2018 Charleston Regional Business Journal - Giving

Giving Paws-on care Therapy dogs provide relief, companionship for patients

Special thanks to:

Your guide to community giving in the Lowcountry | 2018-19

Executive Editor - Andy Owens aowens@scbiznews.com • 843.849.3142 Senior Copy Editor - Beverly Barfield bbarfield@scbiznews.com • 843.849.3115 Staff Writer - Liz Segrist lsegrist@scbiznews.com • 843.849.3119 Staff Writer - Patrick Hoff phoff@scbiznews.com • 843.849.3144 Editor, Custom Publishing Division - Steve McDaniel smcdaniel@scbiznews.com • 843.849.3123

contents VIEWPOINTS

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Values-based giving

The place-based impact investing journey

Charitable giving trends

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FROM THE COVER

NONPROFIT STRATEGIES

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Furry therapists motivate kids to stretch their skills

Create your brand for donor loyalty

Building bridges:

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How nonprofits can foster strategic community partnerships

DEPARTMENTS 4 QUICK FACTS

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6 AWARD WINNERS

About the cover Macy is an MUSC therapy dog who is helping to calm MaryEllen Wilson during her therapy session at MUSC Children’s Health Therapy Center.

MaryEllen has leukodystrophy and needs help walking and moving.

MUSC physical therapist Erica Pfeiffer, right, is her therapist.

(Photo/Sarah Pack, Medical University of South Carolina)

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Giving: Your guide to community giving in the Lowcountry 3

QUICK FACTS

GIVING

AMERICANS GAVE IN 2017

$410.02 BILLION

BY THE

NUMBERS

OF THAT TOTAL

FUN FACTS

588,665

5%

The number of nonprofits with less than $1 million in total revenue.

1,581,445 The number of tax-exempt nonprofit

9%

16%

organizations in the United States.

70%

Source: Blackbaud

Individuals (70%) Foundations (16%)

8.7%

Bequests (9%) Corporations (5%)

HERE’S WHERE THE MONEY GOES

The increase in percentage of donations given to the arts.

$19.51 BILLION

Giving to the arts was the second-fastest growing subsector, with an 8.7 percent increase over the previous year to a total of $19.51 billion in 2017.

15.5%

Giving to foundations increased 15.5 percent in 2017. The largest gain of any subsector, far outpacing the growth in total giving.

RELIGION 31% EDUCATION 14% HUMAN SERVICES 12% GIFTS TO FOUNDATIONS 11% HEALTH 9% PUBLIC-SOCIETY BENEFIT 7% ARTS, CULTURE, HUMANITIES 5% INTERNATIONAL AFFAIRS 6% ENVIRONMENTAL/ANIMALS 3% TO INDIVIDUALS 2%

Source: Giving USA

4 Giving: Your guide to community giving in the Lowcountry

www.charlestonbusiness.com

AWARD WINNERS

A HISTORY OF GIVING IN THE LOWCOUNTRY T

he philanthropic community of the Lowcountry has a long, honored tradition of helping those in need. Whether it is an outreach program for underserved people at risk, a fundraiser for disease research or bringing aid to disaster victims, charitable organizations in and around Charleston serve a vital function.

Much of the attention for charities and nonprofits is focused at the forefront of their work – the dramatic photos of disaster relief, the wellattended and festive galas or the multimilliondollar donation media events.

But those are the end results of countless hours of planning, preparing and fundraising.

The challenge of creating and maintaining dependable revenue streams, the constant need to attract and retain donors at all levels, and the administrative functions to support ongoing initiatives are tireless and often thankless tasks.

The Association of Fundraising Professionals South Carolina Lowcountry Chapter is made up of all of those kinds of people. They are there when others need them the most, and they are the ones working daily on all those behind-the-

scenes functions that keep their organizations running smoothly.

AFP will celebrate these efforts with its annual National Philanthropy Day luncheon on Nov. 15 at the Gaillard Center in downtown Charleston. In its 22nd year, this event honors and recognizes people and organizations who have given their time, talent and resources to charitable work in the Lowcountry.

“National Philanthropy Day was established in 1986 by presidential proclamation, but we’ve had cause to celebrate the generosity of individuals, businesses and community organizations in the Lowcountry for more than a century,” said AFP Lowcountry President Courtenay Fain. “Some among this year’s winners have consistently supported charitable causes in this community since the 1960s. Their gratitude for what it means to live, work and play in the Lowcountry is what drives their philanthropy. The purpose of taking a day to celebrate and uphold these diverse exemplars of giving back is to inspire us all to act upon the things that make us grateful for this special community we call home.”

THE 2018 LOWCOUNTRY AFP NATIONAL PHILANTHROPY DAY AWARD RECIPIENTS ARE: Nucor Steel Corporate Philanthropist of the Year Coastal Expeditions Small Business Philanthropist of the Year Bishop Gadsden Episcopal Retirement Community Organization Philanthropist of the Year Elliott DeMerell Outstanding Professional Fundraiser Martha Rivers Ingram Individual Philanthropist of the Year Winners were determined by an AFP committee that evaluated each nomination. Many nominations were collaborative, with several nonprofit organizations working together to nominate an individual or foundation that has made an impact on more than one group.

For more information and to see a list of past winners, go online to www.afplowcountry.afpnet.org.

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www.charlestonbusiness.com

AWARD WINNERS

CORPORATE PHILANTHROPIST OF THE YEAR

NUCOR STEEL

A

ccording to many in the Lowcountry, a culture of giving back and elevating our community is engrained at Nucor Steel. Since opening its Berkeley plant, Nucor employees have donated almost $2 million to Trident United Way’s various programs, as well as another $1 million donated by the corporation itself.

Employee committees work tirelessly throughout the year to plan and execute the company’s philanthropic efforts, with the support of Nucor’s leadership. Those benefitting from their efforts include MUSC Children’s Hospital, the Lowcountry STEM Festival, Relay for Life, Reading Buddies, Palmetto Warrior Connection, the American Red Cross, and East Cooper Community Outreach.

Nucor is particularly committed to supporting innovative initiatives at nearby schools, including Cainhoy Elementary School, Phillip Simmons Middle School and Phillip Simmons High School, all new schools in the rapidly growing Cainhoy-Wando area of Berkeley County. Nucor employees volunteer as Reading Partners on a weekly basis, have provided for computer labs, and help fund after-school and

Photo/Provided

summer enrichment programs.

