2013 Giving Guide

Giving Your guide to community giving in the Lowcountry | 2013 -14

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Your guide to community giving in the Lowcountry

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Investments in communities last longer than a season of charity

When your client is homeless

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Charleston’s legal community provides free legal services where they work

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Virtue not the only reward

Moving beyond the Pig to fund our future

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Nonprofits, businesses finding common ground in partnerships

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One of the residents of Crisis Ministries in Charleston puts belongings in a locker. The homeless shelter is the only one in the country with full-time attorneys on staff, which work with residents on legal issues, large and small.

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Giving: Your guide to community giving in the Lowcountry

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Quick Facts

Quick Facts How the Lowcountry Gives

The Lowcountry region demonstrates a commitment to positive social, educational and economic change through local, regional and statewide giving and the endowed organizations providing services.

5.5% of Income Given

The data compares the tri-county care in charitable giving.

Berkeley County

Nonprofits with largest assets in the Lowcountry 1. Roper St. Francis Hospital

>$1B 2. MUSC

>$700M 3. Citadel Foundation

$173,535,182 4. Coastal Community Foundation

$162,538,340

5.1% of Income Given

5. Episcopal Church Home

$128,018,302

5.6% of Income Given

Dorchester County

7. Speedwell Foundation

$89,050,095 $85,473,047

4.7% of Income Given United States

South Carolina

$97,923,267

8. College of Charleston Foundation

Charleston County

6.4% of Income Given

6. Charleston Southern University

Source: Internal Revenue Service for 2008

9. Advanced Technology International

$73,371,858 10. SCRA

$57,371,262

Nonprofit usage of Social Media According to the Nonprofit Social Network Benchmark Report 98% of respondents had a presence on Facebook, showing how prevalent the use of social media is in the nonprofit world. Here you’ll see the rapid growth of the technology and ways nonprofits are leveraging the platform.

Average community size on commercial networks – 2011

– 2012

The most common fundraising tactics on Facebook

81%

33%

Growth

1,822

30%

3,290

Growth

20%

17%

6,736

11%

8,317 0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

Individual Giving

Event Fundraising

Causes

Personal Fundraising

Source: 2012 Nonprofit Social Network Bencmark Report, www.nonprofitsocialnetworksurvey.com

4 Giving: Your guide to community giving in the Lowcountry

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Award Winners

Outstanding Business — Boeing

G

ood corporate citizenship is an integral part of Boeing’s DNA. Since the company landed in Charleston, it has been giving back to a variety of organizations and causes impacting local residents.

Since 2009, Boeing has invested more than $15 million in South Carolina organizations and agencies. It focuses on five key philanthropic efforts: education, health and human services, environment, arts and culture and civic.

In South Carolina, the company’s priority is to help build the pipeline for its future work force. In the tri-county, Boeing has worked on the following programs: Teacher professional development specifically for STEM-related curriculum through programs like Charleston Promise Neighborhood and The Education Foundation, an initiative of the Charleston Metro Chamber of Commerce.

Promoting health and wellness for students via programs like Farm to School and the Medical University of South Carolina

Boeing South Carolina employees gather to watch the first 787 Dreamliner built in South Carolina roll out of the company’s assembly plant in North Charleston. (Photo/Boeing Co.)

oyster castles.

Children’s Hospital Lean Team.

Engaging Creative Minds, a program that Environmental stewardship, such as partnering with The Nature Conservancy to build infuses the arts into everyday curriculum at

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AWARD WINNERS

Outstanding Individual — Paul and Louise Kohlheim participating schools across the region.

Boeing’s employees are highly engaged and active in the community as well. Boeing South Carolina focuses on initiatives that are of importance to its teammates as well as giving them the opportunity to be the champions and leaders for community involvement efforts.

The Employees Community Fund is the largest employee-managed fund in the world. Boeing South Carolina’s fund has approved nearly $300,000 in grants to local nonprofits since 2012.

In addition to allocating grant money, employees give their time to community projects.

More than 2,500 Boeing South Carolina teammates have volunteered in the community since 2011. Other employee initiatives include corporate drives throughout the year and a corporate match program, which provides a monetary match for employee gifts, volunteerism and completion of charitable walks/runs.

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P

aul and Louise Kohlheim are quietly working in the community, involved in a number of important initiatives to better the Charleston area, but their efforts are making quite an impact.

The Kohlheim family, including 14-yearold Julia and 13-year-old Marion, enjoy the opportunity to be involved in the community in a way that makes a difference, Paul Kohlheim said. They tend to focus on organizations that target basic human needs, poverty and education.

They give time and financial contributions to such local nonprofits as Crisis Ministries, American Red Cross, Charleston Promise Neighborhood, Tri-County Cradle to Career Collaborative and Social Venture Partners.

They have instilled the giving spirit in their teenage daughters, starting with volunteering at Paul and Louise Kohlheim have been named outthe holidays when the girls were young. Now, standing individuals for their philanthropic efforts Paul Kohlheim is enjoying watching them grow targeting poverty and education in the region. older and identify their own areas of philanthropic interest — the result of the years he and his wife planted those seeds of giving.

Giving: Your guide to community giving in the Lowcountry

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COMMUNITY

By Rev. Bill Stanfield

Investments in communities last longer than a season of charity

T

hey start coming in around midNovember and are as reliable as the holidays themselves. “Hello Reverend,” the phone calls begin, “our business (or civic/church group) wants to do something this Christmas to help a family that is less fortunate, can you help us identify them?”

For the past 11 years, I’ve served as the CEO of a nonprofit working in some of our region’s most distressed neighborhoods.

Some callers are also aware that my family and I have chosen to live in the same community where we work — so they feel that I should know plenty of families in need of a holiday donation. I do know families that could use a little extra something for the holiday season, but often it is not what the donor on the other end of the line wants to deliver.

