located in Sanford, is the one place in Seminole County dedicated to dealing with the thousands of allegations of abuse and neglect reported each year.

As Seminole County’s only child advocacy center since 1999, Kids House is the single point of contact for child abuse investigations. We provide this targeted population with essential life services to help victims and their families heal.

For some perspective, child abuse is the leading cause of death in children under the age of 4, and Seminole County Child Protective Services receives approximately

JULIETTE KONG Chief Executive Officer, Kids House of Seminole

4,000 reports of suspected child abuse each year, a shocking statistic that is haunting and daunting under normal circumstances.

The mission of Kids House is to prevent child abuse and to aid child abuse victims and families by providing coordinated services in a safe, child-friendly environment from reporting and investigation through treatment and resolution. In collaboration with all law enforcement agencies, the state attorney’s office, medical personnel, child protection professionals, social workers, and licensed mental health counselors, we are working together to break the cycle of violence often seen with child abuse.

Within the past year in Seminole County, there have been a total of 4,634 child abuse hotline calls. In more than two decades, more than 25,000 children have

received help and/or services from Kids House. Annually, the agency sees more than 2,000 child victims each year, with 40% of children receiving services for sexual abuse; 28% for physical abuse; 21% for neglect; and 10% for witnessing violence.

COVID-19 has affected every aspect of the lives of our community residents and caused significant stress — from worry about jobs, housing and finances to how to stay safe and, in many instances, caring for children 24 hours a day, seven days a week without a break. This situation is the perfect breeding ground for abuse, neglect and domestic violence. The cases reported have escalated in severity, with open cases as severe as a child’s death at the hands of a trusted adult.

It is not only the new cases of abuse and neglect coming through the door that need assistance; the mental health staff is spending more time supporting caregivers and providing extra therapy sessions to children at no cost to families. Kids House has modified the way we provide services to include virtual telehealth, providing trauma therapy for victims, and online support for their caretakers during this trying time.

The fiscal impact to Kids House has been staggering. A large portion of the income in the budget is from fundraising and donations. With the pandemic, fundraising efforts have been difficult and almost impossible, a financial loss of approximately 29% of the annual budget with the inability to host our annual gala. This loss impacts the ability to provide essential critical services to those who need it the most.

As the new CEO of Kids House, I have big plans for the future of serving children and families by continuing to leverage

Juliette with staff members. social media platforms and being creative with the content to raise awareness and fundraising. We are using social media platforms as much as possible to get prevention material out to parents. Another cornerstone of my mission is to make sure the public is equipped to report abuse.

Our most important connection to the community is the abuse hotline, 1-800- ABUSE, which is the most useful when it comes to reporting. Even though we are somewhat isolated because of the pandemic, if you see something, you have the ability and a duty to call in a report.

My journey and dedication to children’s advocacy began in 2001 when I accepted a position at Kids House as a new college graduate. It was in those early days at Kids House when I met that blue-eyed little girl and made the commitment to serve and advocate for children.

Juliette with staff members