In an exciting new initiative this year, the company donated $100,000 to Phillip Simmons High School to create a Mechatronics Academy, which provides career training in electronics and mechanical engineering. They have pledged another $50,000 annually to the program for each of the next four years. Nucor employees serve as teachers, volunteers and mentors for the program.

Through its annual golf tournament, Nucor has raised more than $4.5 million to benefit

the MUSC Children’s Hospital. According to President David Cole, Nucor is known around MUSC as a “Champion of Hope,” as their giving has supported both the hospital’s infrastructure and its research programs, gifts that will provide hope for a brighter tomorrow to children across the state for many years to come.

Nucor has also served for six years as the presenting golf tournament sponsor for East Cooper Community Outreach, where Vice President and General Manager Giff Daughtridge serves on the nonprofit’s board, bringing his years of business expertise to the organization. No job is too big or too small for Nucor’s employees, says ECCO’s Stephanie Kelley. Volunteers even mow the lawn and assist with repairs around the building.

In these and many other ways, Nucor Steel is creating positive change in our community through their employees’ financial contributions, their corporate financial contributions and their commitment of time and volunteerism throughout our community. The AFP Lowcountry Chapter is pleased to recognize Nucor Steel as its 2018 Outstanding Corporate Philanthropist.

SMALL BUSINESS PHILANTHROPIST OF THE YEAR

A

COASTAL EXPEDITIONS

local nature-based tourism business with fewer than 20 employees, Coastal Expeditions demonstrates the impact a small business can have in supporting and inspiring others to preserve the irreplaceable natural environment upon which all of us in the Lowcountry depend for our livelihoods and high quality of living. The support Coastal Expeditions gives to its nonprofit partners is truly a corporate culture of philanthropy. Staff at every level of the business embrace their roles as catalysts for education and conservation.

As individuals, staff members frequently volunteer their time, equipment and expertise to help capture and transport injured birds of prey and shorebirds to the Avian Conservation Center

Medical Center in Awendaw. As a company, Coastal Expeditions stretches the business’ financial giving to advance new initiatives in the early phases of development, when seed funding is critical to a program’s success, which affords their nonprofit partners an opportunity to be bold and take risks on promising new ideas. According to Daniel Prohaska, director of development at the Avian Center, it would be difficult to overstate the impact Coastal Expeditions has had on the center’s work.

Thousands of school children and nature enthusiasts around the Lowcountry enjoy watching and learning about wildlife through the “Pelicam” that Coastal Expeditions maintains on Crab Bank Seabird Sanctuary, a partnership with

8 Giving: Your guide to community giving in the Lowcountry

Photo/Provided www.charlestonbusiness.com

AWARD WINNERS

the Coastal Conservation League, Charleston Harbor Pilots, Stasmayer, Mount Pleasant Radio and the South Carolina Department of Natural Resources.

Cantral says Coastal Expeditions understands the value of making an investment in educating future generations about our natural resources here in the Lowcountry, thereby planting the seed for future generations’ preservation efforts.

Ashley Demosthenes, President and CEO of the Lowcountry Land Trust agrees, noting that Coastal Expeditions encourages others to think about their role in the natural environment.

Since 2003, the company’s support of the Land Trust has grown from a simple event raffle to a larger-level event sponsorship.

Demonthenes says they take great strides to connect various organizations for the greater good, displaying materials from several nonprofit groups at their booth at the Southeastern Wildlife Exposition. Owner Chris Crolley serves on the board of both the Land Trust and,

Photo/Provided

for 12 years, with Friends of Coastal South Carolina, where his company provides low-cost educational programs to hundreds of school children annually who have never ridden on a boat or visited a pristine island ecosystem.

Coastal Expeditions has a unique ability to capture the essence of what makes coastal South

Carolina special, and they do it in such a way that drives people to act, clearly demonstrating that you don’t have to be a big corporation to have a big impact on your community. And so, Coastal Expeditions becomes the first-ever recipient of the AFP Lowcountry Chapter’s Outstanding Small Business Award.

ORGANIZATION PHILANTHROPIST OF THE YEAR

S

BISHOP GADSDEN

ince its founding in 1850 as the Home for Widows and Orphans, reaching out with a generous heart has been at the forefront of Bishop Gadsden’s ministry.

Understanding the importance of caring for its community – internally and externally – has been a distinguishing factor in creating a culture of giving within Bishop Gadsden that permeates every facet of the Episcopal retirement community – from residents and employees to board members, families and friends.

Each year, resident and staff representatives select grant recipients of its charitable giving program from a wide range of applicants.

Recent recipients include such diverse groups as One Eighty Place, Children’s Cancer Fund, Goodwill, Roper St. Francis Cancer Assistance Fund, Sea Island Habitat for Humanity, Toys for Tots, Coastal Crisis Chaplaincy, Fisher House, Lowcountry Food Bank, My Sister’s House, Trident Literacy, and Windwood Farms, just to name a few.

In addition to financial contributions, over the past two years, residents and staff have also donated 25,000 hours of volunteer time

Photo/Provided

to charitable causes – including mentoring programs, volunteering at the Ralph A. Johnson Medical Center, reading to students and seniors, packing lunches with Meals on Wheels, and teaching seniors new skills, whether it be computer technology or croquet. To encourage its employees to stay active in charitable causes, in 2012 Bishop Gadsden launched a new incentive program that allows employees to earn an extra half hour of paid leave time for every hour they volunteer in their communities, up to 20 hours a year.

While Bishop Gadsden takes great pride in supporting others’ charitable missions, they also realize the importance of supporting each other.

Since 1995, BG residents, board members,

10 Giving: Your guide to community giving in the Lowcountry

employees and friends have raised more than $6 million to assist residents whose financial resources have run out, helping their neighbors at a time when they are the most vulnerable and in need of continuing the high quality of care provided at Bishop Gadsden.

Through the Strongheart Employee Scholarship Program, 22 staff members will be awarded $109,000 in financial assistance this year as they seek additional education opportunities or pay off student debt. Employees may donate unused PTO to colleagues who need more time off due to unforeseen circumstances.

They are there for one another.

Since 1995, the Bishop Gadsden community has awarded more than $9 million to area charities, as well as to those in need within their community, demonstrating that even after more than 160 years, “giving with a generous heart” continues to be one of the defining characteristics of Bishop Gadsden. In recognition of this legacy, the AFP Lowcountry Chapter is pleased to award Bishop Gadsden Episcopal Retirement Community as its 2018 Outstanding Community Organization. www.charlestonbusiness.com

AWARD WINNERS

OUTSTANDING FUNDRAISING PROFESSIONAL

T

ELLIOTT DEMERELL

he best fundraisers know how to set up all the pins in a way that makes it easy for the philanthropists they steward to knock them down.