I see the toy drives, turkey giveaways and free holiday dinners from the inside in our neighborhood. I trust that they are done with the best of intent from the donor’s perspective, but my neighbors pay a significant price for being the recipient of this type of charity. Parents of young children may understand. You know the joy of watching your kids open presents that you provided on Christmas morning. Now imagine the gifts you might try to provide being dwarfed by some good-hearted Samaritan dropping off gifts at your door. Suddenly, the blessing and pride of parenthood you might have had becomes the weight of dashed expectations and failure to provide. We expect that we are donating free items to make people happy, but very often they are paying for our donated stuff with their dignity and pride.

Perhaps it is time to learn a thing or two from that most venerable of holiday icons: Mr. George Bailey of It’s a Wonderful Life.

I assume most readers have seen this film.

The generous small town banker spends his

life helping others, falls on hard times and then is bailed out by his community (with an attempted suicide, an angel and a life story of great value in between).

Bailey’s generosity, expressed through his savings and loan business, wasn’t charity oriented, it was investment oriented and that is a very important distinction. A charity orientation assumes that the donor has been blessed and that others are in desperate need of some measure of the donor’s resources.

It expects no real return in the recipient of the charity other than momentary relief from an immediate problem. An investment orientation is different in that it is considered a success based on some definition of a return on investment. George Bailey’s returns are the opportunities that his savings and loan creates for people in his community to build on their strengths and grow their capacity to solve their own problems. There is no question that he was serious about giving back to his community (see Mr. Potter in the same film for the decidedly ungenerous investment model), but Bailey doesn’t go looking for desperation to bail out with his generosity; he goes looking for potential to grow and expand.

8 Giving: Your guide to community giving in the Lowcountry

An investment orientation steers away from offering people services based on their deficiencies and moves toward offering people opportunities based on their capacity.

Bailey’s loans required hard work and repayment, and he didn’t charge people the price of their dignity to obtain them.

When those callers reach out to me looking for needy families, I politely steer them in a different direction. We request gifts for adults and put them into a small “Christmas store” where our students then purchase them for their parents using credits they earn for good behavior (and yes, nicer items cost more credits). Students beam with pride because they have earned something that they are now going to give to their parents. It is not principally about the gift, but about the dignity, pride and character that the whole experience engenders. It is an investment in our students that creates an opportunity for them to work to earn something of value and share that with someone they love.

Readers of the Business Journal know what an investment orientation can mean for a business or a community. This holiday season, let’s choose the eyes of George Bailey to steward our generosity. Let’s set aside our charity outlook that provides free stuff and erodes recipients’ dignity. Let’s go looking for opportunities to invest in distressed individuals and communities that will bring a genuine positive return.

Rev. Bill Stanfield is co-founder and CEO of the Metanoia Community Development Corp. Stanfield lives in the Chicora-Cherokee community with his wife, Evelyn, and two sons in North Charleston. Find out more about Metanoia at www.pushingforward.org.

Stanfield is the keynote speaker at this year’s Philanthropy Day Luncheon.

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COMMUNITY

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Giving: Your guide to community giving in the Lowcountry

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Cover Story

homeless When your client is

Charleston’s legal community provides free services where they work and live

By Andy Owens The people who lined up for a legal workshop on King Street in Charleston recently didn’t seem to have a lot of legal problems in common.

Some had outstanding parking tickets in another state. One person wanted to pay child support but was between jobs. Some had criminal issues, some had tax issues and many had family court issues. But none of them had legal representation.

The four attorneys who came after office hours to give legal advice to residents at Crisis Ministries were not just rendering expert legal advice to homeless shelter residents.

They were showing the next generation of lawyers how to serve clients who aren’t accustomed to being treated with dignity or with time.

Above, a resident’s belongings are rolled up on a cot at Crisis Ministries on King Street in Charleston.

Photo by Gibson Pitts

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Cover Story

Scott Bischoff (above), a criminal attorney with the Savage Law Firm, tells attendees at a legal workshop at Crisis Ministries to ask for help in reviewing old cases. At right, Ashley Layton, an associate with Ayers Family Law, talks about the complexity of family law cases. Both are Charleston School of Law graduates. (Photos/Gibson Pitts)

The homeless shelter and soup kitchen works with many law firms in the area and the Charleston School of Law to pair pro bono lawyers with law school students to help underserved clients find a way toward an independent life. The students work on real legal issues and learn how to give back to the community they live and work in, said Crisis Ministries Homeless Justice Project founders.

One student currently enrolled at the Charleston School of Law sat during the workshop, watching as attorneys listened and answered questions.

Scott Bischoff a 2008 Charleston School of Law graduate who practices criminal law with the Savage Law Firm in Charleston took question after question, some small, such as why it’s important to pay out of state parking tickets and some, such as an undercover drug sting from several years ago, were more complicated.

He advised everyone to who might have an older case to talk to a Crisis Ministries attorney, which, in some cases, could mean the difference between getting a job and getting out.

“There are a couple of services that are offered here at Crisis Ministries,” Bischoff told the room of about 30 men and women. “A lot of you may not know, but if you have convictions on your record some of those convictions may be eligible for expungement.”

Crisis Ministries is the only shelter in the U.S. known to have a full-time staff attorney. www.charlestonbusiness.com

The organization has become a model for other shelters that want to replicate the program said Abby Saunders, law professor and associate dean of students at the Charleston School of Law. Because homeless issues at some point always intersect with the justice system, she said.

Saunders, Stephanie Lewis and Jeff Yungman started the Crisis Ministries Homeless Justice Project as a legal clinic in 2005. The program grew as it began working with other member attorneys of the James L. Petigru American Inn of Court at the School of Law, which is an affiliate of a national professional excellence organization for the legal profession.

Yungman, a Crisis Ministries social worker, attended the School of Law for the sole purpose of providing legal services at the shelter. Last year, the Homeless Justice Project worked on 635 cases and dealt with more than 800 legal issues. Yungman said that 53% of the cases involved veterans, many of whom are entitled to care and benefits they’re simply not aware of.

“We can’t do it by ourselves,” he said.

He said about 100 law firms have partnered with Crisis Ministries in rendering legal advice or helping a resident untangle a difficult legal issue.

“This is his life’s work,” Saunders said, remembering when Yungman applied to the law school. “He said the reason I’m here is to go back to the shelter and do legal work.”

Among Bischoff ’s legal advice during the workshop were tips for surviving an encounter with a police officer on Charleston’s streets.

Some of the homeless are charged with loitering or trespassing simply because they don’t always know when they can leave after an officer asks specific questions of them.

“If this happens to you, please do your best to remain calm with the officer,” Bischoff said.

“I hope that doesn’t happen to any of you, but if it does, it’s best to sort of bite your tongue — it may not be easy — but then I’ll help you through the process. I promise you that.”

Second opinions Mary Matthews was first introduced to the Crisis Ministries Homeless Justice Project while a student at the Charleston School of Law. She, like every other student, was required to put in a number of pro bono and community service hours.

Since August 2007, law school students have provided more than 165,190 pro bono hours and more than 90,700 externship hours.

Matthews graduated in 2012 and began a career in construction litigation, a specialized area of law that has implications for commercial real estate development where millions of dollars can be at stake. Then Crisis Ministries received a grant to add a second attorney to serve with Yungman. Matthews immediately switched her focus and applied for the job.

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Cover Story

Law firms take different approach in making community impact

B

usiness attorney Brad Waring said Nex- territory because of the cannon of ethics and sen Pruet’s Charleston office picked the the code,” Waring said. “It’s kind of drilled into Ronald McDonald House in Charleston you in law school. It’s not about money. It’s as a local charitable project to support partly about giving back. It’s about helping those who can’t help themselves.” because of geography.

The Motley Rice law firm in Mount Pleasant Being just a few blocks from the firm’s office on King Street helped staff members and takes a different approach but with the same shareholders decide to pledge $10,000 along idea of making a widespread impact. Instead with volunteer hours at the facility that helps of pooling money, Motley Rice pools people.

For the third year, the firm’s ProjectGo house families whose critically ill children are receiving medical treatment at the Medical unleashed staff members and attorneys who worked with East Cooper Meals on Wheels, University of South Carolina.

“It’s more than just the money. It’s send- Lowcountry Food Bank, Pet Helpers, Shaw ing people up there to cook meals. They need Community Center, Trident Habitat for Humantoiletries and stuff,” Waring said. “You go there ity and Charleston Parks Conservancy.

Consumer fraud and human rights attorney and it rips your heart out. Many of those families show up with no place to stay, with no idea Mike Elsner, who chairs the firm’s charitable giving committee, said Motley Rice has a long how long they’re going to be there.”

Waring said by helping a charity close by, history of contributing financially, but they wanted to find a way the law firm’s staff to also contribute could witness the their time to a larger impact of their giving number of charities. day-to-day.

“For the first “It’s actually been time, it really helped a lot of fun with many of us go and Ronald McDonald visit some of the House because it’s places we had been so close, and it really contributing to for impacts our community,” Waring said. Nexsen Pruet attorneys wear big red shoes to show some time,” Elsner “The house is here. support for the Ronald McDonald House in Charles- said. “That awareThe hospital is here. ton. The law firm has committed money and time to ness among employees has encouraged It’s right here in our the facility, which helps families of critically ill kids. many to donate time community. It’s been a real fun project because we had such com- outside of this day of service.”

To emphasize the firm’s commitment to plete buy-in for it.”

McDonald’s helps set up the facilities, but community service, Elsner said the firm made the houses are self-supporting charities and sure ProjectGo was not on a weekend. The firm must do their own fundraising. Waring said the also designated two days so everyone could law firm polled staff members about getting have an opportunity to participate. Participabehind a singular project like this instead of tion has grown every year, he said, with 85 individuals volunteering for ProjectGo in 2013. several smaller projects.

“In a firm of our size, given the kind of na“We were doing a lot for a lot of folks, but it wasn’t making a lot of impact,” Waring said. ture of our work, it wasn’t possible for us to “I didn’t want it to be my idea or just three of entirely shutdown for an entire day. So we did us saying let’s do this. We met with all the staff it over two days,” Elsner said. “We wanted it to and said here’s an opportunity, would you sup- be that so people who really wanted to participate, would.” port it?”

Motley Rice receives proposals from orThe Ronald McDonald House wasn’t a difficult sell, but that hasn’t stopped staff mem- ganizations to help target the right number of bers from supporting other charities and phil- people at specific areas.

“It’s one day from our firm, but maybe it’s anthropic efforts. He said it’s just part of the company’s and the legal community’s culture. something other businesses can do,” Elsner “To be blunt with you, it comes with the said.

12 Giving: Your guide to community giving in the Lowcountry

“You never forget it when you leave,” Matthews said. “You never forget the need that is there, and the way that you really can do something for people.”

Robert Kerr, an attorney with Moore & Van Allen in Charleston talked to the homeless residents about financial and bankruptcy law. He said lawyers like politicians are sometimes unfairly painted with a broad brush.

He said lawyers, like other professions, give their time, money and expertise because they live and work in a community and care about what goes on in that community.

“Pro bono has been part of the culture of law firms in this city and in every city for as long as there have been lawyers,” Kerr said.

“We’re close to the community. We see community needs. We see and hear the issues, and people are asking for our advice on a lot of things.”

In addition to working with the Crisis Ministries Homless Justice Project through the James L. Petigru American Inn of Court, Moore & Van Allen, which has offices in Charlotte and in the Research Triangle, frequently loans attorneys for pro bono litigation. He said very large firms often have departments dedicated to pro bono work, which can generate revenue in some structured cases even without a general expectation of being paid.

That face-to-face area of client service is what drew Matthews away from construction law. She sees a lot of veterans who simply aren’t aware of what’s available to them and aren’t up to date on changes to laws that might help them. They can easily fall through the cracks whether it involves employment, health care or a place to live.

“There’s so many factors that lead to homelessness, and a lot of them are legal issues. A lot of them are disability issues, and, which in turn, is a legal issue,” she said.

Matthews is going to travel to other communities around South Carolina to advise them on what Crisis Ministries has done within the legal community through the Homeless Justice Project. She said she’s excited about the possibilities, especially because so many communities around the state also are dealing with veterans who are struggling.

“Not every day you help somebody, but the days that you do, then you see everything come to fruition, that’s why you do it,” Matthews said. “The legal process takes a long time for things to get accomplished. You will have your little victories along the way. Just knowing that what I’m doing is helping, that’s enough for me.”