Elliott DeMerell uses his fundraising expertise not only to secure philanthropic support for Trident Technical College, but also to empower others to succeed at raising money for the causes that are important to them. He creates new opportunities for engagement, resulting in increased interest, participation and giving, and his AFP designation as a Certified Fundraising Executive speaks directly to his belief in the ethical principles and standards that guide the profession.

When talking about Elliott, his colleagues and friends consistently list his values, sense of humor and commitment to doing a job well as some of the elements they most admire about him.

With more than 20 years’ experience in the development field, Elliott began his career in museums and education first in Virginia, then the St. Paul/Minneapolis area before returning

to his hometown of Charleston in 2008, where he worked for the Gibbes Museum of Art and Fort Sumter/Fort Moultrie Historic Trust.

Elliott joined Trident in 2012, just as the college was undertaking its largest capital campaign to date, playing a key role in helping the campaign exceed its $3 million goal.

As the first major gifts officer at the college, Elliott has used his fundraising experience and technical skills to improve the foundation’s constituent database, while increasing the level of engagement with prospective and major donors through social media, written communications and personal contacts. He has successfully directed alumni relations, special events, annual giving and major gifts programs.

Outside of his 9-to-5 job, Elliott has given back

to the fundraising community in countless other ways: as a mentor, seminar presenter, cheerleader and trainer to fellow fundraisers seeking CFRE certification. Within the local chapter, Elliott has a long-standing reputation as the guy who always steps up without hesitation, having served as governance chair, sponsorship chair, NPD chair and president. His personal support of AFP’s Be the Cause campaign has helped generate resources to fund strategic initiatives that encourage ethical and effective fundraising.

But perhaps one of the most frequent descriptors of Elliott is his “unflappable” character. He stepped into a leadership role serving the AFP Lowcountry chapter well before his term as president officially began, calmly absorbing each challenge and opportunity with grace and humor. When Elliott’s on your team, you can be sure that you’ll somehow get through whatever the circumstances throw your way – just one of the many qualities that led to his selection as this year’s “Outstanding Professional Fundraiser.”

INDIVIDUAL PHILANTHROPIST OF THE YEAR

F

MARTHA RIVERS INGRAM

or decades, Martha Rivers Ingram has provided leadership, vision and strategic philanthropy that have not only sustained the life of numerous organizations in the Charleston community, but indeed have transformed them. An astute businesswoman and inveterate volunteer, Ingram is known as a leader who can create collaborative partnerships that ensure success.

Her her life-long passion for the performing arts began while a student at Vassar College.

Upon graduation, she started her career working for her father at WCSC, where she produced and dee-jayed Charleston’s first FM radio station to play all classical music.

After her marriage to businessman Bronson Ingram in 1958, Ingram continued supporting the performing arts in her new community of Nashville, Tenn., as well as in her hometown of Charleston, serving in leadership roles for organizations such

as the Charleston Symphony Orchestra and Spoleto Festival USA. In 2010, Ingram began to address what she felt Charleston’s arts community needed most: a world-class performance and events venue. That vision was realized through her establishment of the Gaillard Performance Hall Foundation, raising $71 million in private funding – in partnership with the City of Charleston – to rebuild the facility. She personally funded the foundation’s operations to mount a capital campaign that raised more than half of the $142 million needed.

Today, the new Gaillard Center demonstrates Ingram’s ability to inspire an entire community

12 Giving: Your guide to community giving in the Lowcountry

to join her vision. In proffering a world-class facility for the performing arts, she has provided an extraordinary foundation upon which the CSO, Spoleto Festival USA, and other local performing arts groups will build and flourish for years to come. The center has also become Charleston’s largest classroom, hosting more than 50,000 students from the tri-county region since its opening, many free of charge.

Ingram has long been a pioneer in the world of arts education, particularly at her alma mater, Ashley Hall. There, the Ingram Arts Center allows students to learn from an early age the value of personal expression, and gain the confidence to embrace their emerging talents.

Through her own direct gift support, Ingram motivates and encourages others to become involved by giving of their time, talents and resources, making her this year’s Outstanding Individual Philanthropist. www.charlestonbusiness.com

VIEWPOINT

VALUES-BASED GIVING A

t Coastal Community Foundation, the donors we work with represent individuals and families, corporations and nonprofits. They give because in one way or another they want to make a difference. Making a difference can be seen in small ways – like supporting a food pantry that serves meals in rural towns, or in large ways like supporting neuroscience research at MUSC. In any event, every Darrin Goss Sr. president and CEO, dollar given, wisely Coastal Community invested, enriches the life of someone else.

Foundation Through supporting hot meals, clean water, pocket parks, and furry pets, donors are teaching us what philanthropy really means. This is the power of philanthropy – the promise of endowments and the purpose of the Coastal Community Foundation.

In May of this year, our board commissioned a new purpose statement, complete with four new values. Our purpose – to help create vibrant communities by uniting people and investing resources – is best demonstrated by our 850+ funds and four affiliate organizations that span nine counties and include areas of such as social justice, arts and culture, the environment, education, human needs, health, and animal welfare. Through these funds and organizations, we are committed to fulfilling the intent and values of the original donor. To that end, our board and staff developed four values that reflect our beliefs and will guide our actions.

Stewardship - We will provide insightful service to our donors, grantees and communities.

Integrity - We will earn and maintain trust by demonstrating ethical standards, honesty and consistency.

Inclusion with Equity - We will challenge ourselves daily to champion fairness and accessibility for all people in our communities.

Courage - We will take bold action to address the important issues affecting our communities.

When considering these values, our board didn’t want words on paper but reviewed who we have been in our first 40 years of existence and who we will aspire to be in the next 40. We concluded that “serving” our donors, nonprofit grantees and community through insightful stewardship was essential for us to continue to maintain the honor of doing this work. We also know that high ethical standards, strong and transparent financial oversight, and consistent high performance guarantees us the opportunity to steward the now more than $280 million in financial resources under CCF management.

We don’t take these things lightly.

Our values are in many ways balanced between inwardly focused stewardship and integrity, and outwardly focused inclusion with equity and courage. We understand that having effective relationship management systems, and efficient financial and business management processes gives us permission to act. These are the foundation for which most donors consider making a gift or leaving a legacy in the first place. Every donor should expect any nonprofit they contribute to will be effective stewards of their money. They should expect results and followup and a thank you! They should also expect, like I believe our donors do, that the organization they give to stands for their cause. That the organization raises its voice on the issues that affect who they serve, the land it is trying to conserve, or the children it’s trying to educate.

Values-based giving expands the conversation beyond overhead cost and management, and deeper into questions of equity, inclusion, disparity, and opportunity.

I am most proud of our Board of Directors for adopting inclusion with equity and courage as two of our four values.

Inclusion with equity recognizes that not all of us start from the same place, have had the same opportunities, and are afforded equal access to the tools and resources that ensure success. It acknowledges that just bringing people from different backgrounds, races, gender, and geographies together to talk about problems and dream up solutions is not enough. That the

14 Giving: Your guide to community giving in the Lowcountry

conversation must be followed up with equitable investments of Social, Moral, Intellectual, and Financial (SMIRF) capital. To be clear, equitable investments mean that giving must include supporting organizations that aren’t as well organized, not as sophisticated, and may be very different in how they approach a problem.

Values-based giving also requires courage.

I encourage donors who are frustrated by the status quo to exercise their social, moral, and reputational capital to take bold actions that support the causes they care most about. This involves not just the investment of financial resources but the more emotional investment of time and talent. It takes courage to swim upstream, to question conventional practice and “safe bets,” but that is exactly what values-based giving is all about. It is living your values and supporting organizations that do the same.

There are examples; individuals, families, and companies who have demonstrated these two values. The Pearlstine family and business leader Herbert Drayton joined countless others in our community and from around the country to ensure that there will be an International African American Museum in Charleston. There are many others who work every day to save our coastline, secure the historic culture and character of our wonderful Lowcountry and make our communities more resilient, inclusive and affordable.

In all, the Lowcountry of South Carolina is very generous. We see it in the way it supports hundreds of nonprofits and initiatives, the way it supports four local United Ways, three Community Foundations and how it responds in times of disaster. All of this is because we as coastal South Carolinians honor our values and support our neighbors. As you consider your year-end giving plans please also remember the need to look to examine the values of the organization you are supporting. Is it more that words on paper? Do their actions line up with your values? Do they challenge you to leverage your SMIRF? If not, maybe it should.

Darrin Goss Sr. is president and CEO of the Coastal Community Foundation, a Charleston-based nonprofit organization that provides funding and support to charitable, educational and community service organizations throughout the Lowcountry.

www.charlestonbusiness.com

VIEWPOINT

THE PLACE-BASED IMPACT INVESTING JOURNEY

I

n last year’s Giving issue of the Charleston Regional Business Journal, Coastal Community Foundation’s President and CEO Darrin Goss Sr. discussed the many forms of philanthropic capital that we were deploying under our passing gear philanthropy mindset. In particular, he highlighted our Community Conversations – our “kitchen table” conversations we were in the middle of with over 40 groups totaling 400+ people Christa Divis, vice throughout our ninepresident finance county coastal footprint. & CFO, Coastal In these conversations Community we learned what was on Foundation the hearts and minds of our communities.

This work helped develop our Civic Engagement Agenda. In this agenda, we outline the common themes communicated to us by our friends and neighbors. These themes of education, access to economic opportunity, and affordable spaces and inclusive places were present across our footprint. With themes of this magnitude, we are thoughtfully forging our path to help address these topics through our strategic plan for the next three years. As part of this strategic work, we launched our newest public initiative – the Place-Based Impact Investment portfolio.

Our Place-Based Impact Investment portfolio is at its heart an impact investing strategy. This strategy combines the traditional investment practice of earning financial returns with an intentional emphasis on social returns. Often it’s helpful to understand impact investing in terms of what it isn’t. It isn’t a grant. This means that the funds we deploy, whether by loan, loan guarantee or equity investment, are expected to return a profit like all of our investments.

Grants are of course a critical tool and we will continue to use them as the primary strategy to support the nonprofit community. We will also

Impact investing is an investment designed to create measurable social impact and achieve financial returns. be looking at ways to leverage our grantmaking as a tool in our impact investing strategy as we consider to provide critical capital to potential nonprofit investees.

Impact Investing also isn’t a traditional investment approach such as Socially Responsible Investing (SRI) or Environmental Social Governance (ESG) investing, both of which use screens to “weed out” investments that investors don’t want to make. While those are very useful in terms of an investment strategy, we are seeking to intentionally find investments that align with our Civic Engagement Agenda.

Finally, impact investing isn’t expected to achieve below-market returns. As we are acting in a fiduciary capacity to our community’s assets, we are carefully balancing impact and financial results as we seek to achieve market-rate returns on these investments. This balance will allow us to serve our mission while we’re generating positive returns and then be able to deploy those earnings back into the community – in effect allowing us to leverage the same dollars twice.

Impact investing is an investment designed to create measurable social impact and achieve financial returns. Ultimately, we are engaging in impact investing as a way to achieve the triple bottom line to our community of people, purpose and profit. Our impact investing is “place-based” as we are deploying our investments in our local communities.

Impact investing has been in place for more than 20 years, however, CCF is one of the few community foundations in the Southeast to

16 Giving: Your guide to community giving in the Lowcountry

employ a place-based impact initiative as part of its overall organizational strategic framework.

While we are excited to be in this leading-edge space among community foundations, it also means that we are learning. Some of the critical lessons we have learned so far include that there are many exciting projects happening in our communities. Our initial applicants ranged from startup technology ventures to long established organizations thinking creatively about how to address systemic and persistent challenges.

The benefit of transparency was another key lesson we learned. We didn’t claim to know all there was to know in this space, so we reached out to others and have been gratified as they have freely shared. We have also been actively seeking feedback from our applicants to help improve the process. Finally, we also have seen the need for capacity-building and collaboration. As organizations seek to receive investment dollars, understanding the governance, financial and project management skills required to demonstrate readiness to investors is critical. We are actively looking at how we can strengthen readiness among our possible investment pool to produce even stronger projects for our communities.

While it would be amazing to say that we started and launched impact investing quickly, the reality is that this effort has been over two years in the making. Initially, we created a separate committee to explore the feasibility of this work and in 2017 received approval from our Board to carve out up to $3 million of our organization’s endowment to be invested in this portfolio.