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14 Giving: Your guide to community giving in the Lowcountry

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Virtue not the only reward Nonprofits, businesses finding common ground in partnerships

By Holly Fisher, Contributing Writer

W

hen Amy Hungerford, development administrator for Chase After a Cure, first approached Pinewood Preparatory School in Summerville about a joint program, her sole focus was on generating awareness about pediatric cancer.

But the two entities quickly found they could do even more than raise awareness — they could raise money that would benefit

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Chase After a Cure’s efforts to support local childhood cancer research and Pinewood’s science department.

Beginning in December 2012, the two groups joined forces for a 5K run/walk, Tshirt sales and other fundraisers. At the end of the school year, they celebrated a successful partnership — raising $20,000 to be split between Chase After a Cure and Pinewood.

Head of School Steve Mandell fulfilled his

promise to shave his head if the fundraising goal was met, and the entire school celebrated with a butterfly release.

The partnership resulted in money raised, media coverage, an expanded awareness of pediatric cancer and an educational and community service component for Pinewood students.

“Through service projects, our students learn to identify needs in our communities,”

Giving: Your guide to community giving in the Lowcountry

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Feature Story

In-kind donations another way to offer community support

M

any businesses can more easily donate a product or service than write a check. Those in-kind

donations are just as valuable to Lowcountry nonprofits.

Cupcake’s two Charleston area stores and its store in Columbia donate each day’s leftover cupcakes to area social service or hungerfighting organizations, said Christina Bare, director of events and community liaison.

It also does in-store promotions for organizations like WINGS for kids, Charleston Animal Society and Susan G. Komen Lowcountry.

The idea is to help these nonprofits with promotion and fundraising while, at the same time, generating Cupcake customers.

In the fall, Cupcake hosted a school supply drive for WINGS for kids. Customers who brought in three items received a token for a free cupcake on a return visit. The promotion supported the organization and brought people into the store, Bare said.

While Cupcake isn’t always motivated by a business return, the company appreciates nonprofits who understand Cupcake’s mission of not only selling cupcakes but delivering happiness, Bare said.

Cupcake wants want to create more happiness in the community — and that means bringing people into the stores, Bare said.

“We want those first-time customers that turn into long-term customers,” she said.

16 Giving

Mandell said. “By responding to those needs, they develop problem-solving, team-building and leadership skills. They also build empathy and awareness as global citizens.”

By working together, the two organizations could pool their resources and play off each other’s strengths, Hungerford said. Pinewood handled the logistics and manpower of some of the events, while Chase After a Cure handled marketing and sponsorships.

“It was truly a win-win for all involved,” Hungerford said. “With careful planning, we were able to exceed the goal, have some fun and benefit from a positive experience.”

When nonprofits successfully engage with other nonprofits and with for-profit businesses, the result can be beneficial for all involved — giving nonprofits needed funds or volunteers while allowing businesses to support their local community and connect with existing and new customers.

Building community, customers “Most businesses have a corporate philanthropic philosophy that makes sense to their business and matches the interest of their employees — it’s part altruism and part good business sense,” said Barry Waldman, vice president of communications and marketing for Trident United Way. “I like to say that in the for-profit/nonprofit arena, virtue is its own reward, but it doesn’t have to be its only one,” Waldman said.

While the main motivation for a business to support a nonprofit is a desire to do good, businesses recognize there are other benefits at stake — overall improvement of the community, marketing of their business and a chance to increase their own customer base and reputation within the community.

A few years ago, Trident United Way created a Corporate Volunteer Council to facilitate businesses with an interest in corporate philanthropy to meet quarterly to discuss ideas and best practices for making the most of charitable efforts.

“What we found when we created the Corporate Volunteer Council is that there was this untapped desire among businesses in the community to not only have a corporate philanthropy program but have one that’s strategic for the company and the community,” Waldman said.

That message of a mutually beneficial relationship is one Aaron Silverman shares constantly with businesses as he fundraises for his

own charity, the Derek Revord Endowment.

Earlier this year, Silverman hosted a bowling fundraiser benefiting Special Olympics.

His message to potential event sponsors was that supporting a charity is a form of advertising.

“It’s good to donate to charity, but if you can get more business then you can donate more,” Silverman said.

Silverman, who owns Bluewater Property Management, focuses on ensuring his sponsors get exposure through naming opportunities or with materials in an event goodie bag. The March bowling event was named the Lucey Mortgage Corporation Derek Revord Endowment Bowling Fundraiser to highlight the main sponsor.

“I try to focus on exposure and how do we get your name in front of people,” Silverman said.

As part of its business mission, Lucey Mortgage Corp. focuses a great deal on how it can support community organizations.

“We see it as a business responsibility to support the local community, and we invest in the local community,” Lorcan Lucey said.

Nonprofits must give too That doesn’t mean Lucey will continue to support an organization that doesn’t do well by its sponsors or is sloppy in its efforts. “I’ve found that certain organizations are very prepared and take good care of their sponsors and some don’t,” he said. “And you can tell when they walk in the door.”

Lucey said he believes if a nonprofit doesn’t treat its sponsors well, it’s probably not treating the population it serves well either. And, for him, that’s a benchmark for determining which organizations he will continue to support.

Waldman echoes that sentiment, noting, “The single most important thing a nonprofit can do to increase its corporate philanthropy is delivering on what companies are looking for.”

If a nonprofit is going to a business to ask for a donated gift certificate, go in with a plan to deliver something to that business, Waldman said. Don’t say, “Give to us because you should.”

“Most businesses already believe that, and it’s already guiding their philanthropy,” Waldman said. “There needs to be a reason for the company to choose that particular contribution.”

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OUTLOOK

Moving beyond The Pig to fund our future

By George Stevens

J

ust a few weeks ago, Piggly Wiggly Carolina announced a deal to sell about half of its Charleston-area stores to rivals Harris Teeter and Bi-Lo. It was big news in in the grocery business but it might have been bigger to Lowcountry non-profits and advocacy organizations. For more than 60 years, Piggly Wiggly has been a staunch supporter of everything from education and youth sports to health initiatives, food pantries, churches, community associations and even a Basset Hound rescue program. The list goes on and on…literally. The Piggly Wiggly Carolina charity list posted on the company website runs to more than 300 recipients.