We then launched the fund publicly in March 2018 with an information session open to the community. We have been actively working with our applicants and are in the final stages of due diligence with several projects. We expect to begin funding by the end of 2018 for our final projects and will be sharing the good news about these projects soon. We then will begin work on our next round of funding in spring 2019 and look forward to sharing in the successes of these and many more projects to come.

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FEATURE STORY

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Giving: Your guide to community giving in the Lowcountry 17

VIEWPOINT

CHARITABLE GIVING TRENDS

P

hilanthropy and charitable giving experienced a record-breaking 2017 thanks to a strong economy and significant tax policy changes implemented last December that spurred a strong yearend giving season.

GivingUSA, the leading research organization tracking U.S. charitable giving, reported that Americans gave over $410 billion to charity last year. This was the first time that U.S. charitable giving Melissa C. Levesque, exceeded $400 billion VP of development and was a landmark & stewardship, achievement.

Coastal Community “This tells us that Foundation some of our most fortunate citizens are using their wealth to make some significant contributions to the common good,” said Amir

GivingUSA, the leading research organization tracking U.S. charitable giving, reported that Americans gave over $410 billion to charity last year.

Pasic, the Eugene R. Tempel dean of the Lilly Family School of Philanthropy.

After such an auspicious 2017, should we expect similar results in 2018? With year-end giving season approaching, many charities are asking themselves this question and, if current giving trends are accurate, the answer could potentially be “no.” What circumstances could cause a drop-off, and is there a way for tri-county area donors to help their favorite charities meet

18 Giving: Your guide to community giving in the Lowcountry

their funding goals?

Last year’s giving numbers were boosted by a robust economy; however, a tax policy change may have spurred larger gifts than normal in the final month of 2017. The Tax Cuts and Jobs Act of 2017 was signed into law on Dec. 22, 2017 and made significant changes to the tax code.

Among the changes were a nearly doubled standard deduction for single and married couples, lower tax brackets, and capping state and local property tax deductions at a cumulative total of $10,000 per year.

Because many donors knew that their standard deduction and tax brackets would be changing in 2018, some chose to make larger charitable gifts in 2017 to maximize their tax benefits under larger tax brackets. Some experts believe this strategy amplified charitable giving numbers beyond their normal December trends and contributed to the record-breaking 2017.

The giving strategy may have also foreshadowed another trend – the possibility of reduced gifts in 2018. Why? Since a significant

www.charlestonbusiness.com

VIEWPOINT Americans have invested in the stock market and have received generous returns over the past decade. By gifting appreciated securities to a nonprofit, a donor is able to take a tax deduction on the current market value of their gift and eliminate capital gains taxation. For donors who would normally take the standard deduction, this provides a great opportunity to “bunch” several years worth of gifts to your favorite charity in one contribution and avoid capital gains taxation. Additionally, you may open a donor-advised fund and give the money away over time rather than all at once.

number of donors would no longer be taking itemized deductions under the new tax bill, donors who had previously deducted their charitable gifts would no longer have the need to do so. According to a Congressional report released in May, it is estimated that the number of itemizers will be reduced from 46.5 million to 18 million households in 2018.

The final quarter of the year is always the busiest season for charitable giving, and at Coastal Community Foundation we are encouraging our donors to give generously to the nonprofit organizations they support since many are reporting lower contribution totals. Whether it’s an organization involved in education, health care, environment, arts or human needs, we all benefit from the work of these organizations.

According to our nonprofit peers along the coast, many charities are experiencing reduced contribution rates among their donors. As we approach the end of 2018, here are several giving tips that will help our community nonprofits and also individuals and businesses:

FOR DONORS 70 1/2 YEARS AND OLDER, USE YOUR IRA FOR CHARITABLE GIVING Donors who are 70 1/2 years and older are allowed to gift up to $100,000 from their retirement accounts to charity tax-free. If a donor meets this age requirement and does not need to take his or her required minimum distribution, gifting this amount to charity is an excellent giving strategy.

GIVE APPRECIATED ASSETS RATHER THAN CASH We are currently experiencing the longest bull market in Wall Street history. Many

EXPLORE EMPLOYER MATCHING GIFT PROGRAMS Many businesses are community and civic-minded and will match a portion of their

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employee’s charitable gifts. If you have not done so, contact your employer to learn if this type of program exists at your workplace.

CONSIDER MONTHLY GIVING An overwhelming number of charitable contributions are made at the end of the calendar year when most families want to support multiple charities. It’s not uncommon to hear a donor say, “I wish I could give more, but my budget is only so large at the end of the year.”

If someone is interested in giving more, an easy strategy is to split the payments over 12 months through automated giving by debit or credit card. This allows a donor to give more, but also more easily manage their giving throughout the year.

In our work with donors and nonprofits throughout our entire nine-county coastal footprint, we are honored to assist many Lowcountry residents who support the numerous nonprofit organizations that undergird our community through their financial generosity and volunteer support.

In the words of President John F. Kennedy, “philanthropy, charity, giving voluntarily and freely ... is truly a jewel of an American tradition.”

We wholeheartedly agree.

Giving: Your guide to community giving in the Lowcountry 19

Taylor Dismuke receives a visit from MUSC therapy dog, Bodie.

Bob Hardie is Bodie’s handler.

(Photo/Sarah Pack, Medical University of South Carolina)

FURRY THERAPISTS MOTIVATE KIDS TO STRETCH THEIR SKILLS

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here aren’t many dogs that would tolerate a child repeatedly pulling clips out of its fur. But for Macy, a 6-year-old goldendoodle, it’s just another day at the office.

Before this particular Monday is over, she’ll have chased a ball, worn a vest of buttons and zippers, walked slowly and patiently on a leash and acted as a living, breathing cuddle reward for a job well done.

Macy and her human, Susan Hall, are one of two dog teams that work with physical therapists, speech language pathologists, Leslie Cantu, occupational therapists Medical University of and their patients at South Carolina the MUSC Children’s

Health Therapy Center in North Charleston.

The program is an offshoot of the MUSC Health pet therapy program in which dogs make the rounds of the hospital and university campus, visiting patients, families, students and staff to bring smiles and joy in what’s often a stressful place.

While the pet therapy program has been in place since 2005, Hall and Macy were the first team to begin actively working with rehab patients in February 2017. The pair started off in the main hospital doing regular patient visits after Hall was laid off from a 35-year career in banking. But those visits never felt quite right, she said.

“Macy loves kids. When I was going to the hospital, I just didn’t feel like that was what we were designed to do as a dog team, because she loves kids so much,” she added.

When they got the call to try a new way

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of doing physical therapy, they jumped on board and haven’t looked back. Now, between Hall and Macy and the second team of Susan Wallace and her labradoodle Borden, there’s a dog at the therapy center twice a week. Hall said she varies her schedule so as many children as possible have a chance to work with Macy.

On a recent July Monday, 20-month-old Ellie Wilson got the chance to work with Macy. Ellie was recently diagnosed with Aicardi-Goutières syndrome, a rare genetic disease that damages the myelin sheath, the protective coating around the central nervous system. Although Ellie’s muscles and bones are fine, the disease causes a misfiring of messages from her brain to her muscles, said her mother Jill Wilson.

As a result, Ellie – who was toddling around Savannah on St. Patrick’s Day – can no longer sit, crawl, stand or walk. However, she has just started a clinical trial with the Children’s

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FROM THE COVER Hospital of Philadelphia. Her parents are hopeful that, although the drug won’t be able to repair the damage that’s been done, her young brain will be able to rewire itself to find another path to get her feet to move properly.

In the meantime, physical therapist Erica Pfeiffer patiently works with Ellie to bend her arms and legs, which Ellie holds stiff and straight. Pfeiffer can feel Ellie’s legs relax and give in to the bend as the little girl is absorbed in petting Macy’s fluffy coat.

Ellie can make her feelings known only by crying, which she does several times as Pfeiffer coaxes her little limbs into different positions. Older children have said it’s physically uncomfortable to make their legs take what should be natural positions, but Ellie allows herself to be placed in a kneeling, then standing position as she buries her face in Macy’s fur.

Hall said the therapists are constantly coming up with new ideas about how to utilize Macy. Sometimes the dog is a promised reward; one boy, she said, made a pact that if he worked really hard for five sessions he could have Macy for an entire session – all 45 minutes – instead of the usual 15 minutes.

Occupational therapist Ashley Romito, who coordinates the pet therapy teams at the clinic, agreed the dogs can be a powerful tool for motivation.

“There is a specific patient who was upset in most every therapy session and had a difficult time coming to therapy. With the use of therapy dogs, this child now enjoys coming to therapy and has so much more motivation to complete difficult tasks,” she said.

After Ellie, Macy’s next therapy partner is Katie Jenkins. With encouragement from Romito, Katie works the buttons and zippers on Macy’s “dressing vest.” Then Romito places a variety of clips on Macy’s fur and has Katie remove them in a specific order. The task requires Katie to visually scan for and identify the clip of the correct shape and color, then use a pincer grasp to carefully remove and place it onto a laminated sheet next to a picture of the clip.

It’s mentally and physically taxing, and by the end Katie is ready to move on to the grand finale – playing catch. Out in the hallway, Romito tosses a ball to Katie, who must catch it with both hands before she can throw the ball down the hall for Macy to chase.

Romito said occupational and physical therapists and speech language pathologists have all seen benefits from using the dogs. The possibilities for therapy dogs are limitless, she said.

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MUSC occupational therapist Ashley Romito (right, kneeling) works with Tikatie Jenkins by having her catch a ball and throw it for MUSC therapy dog Macy. Susan Hall, Macy’s handler, retrieves the ball from Macy. Therapy dogs like Macy have a calming effect that helps children concentrate and relax during therapy. (Photo/Sarah Pack, Medical University of South Carolina)

“I have seen some really creative treatment sessions tailored specifically to the child’s plan of care and personal goals,” she said.

“As long as the patient feels comfortable with the presence of a dog, pet therapy can be of benefit to anyone’s session. The use of therapy dogs has been a wonderful tool for motivation, concentration, and emotional support for each child they encounter.”

MAKING THE ROUNDS In addition to the two teams at the physical therapy center, there are more than 40 teams working on the main campus, said Cathy Bennett, pet therapy program coordinator.

Bennett, who started her position in June, is working to recruit more, though. There’s always a call for pet therapy dogs to visit units, and Bennett has added more stops to the dogs’ regular tours. In August they began visiting the special needs dental clinic waiting room.

In June, select teams began visiting the psych ED. The visits are uplifting for the patients, who may stay in the sequestered unit for up to four days, said charge nurse Anne Goliver. She recalled one young woman who kept asking about her own dog at home. The patient was moved to tears when she got to pet a therapy dog, Goliver said.

“For the most part, everyone loves the touch,” she said.

The dogs are a calming presence for patients and staff alike, particularly staff like those in the psych ED and the post-anesthesia care unit who don’t get much downtime during their shifts.

“It’s good therapy for us,” said Taylor Moeller, a registered nurse on the post-anesthesia care unit.

“It de-stresses us,” agreed registered nurse Kelly Boline.

Sometimes the care team might even wait until a dog is available to distract a patient before performing a procedure like inserting an IV. “Certified therapy dogs not only reduce, stress, depression, and blood pressure, they improve self-esteem, increase physical mobility, provide comfort and eradicate loneliness. Our volunteers are changing what’s possible in healthcare through pet therapy,” Bennett said.

The dogs must be certified by a nationallyrecognized pet therapy organization before MUSC will consider allowing them to volunteer.

The human member of the team must be interviewed, undergo a background check and complete the four-hour volunteer orientation.

After orientation, the new volunteer will shadow another pet therapy team to see how everything is done. Bennett will then accompany the new team on a trial run and decide whether dog and handler are ready to go out on their own.

“It sounds long and daunting, but it needs to be,” she said.

Bob Hardie and his golden retriever Bodie have been volunteering for about a year now.

Hardie has owned several golden retrievers, but Bodie’s temperament makes him special.

When Bodie was going through basic obedience training, the trainer suggested Bodie would make a great pet therapy dog. As it happened, Hardie had just retired, and he had a neighbor who was part of a pet therapy team, so he decided to pursue certification.

For all dogs in the program, temperament is the most important attribute. Obedience training is important, but there’s a certain innate quality within some dogs that makes them wellsuited for pet therapy, where they’ll interact with people of all ages and in a variety of health conditions.

Bennett, who does rounds with her own two goldendoodles, Jaxson and Harley, in addition to overseeing the program, praised MUSC Health leadership for backing the program and the volunteers for making it successful.

“The volunteers are exceptional,” she said.

They exhibit the most selfless spirit she has seen in a large group of people, she said.