Many have assumed that the sale of Piggly Wiggly will create a Pig-sized hole in the Lowcountry’s charitable endeavors. After all, its iconic and decidedly retro “Mr. Pig” logo triggers a flood of memories: countless picnics, runs, walks, and fundraising events of all types where that smiling pig watched over our community.

While Piggly Wiggly will be missed – and can never be replaced – you would be mistaken in assuming that we need a new corporate leader to step up and become the face of local charitable giving.

We don’t need one leader. We need many.

The Lowcounty is a very different place than it was when Piggly Wiggly first opened its doors more than a half century ago and began supporting local causes. According to U.S. Census data released this summer, Charleston and North Charleston also are among the country’s 100 fastest-growing municipalities. We boast a whopping 19.6 percent employment growth rate over the past decade and are home to an exploding information economy sector that has been featured in Fast Company, Inc., Forbes, and the Wall Street Journal.

As the second-largest metro area in the state and one with considerable social, economic, and environmental challenges, we

need more than any one local business can give. But thankfully, we boast a network of community-minded businesses, a family of homegrown companies ready to fill and expand the role Piggly Wiggly played for so long.

To the new generation of corporate giving leaders, I would remind them that generosity generates sales. In 1947, when Piggly Wiggly started, the link between community service and sales was not proven. If you go back to newspaper clippings of the time you will see no mention of corporate giving. You certainly would not see how much various charities raised or read lists of Philanthropy Week awardees in the newspaper clippings of that day. Now charitable giving is seen everywhere, from the fine print on Tom’s toothpaste tubes to carbon neutral programs at Toyota.

Companies like Tom’s Toothpaste, Toms Shoes, or Tommy Hilfinger that give 1 percent away can charge a 5 percent premium.

Asking consumers to consider the generosity gap (does Colegate Toothpaste care as much as Tom’s Toothpaste?) means accepting the linkage between shareholder value and value to the community.

Moreover, charitable giving has expanded beyond marketing tool to become an employee retention tool. Blackbaud has pioneered that concept and now other businesses are taking their corporate responsibility cues from their employees (Boeing’s Employee Community Fund being an obvious example). By allowing employees make funding decisions the business becomes something to support over and above being just something to barter with. The employees become a valuable community resource. The business produces value, both in the products and services they provide but also in the employees they attract and retain.

Lest you think that corporate giving programs are just for the Boeings, Blackbauds, and other big name brands, consider the rest of the companies featured in the list below. You will find Johnson and Johnson Insurance, a family-

18 Giving: Your guide to community giving in the Lowcountry

owned practice, holding its own against the big guys by placing its employees on Trident United Way’s volunteer council, promoting Day of Caring as an employee engagement tool, and supporting dozens of other charities. Then there is Glasspro the auto glass replacement company fighting Goliath-sized competitors in the Lowcountry. They have embraced their role as community leaders and are dedicated to giving what they can of their time and resources.

I’ll miss the Pig. But I’m thankful that what I’ll miss most – their unselfish leadership in giving back to those who need it most – will be replaced, not by a single company but by a network of likeminded businesses.

It’s the best model for our region and one that recognizes the needs and opportunities of a community that has grown a great deal in recent years.

George Stevens is president and CEO of Coastal Community Foundation

•

Important Local Funders

Wells Fargo Boeing Roper Saint Francis Alcoa Royall Ace Hardware MeadWestvaco GlassPro Intertech Blackbaud Pearlstine Distributers TD Bank General Dynamics/ Force Protection SCBT Johnson and Johnson Insurance Bank of America

Source: Coastal Community Foundation www.charlestonbusiness.com

CONNECTING BUSINESS in South Carolina SC Biz News is the premier publisher of business news in the state of South Carolina. We publish the Charleston Regional Business Journal, Columbia Regional Business Report, GSA Business and SCBIZ magazine.

Connect your business to our statewide audience.

For information about statewide advertising, call Steve Fields at 843.849.3110.

NONPROFIT SPOTLIGHT

Mission statement Our mission is to feed the poor and hungry of the 10 coastal counties of South Carolina by soliciting and distributing healthy food and grocery products to nonprofit agencies serving the poor, and to educate the public about the problems of and solutions to domestic hunger.

Name of organization: Lowcountry Food Bank Year established locally: 1983 Top local executive: Pat Walker, president and CEO

Apprenticeship Program. Last year, 90% of graduates found full-time employment or enrolled in school within six months.

• The LCFB celebrated 30 years of service thanks to community support.

Contact information: 2864 Azalea Drive, Charleston, SC 29405 843-747-8146 • Fax: 843-747-8147 www.lowcountryfoodbank.org Corporate giving contact: Miriam Langley, vice-president of Development and Communications Email: mlangley@lcfbank.org

2014 Goals: • The LCFB will continue to enhance training, professional development and capacity-building opportunities for its network of nearly 300 partner food pantries, soup kitchens, shelters and schools. Our goal is to provide the food resources, knowledge and tools necessary for partners to create sustainable hunger solutions.

• Our organization will continue to examine how to use limited resources to make the largest impact on hunger and expand existing programs and initiatives that meet targeted hunger needs.

• The LCFB will continue to increase healthy food distribution, including the distribution of fresh produce.

Average number of volunteers in 2013: 5,000 Total operating budget (2013-2014): $5.3 million Percent of revenue dedicated to program services: 97% Geographic area or specific population served: Berkeley, Beaufort, Charleston, Colleton, Dorchester, Georgetown, Hampton, Horry, Jasper and Williamsburg counties.

Greatest need: Families across the community increasingly struggle with the choice of paying for food or paying utility bills, medical costs or other life necessities; now more than ever, we need the grassroots support of our community to ensure that every child, family and senior citizen has the nutrition needed to lead healthy, productive lives. Financial and food donations, and advocacy on behalf of our clients as well as issues of hunger and poverty, empower the Food Bank each day in fulfilling our mission. Volunteers are also vital to feeding the hungry in our community; each year, we depend on more than 26,000 service hours provided by more than 5,000 volunteers.