Giving: Your guide to community giving in the Lowcountry 21

NONPROFIT STRATEGIES

CREATE YOUR BRAND FOR

DONOR LOYALTY

By Katie Ecrement

B

uilding your donor base and donor retention are issues many nonprofits face. Donors want to feel connected and valued in order to be loyal to a nonprofit’s cause.

One of the best ways to do this is by sharing your brand story.

An organization’s brand story is ultimately comprised of three core elements: its purpose, its presentation and its promise.

In order for a nonprofit to share its story effectively with the right people at the right time, these three core elements must work together to build a cohesive and coherent message that connects with people on a deeper level.

It’s not always easy, but when done correctly, a strong, authentic brand story can be a gamechanger for a nonprofit – allowing them to have a lasting impact on the community and be able to build sustainable donor base.

THE PURPOSE The most important part of any nonprofit’s brand story is its purpose. Your brand purpose is your intention or your mission. It’s the hope you offer those you serve. Often, a nonprofit’s passion for its mission was sparked from a personal experience.

A mother loses a child to cancer and sets up a foundation to help other grieving parents. A son watches his brother struggle with a disability and sets up a program that helps children with special needs. However a nonprofit strives to serve its community, its purpose for existing serves as the foundation for everything else.

Defining your purpose as a nonprofit may seem easy. You are solving a problem or satisfying a need in your community. But your purpose should go beyond that. Dig deep and identify the true and authentic “why,” or reason that your organization exists.

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Your purpose should be framed around your passion for what you do and speak to the true heart and soul of your organization. When you have a strong purpose, it will be easier for you to find donors who connect with your cause.

THE PRESENTATION Consistency in brand storytelling is key in ensuring your current or potential donors are able to easily identify your organization and clearly understand your mission.

For organizations of all shapes and sizes, even nonprofits operating on a shoestring budget, the easiest way to establish brand consistency is by establishing brand guidelines. With brand guidelines in place, you can establish strict rules for how your organization will be presented throughout the community and how your story will be shared.

These guidelines should include parameters www.charlestonbusiness.com

NONPROFIT STRATEGIES and rules for how your nonprofit’s logo mark should be used across various platforms, such as digital media or print materials, as well as appropriate color palettes, font types and sizes and messaging guidelines to present your nonprofit to your community in a cohesive and consistent manner.

Your brand guidelines should also be shared with your entire team and referenced often – especially in the beginning as you work to establish solid ground rules for your brand’s presentation.

Two of the best examples of brands that maintain consistency in everything they do – and ultimately reap the rewards – are Nike and Apple.

Both in the messages they share with the community and the visuals they use, these organizations are always connecting their brand back to their core mission and purpose.

As a nonprofit with a clear, cohesive brand identity, you will find that both current and potential donors will not only connect with your story, but they will perceive you as a reliable and trustworthy organization.

THE PROMISE Nick Westergaard, an author and branding expert, once said, “At its core, your brand promise

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should define your entire business and should touch every aspect of your company.” In other words, a brand promise is an extension of your purpose and the outcome of your efforts. It is everything the organization delivers and, as a result, the impact it has on the communities it serves.

The most effective brand promises are authentic to your organization’s mission and culture, are consistently credible and serve as an inspiring beacon for your current and potential donors.

As a nonprofit organization seeking to create a solid brand promise, it is critical for you to identify an authentic and unique way for your donors to connect with your organization that is unlike any other nonprofit out there. While all nonprofits are special in their own way, focus on what makes you different and deliver on it.

Perhaps that involves an annual event where your donors can meet the people your organization helped throughout the year. Or maybe it’s a personalized letter from a family who benefitted from the funding your donors provided. However you choose to set yourself apart, always remember to connect your promise back to your purpose.

It’s also important to remember that your brand’s promise is only as good as the audience

it connects with. When there is a disconnect, it usually means that it is time to re-evaluate what message you are communicating and whether or not your message is in line with the donors you are trying to reach.

THE RESULT Once you have your nonprofit’s purpose, presentation and promise nailed down, go out and share your story with as many people as possible.

More often than not, your most loyal donors will identify with your nonprofit’s brand story in some way. Whether they personally identify with your cause or know someone who would benefit from your services, connecting with people on a personal level can ultimately lead them to become loyal, life-long donors.

A powerful brand purpose sets out how a company intends to change the world for the better. Its role is to unite customers and culture alike in the pursuit of that intention. It’s a statement of belief, of hope, of pursuit.

Katie Ecrement is Content & SEO Manager at Trio Solutions. TRIO is an S.C. marketing communications firm specializing in helping nonprofits fulfill their mission.

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BUILDING BRIDGES HOW NONPROFITS CAN FOSTER STRATEGIC COMMUNITY PARTNERSHIPS

A

s leaders of nonprofit organizations, it’s easy for us to fall into the trap of working in our own silos. This is especially true for those of us who are operating on a shoestring budget and have only a handful of team members who each wear multiple hats within our organization.

Our team’s collective passion for our nonprofit’s mission can be both a blessing and a curse. While it can allow them to remain hyperfocused on what you are hoping to accomplish, it can also can cause your team to put blinders on and tune out everything else around them.

However, in removing those blinders and seeking out other organizations and public

entities that have a shared interest in the work you are doing, your nonprofit can effectively broaden its influence and strengthen its ability to improve your community.

When it comes to Madeleine McGee, improving leadership President, and operation strategies Together SC within your nonprofit, one of the best publications to reference is the Together SC “Guiding Principles & Best

24 Giving: Your guide to community giving in the Lowcountry

Practices for South Carolina Nonprofits.”

There is even an entire section dedicated to creating strategic partnerships that will increase your organization’s individual and collective effectiveness.

This publication is produced every few years for our members. Everything from governance and leadership to communications and fundraising is covered to help ensure the Palmetto State has the best nonprofit sector possible. No matter the size of your nonprofit – big or small – this publication provides a reference to help you effectively navigate your organization’s board and staff responsibilities.

In the strategic direction and partnerships

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NONPROFIT STRATEGIES

section of our “Guiding Principles & Best Practices,” we outline four best practices for nonprofits.

The first best practice is to ensure that the decisions regarding your strategic partnership are consistent with your nonprofit’s strategic goals and will advance the missions of all participating organizations. When your nonprofit and its strategic partners have a clear idea of what you all want to accomplish from the onset, it ensures everyone involved is on the same page and working toward a common goal.