2013 Top achievements: • Through the Zucker Family Production Kitchen, the LCFB served 175,000 meals to children and seniors in our community.

• The School Pantry Program increased by nearly 60%, serving 11 schools, eight counties, and more than 600 families and children.

• In 2013, 17.5% (3 million pounds) of the LCFB’s total food distribution will be fresh produce through partnerships with local farmers, Limehouse Produce and GrowFood Carolina.

• The LCFB distributes 2,200 monthly food boxes to seniors in need.

• The LCFB recently doubled the size of its Food Works Culinary www.charlestonbusiness.com

Fundraising events: Chefs’ Feast (Feb. 23, 2014) — Join chef Robert Carter and the Lowcountry’s most acclaimed chefs at the 15th annual Chefs’ Feast.

Indulge in delectable fare from more than two dozen top Lowcountry restaurants while enjoying live jazz music and cocktails. Visit www.lowcountryfoodbank.org/chefs-feast online for updates. Proceeds benefit the Lowcountry Food Bank’s Kids Cafe, Backpack Buddies, School Pantry and Summer Feeding programs.

The Farmer’s Table (Fall 2014) — The Lowcountry Food Bank invites you to connect with talented farmers, food artisans and chefs that contribute to the growing culinary reputation and local food community of Beaufort. The all-local feast, prepared by Beaufort’s most talented chefs, kicks off with hors d’oeuvres and cocktails under the oak at LeChene Circle. Visit www.lowcountryfoodbank.org/farmerstable for updates.

Corporate giving opportunities: • Sponsor a local BackPack Buddies Program at a Title 1 school.

• Sponsor a local School Pantry Program at a Title 1 school.

• Sponsor a mobile pantry holiday distribution site.

• Sponsor a truckload of fresh, regional produce.

• Sponsor a truckload of holiday turkeys.

• Sponsor fuel for a LCFB truck for an entire year.

• Sponsor a monthly feeding box for seniors.

Giving: Your guide to community giving in the Lowcountry 21

NONPROFIT SPOTLIGHT

Mission statement Helping people achieve their full potential through the dignity and power of work Name of organization: Goodwill Industries of Lower South Carolina Inc. Year established locally: 1979 Top local executive: Robert Smith, president and CEO Contact information: 2150 Eagle Drive, Building 100 843-566-0072 • Fax: 877-515-5070 www.palmettogoodwill.org Corporate giving contact: Tina Marshall, Community Relations officer Phone: 843-377-2811 • Email: tmarshall@palmettogoodwill.org Average number of volunteers in 2013: 595, Goodwill relies on volunteers to help with events.

Total operating budget (2013-2014): $54 million Percent of revenue dedicated to program services: 90% of the revenue earned through the sale of donated goods is given back into the community in the form of job training programs and employment services.

Geographic area or specific population served: Goodwill is chartered through Goodwill Industries International to serve 18 counties in South Carolina, including Beaufort, Berkeley, Calhoun, Charleston, Clarendon, Colleton, Darlington, Dillon, Dorchester, Florence, Georgetown, Horry, Jasper, Lee, Marion, Orangeburg, Sumter and Williamsburg. We operate 27 retail stores and 14 Job Link Centers, serving people with disabilities, homeless or struggling veterans, displaced workers and others seeking employment in 10 counties in S.C. Greatest need: People in South Carolina continue to struggle with joblessness. As a result, more than ever come to Goodwill for services.

Donations of gently used clothing, household items, books, computers and small appliances are vital to helping people gain employment.

2013 Top achievements: • By the close of 2013, projections show that Goodwill will have provided employment services and job training opportunities to more than 58,000 people in our community. This is a 32% increase over the number of people served by Goodwill’s mission during 2012.

• Goodwill opened its first store and Job Link Center in Murrells Inlet in Georgetown County, creating 15 to 20 new jobs.

• Palmetto Goodwill, Family Services Inc., and Trident United Way opened two Prosperity Centers to address poverty in Berkeley and Dorchester counties. The centers coordinated services to help more www.charlestonbusiness.com

than 2,000 people become financially stable. Services include GED completion, Work Keys certification, job counseling, financial education, credit counseling and tax preparation.

• Goodwill distributed clothing vouchers to 11,012 people in need in our community in 2012, and is on pace to exceed that number in 2013.

2014 Goals: Job Creation: Increase community job placement by 25% by developing new partnerships with local businesses to support their hiring needs by connecting them with qualified and well-trained job seekers.

Mission Services: Expand mission services to help create opportunities for people to enhance their lives through training, workforce development services and collaboration with other community organizations.

Fundraising events: Second Time Around Fashion Show (April, 2014) Shining Stars Awards Banquet (April 29, 2014) will be held at Trident Technical College’s Culinary Arts Center.

Undy 500 Motorcycle Charity Ride (Sept. 21, 2014) will kick off at Lowcountry Harley-Davidson and end at Red’s Ice House.

A Night at the Theatre with Goodwill (October 2014) will be held at The historic Riviera Theatre at Charleston Place Hotel.

Corporate giving opportunities Whether you attend a Goodwill event or sponsor a table at an event, you are supporting employment programs for people with disabilities, veterans, homeless, displaced workers, seniors and single parents: Seniors: Support a disadvantaged senior during the holidays with a $25 donation to Goodwill’s Golden Angel Tree. Seniors receive gift bags with cold weather items, hygiene essentials, fun items and a soup package.

Veterans: Support homeless and struggling veterans in Goodwill’s VETS program. Under garments and proceeds from the Undy 500 motorcycle ride support veterans in the two-day Stand Down Against Homelessness.

Donation Drives: Goodwill provides donation bins and materials to help promote school donation drives within your business or school on any date. Contact us for more information about the Donate WHY project.

Sponsored by

Giving: Your guide to community giving in the Lowcountry 23

NONPROFIT SPOTLIGHT

Mission statement The Mission of the Carolina Youth Development Center is to assist children in reaching their full potential as healthy and well-adjusted individuals by delivering a continuum of prevention, assessment, intervention, treatment and transition services.

Name of your organization: Carolina Youth Development Center Year established locally: 1790 Top local executive: Barbara Kelley-Duncan, CEO Contact information: 5055 Lackawanna Blvd., North Charleston, SC 29405 843-266-5200 • Fax: 843-266-5201 www.cydc.org Corporate giving contacts: Kim Brown, Associate VP of Development Phone: 843-266-5218 • Email: kbrown@cydc.org Average number of volunteers in 2013: 500 in a variety of roles annually.

Total operating budget (2013-2014): $3.12 million Percent of revenue dedicated to program services: According to our 2012 audit, 81% of our revenue is dedicated to program services.

Geographic area or specific population served: Carolina Youth Development Center provides services to abused, neglected and at-risk youth in the tri-county area of Charleston, Berkeley and Dorchester counties.

Greatest need: Increased financial support enabling us to provide residential, educational, vocational, career and life skills programs for our children, helping them to succeed in school and preparing them for higher education or employment.

2013 Top achievements: • Edna McConnell Clark Foundation PropelNext grantee.

• The Bakker Scholars Recognition Ceremony, hosted by our 2013 Corporate Partner of the Year Cummins Inc., honored the outstanding academic achievements of CYDC youth on June 11.

• Our Strengthening Families program in partnership with DSS provided connections to community resources and parent support to hundreds of families at risk of losing their children to foster care.

2014 Goals: • With the support of the Edna McConnell Clark Foundation and The Duke Endowment, the Carolina Youth Development Center hopes to build organizational capacity, develop best practices and strengthen our program performance outcomes.

• The organization plans to participate in and positively influence public policy impacting abused, neglected, abandoned and emotionally disabled children and youth.

www.charlestonbusiness.com

Fundraising events: “A Night for the Children” Gala: CYDC’s biggest fundraiser of the year has raised more than $1 million since its inception to help provide services to abused, neglected and at-risk Lowcountry youth. Held at McCrady’s award-winning restaurant in Charleston in September, the event features live and silent auctions, and live music and dancing.

Bowl for Kids’ Sake: Big Brothers Big Sisters of CYDC’s largest community fundraiser, Bowl for Kids’ Sake, is all about having fun to help kids continue on a positive path. The next event is set for 9 a.m.-4 p.m., March 22, 2014, at Royal Lanes in Goose Creek. Proceeds from these bowling events are necessary for Big Brothers Big Sisters to continue providing and supporting mentors that make a significant impact on the lives of community youth.

“Give me Shelter” Campaign for Children: This year-long fundraising effort benefits CYDC’s Callen-Lacey Center for Children in Moncks Corner, the only emergency shelter in Berkeley County for abused, neglected and abandoned children. The campaign culminates with the “Give Me Shelter” Dinner and Auction at the Wampee Conference Center in late spring.

Big Brothers Big Sisters Golf Tournament: This year’s annual golf tournament benefiting Big Brothers Big Sisters of CYDC will be held at the exclusive Cassique course at Kiawah Island on May 6, 2014. The night before the golfing event, there will be a dinner and auction to support the BBBS program, which serves more than 200 tri-county children each year (ages 6–16) by offering them the support of a positive relationship with a mentor (a Big Brother or Big Sister).

Corporate giving opportunities: • “A Night for the Children” Gala — Sponsorship opportunities ranging from $500-$5,000.

• Bowl for Kids’ Sake — Sponsorships ranging from $100-$5,000.

• Big Brothers Big Sisters Golf Tournament — Sponsorships ranging from $300 to $10,000.

• “Give Me Shelter” Campaign for Children — Sponsorships ranging from $500-$5,000.

• Annual Sponsorship Opportunities available upon request.

Sponsored by

Giving: Your guide to community giving in the Lowcountry 25

NONPROFIT SPOTLIGHT

Mission statement To build vibrant, sustainable communities by financing the production of affordable housing, healthy food retail, community facilities and community businesses, and to act as a catalyst to meet the fundamental needs of underserved neighborhoods.

Name of your organization: Lowcountry Housing Trust Year established locally: 2004 Top local executive: Michelle Mapp, executive director Contact information: 1535 Hobby St., Suite 209, North Charleston, SC 29405 843-973-7285 • Fax: 843-973-3598 www.lowcountryhousingtrust.org Corporate giving contact: Same as above E-mail: michelle@lowcountryhousingtrust.org Average number of volunteers in 2013: 50 Total operating budget (2013-2014): $1.24 million Percent of revenue dedicated to program services: 88% Geographic area or specific population served: Underserved communities throughout South Carolina.

Greatest need: Your voice. We need the support of our community to join with us in declaring that housing matters, food access matters, community facilities matter and local neighborhood businesses matter to ensuring that we have a vibrant, sustainable economy. We appreciate the opportunity to put your investment to work, connecting underserved communities to capital. To further our mission and effectively tell our story, we need expert volunteers to assist with graphic design, photography and program evaluation.

2013 Top achievements: • LHT expanded its lending program to include financing for affordable housing, healthy food retail, community facilities and community businesses.

• LHT provided 14 loans for $3.6 million in financing that facilitated the development of more than $41.7 million in community development projects; funding has created or retained 335 jobs, financed one community business, one community facility, 296 housing units, and provided a safe, decent and affordable place to call home for 740 individuals and families.

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• LHT received $4.58 million in investments and program grants.

• LHT helped launch the SC Food Access Task Force, a group of health, policy, nonprofit and governmental agencies working to address the barriers to equitable food access in South Carolina.

• LHT was a finalist for the 2013 Wells Fargo NEXT Seed Capital Award, which is awarded to an organization with a promising idea of expanding geographic/product coverage.

2014 Goals: • Provide $3 million in financing for community development projects.

• Provide financing for projects throughout the entire state of South Carolina, signaling an expansion from solely serving the Lowcountry.

• Continue to address food deserts in South Carolina by engaging community and government leaders in efforts such as the SC Food Policy Task Force.

Fundraising events: Contact us for sponsorship opportunities for our annual 5k race scheduled for Aug. 30, 2014.

Corporate giving opportunities: Impact investments are a growing tool that financial institutions, philanthropists and foundations use to employ their capital for the greatest social impact. LHT accepts investments from individuals ($25,000 minimum) and organizations ($100,000) to be used in our revolving loan fund. All investments offer both a financial return (quarterly interest payments and principal repayment) and a social return. Your loan is put to work improving the communities in which we live, work and play.

LHT also accepts donations, stock transfers and in-kind gifts. For more information on how to give, please visit www.lowcountryhousingtrust.org.

All contributions and investments to LHT qualify for a 33% S.C. Community Development Tax Credit. For more information, consult your financial advisor and review S.C. Schedule 14.

Giving: Your guide to community giving in the Lowcountry 27

Our ACTIONs speak louder than words.

At Alcoa Mt. Holly, giving back to the community is part of our core values.

Through the Alcoa ACTION (Alcoans Coming Together in our Neighborhoods) initiative, teams of Alcoa employee volunteers earn Alcoa Foundation grants of up to $3,000 for the community organizations where they volunteer. And each October Mt. Holly employees join thousands of coworkers from around the globe to celebrate the Worldwide Month of Service, rallying the volunteer spirit to complete community projects and earn ACTION grants for area organizations. Last year Alcoa employees completed 20 community projects during the 2012 Month of Service alone.

Our 600+ employees live our values each day individually — as volunteer firefighters, PTA presidents, and little league coaches — as well as collectively through the group volunteer projects they complete.

Thanks to their passion, and ACTIONS, Alcoa is making our community a better place.

alcoa.com

NONPROFIT SPOTLIGHT

Mission statement To empower young people to own their economic success

Name of your organization: Junior Achievement of Coastal SC Year established locally: 1966 Top local executive: Amy Ware, president

cantly increase our impact in the Hilton Head and Beaufort area. Within the next five years, JA of Coastal SC plans to be a “household name” with young people and their families, as THE provider of quality Financial Literacy, Work Readiness and Career Skills programming.

Contact information: 2430 Mall Drive, Suite 120, North Charleston, SC 29406 843-745-7050 • Fax: 843-745-7070 Website: www.jacoastalsc.org Corporate giving contacts: Jonathan Peavey, director of development Email: jonathan.peavey@ja.org

Fundraising events: Oyster Roast The first JA oyster roast is scheduled for noon to 3 p.m., Nov. 9, 2013, at James Island County Park.

For tickets, visit www.jacoastalsc.org

Average number of volunteers in 2013: 400 Total operating budget (2013-2014): $312,000 Percent of revenue dedicated to program services: 90%

Waccamaw Golf Tournament Dec. 3, 2013 at Shaftesbury Glen Golf Club To register, visit www.jacoastalsc.org

Geographic area or specific population served: All of Coastal SC, including the Lowcountry, the tri-county area and the Waccamaw Region.

JA Bowling Event Spring 2014 Stay tuned to www.jacoastalsc.org for more information.

Greatest need: Volunteer and financial support.

2013 Top achievements: In 2013, we were proud to begin a partnership with Trident United Way Links to Success program. We were thrilled to have the opportunity to provide JA programming to classrooms in five Title I schools in the tri-county area.

Additionally, with the addition of a PT Program Manager in the Waccamaw Region, we were able to triple our reach in Georgetown and Horry counties.

2014 Goals: Within the next two years, we plan to grow within our targeted schools by adding 1-2 grade levels at a time, with the end goal being “whole school implementation” in those targeted schools. Additionally, we plan to signifi-

Kids’ Day with the Pelicans Spring 2014 Stay tuned to www.jacoastalsc.org for more information.

Corporate giving opportunities: $600 — Sponsors one JA classroom $3,000 — Sponsors five JA classrooms $6,000 — Sponsors a whole school with JA programming Event Sponsorships — Contact Junior Achievement of Coastal SC at 843-745-7050 or online at www.jacoastalsc.org for sponsorship levels.

Sponsored by

www.charlestonbusiness.com

Giving: Your guide to community giving in the Lowcountry 29

Helping out

More than 9,000 individuals from many Charleston-area companies participated in Volunteers with the Trident United Way’s Women’s Leadership Council were among Trident United Way’s Day of Caring this year, including about 100 employees from those making an impact during Triden’t United Way’s Day of Caring activities Cummins, like DeAudre Gregg above. across Charleston, Berkeley and Dorchester counties.

Charleston Day of Caring More than 9,000 people participated in the Trident United Way’s Day of Caring on Sept 13, a daylong effort of community service projects that allowed individuals and groups to share their knowledge, time and sweat.

Trident United Way raised $11 million from 33,000 donors locally last year, including nearly 2,000 individuals and couples contributing $1,000 or more. During its 69 years, Trident United Way has raised $642 million in 2012 dollars, and the Charleston community has delivered half of the 10 largest Day of Caring events in the nation. Through its 2-1-1 Hotline and its community volunteer advocacy, Trident United Way connects volunteers with roughly 200 nonprofits in the tri-county region. Trident United Way is focused on solving problems in education, financial stability and health, and has adopted the community’s goals of reaching an 88% graduation rate, moving 30% more people out of poverty and increasing the number of people living healthy lifestyles by 25%.

30 Giving: Your guide to community giving in the Lowcountry

www.charlestonbusiness.com

Helping out

The 9th Judicial Circuit Court Solicitor’s Office also participated, helping out Rural Mission Inc.

Employees from utility company Santee Cooper participated at a number of Day of Caring sites, most of them focused on education and health care.

A group from the Space and Naval Warfare Systems Center Atlantic took a moment for a Day of Caring photo while helping Communities In Schools Of The Charleston Area Inc.

S.C. Federal Credit Union employees worked at several sites, such as the Lowcountry Food Bank. www.charlestonbusiness.com

National Bank of S.C. workers helped out at Ashley River Creative Arts Elementary School.

The InterTech Group employees came together to help the Lowcountry Food Bank pack potatoes during Trident United Way’s Day of Caring on Sept. 13.

Giving: Your guide to community giving in the Lowcountry 31