The second best practice is for your nonprofit to establish clear roles and responsibilities, including shared resources, for all partners.

This creates solid boundaries within all partner organizations and allows for optimal efficiency.

After goals and roles have been set, the third best practice our publication recommends is to monitor and implement accountability and rules that allow for the changing or ending of your partnership. A contingency plan like this accounts for the unexpected and protects all parties involved, including your nonprofit’s overall mission.

The fourth and final best practice is for your nonprofit to assess on an ongoing basis whether

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your collective resources are being used wisely and that the assets you have do not improperly benefit taxable entities. Continual transparency and effective governance in this regard will allow all parties involved to move forward effectively and with integrity.

Aligning with the topic of strategic partnerships is Together SC’s 2019 SC Nonprofit Summit in Greenville on March 1113. The theme, “Building Bridges,” celebrates Greenville’s iconic Liberty Bridge and serves as a symbol for the collaborative work of our state’s nonprofit sector.

This three-day summit will showcase creative local bridge-building efforts, the tools for building strong bridges and will inspire attendees to start building their own bridges of the future.

Additionally, South Carolina nonprofit leaders like you will have the opportunity to participate in in-depth workshops, plenary sessions, site visits to local nonprofits and nearly 50 breakout sessions focused on operations, governance, communications, advocacy, fundraising, leadership and community impact.

If you are looking for other ways to

collaborate and connect with nonprofit leaders in your community, consider participating in the #yalltogetherSC campaign leading up to and on #GivingTuesday, which falls on Nov. 27.

This multi-week social media campaign offers participating nonprofits free social media tools, training materials and weekly calls to action aimed at celebrating togetherness and building understanding and appreciation of our state’s nonprofit sector.

Collaborating with other industry leaders at events like Together SC’s 2019 SC Nonprofit Summit or through the #yalltogetherSC campaign enables us as nonprofit leaders to create partnerships that help us advance our mission.

Together SC is South Carolina’s only organization focused solely on supporting and strengthening the state’s nonprofit community through education, advocacy, communications, collaboration and leadership. It is comprised of more than 800 members representing nonprofit organizations, business partners, associations, foundations, government agencies and academic institutions. To learn more, visit togethersc.org.

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26 Giving: Your guide to community giving in the Lowcountry

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: Inspire conservation of the natural world by exhibiting and caring for animals, by excelling in education and research, and by providing an exceptional visitor experience.

QUICK FACTS: NAME OF ORGANIZATION: South Carolina Aquarium YEAR ESTABLISHED LOCALLY: 2000 TOP LOCAL EXECUTIVE: Kevin Mills, president and CEO CONTACT INFORMATION: 100 Aquarium Wharf Charleston, SC 29401 843-577-3474 • www.scaquarium.org CORPORATE GIVING CONTACTS: Maggie Roudsari, assistant director of advancement 843-579-8627 • mroudsari@scaquarium.org

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: Thanks to a significant investment from Ingevity, the Aquarium launched the RESPOND plastic pollution gallery within Zucker Family Sea Turtle Recovery, and the In Our Hands Plastic Pollution Campaign. Collectively, we have provided nearly 500,000 people with important information regarding the environmental issues caused by single-use plastic consumption, and have mobilized more than 35 local litter sweeps to remove an estimated 140,000 pieces of trash from our environment.

AVERAGE NUMBER OF VOLUNTEERS IN 2018: 335 TOTAL OPERATING BUDGET (2018-2019): $11.25 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 70% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: All people in South Carolina; Education programs prioritize service for K-12 South Carolina students who qualify for the free-and-reduced lunch program, or attend Title I schools.

GREATEST NEED: The Aquarium continues to experience high demand for our STEM education programs, both onsite and through outreach and distance learning initiatives around the state and beyond. Most of our education programs are complimentary, and funding directly supports the delivery of these services. Additionally, our Sea Turtle Care Center continues to admit more patients each year, many of which suffer from significant human impacts such as plastic pollution ingestion, hook-and-line entanglement and boat strike wounds. Sponsorship of the Sea Turtle Care Center directly impacts triage, diagnostics, and individualized medical treatment plans for more than 50 patients per year.

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2019 GOALS: The Aquarium will conclude a six-year initiative to raise $25 million by 2020 through the Watershed Campaign, a comprehensive plan to grow the Aquarium’s education footprint statewide, and to establish our voice as a regional leader in conservation.

Sponsorship in 2019 will be applied to one of our STEM education programs or to the operations of Zucker Family Sea Turtle Recovery, the state’s only state-of-the-art rehabilitation facility for sick and injured sea turtles.

FUNDRAISING EVENTS: Sea Life by Starlight: Saturday, Dec. 8 at the South Carolina Aquarium.

Annual holiday party and silent auction to benefit the Sea Turtle Care Center.

Sponsorship available.

2019 Conservation Gala: May 4, 2019 at the Charleston Maritime Center and Liberty Square. Annual dinner program to award the Environmental Stewardship Award, and recognize local contributions to conservation and environmental education. Proceeds benefit the Aquarium’s conservation programs. Sponsorship available.

2019 Turtle Trek 5K: TBD (end of September) at Isle of Palms County Park. Annual family-friendly 5k beach run and after-party to benefit the Sea Turtle Care Center. Sponsorship available.

CORPORATE GIVING OPPORTUNITIES: The Aquarium offers many opportunities for corporate support, from special event sponsorship and exhibit naming that provide robust brand visibility and employee engagement and access opportunities to investments in meaningful conservation work and STEM education programming that advance our community. The Aquarium also offers membership to the Corporate Circle, starting at $3,000 per year, which provides company employees with special benefits and opportunities throughout the year.

To join Ingevity in supporting the Aquarium, please contact Maggie Roudsari, Assistant Director of Advancement, to discuss creating a tailored sponsorship and benefits package for your company.

Giving: Your guide to community giving in the Lowcountry 27

28 Giving: Your guide to community giving in the Lowcountry

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: To be a relentless force for a world of longer, healthier lives.

QUICK FACTS: NAME OF ORGANIZATION: American Heart Association YEAR ESTABLISHED LOCALLY: 1990 TOP LOCAL EXECUTIVE: Adrienne Grayson Frizzell, executive director CONTACT INFORMATION: 174 East Bay St., Suite 300 A-B 843-480-4900 • www.heart.org/lowcountry INDIVIDUAL GIVING CONTACTS: Katie Schumacher, adviser, individual giving 843-480-4900 • Katie.Schumacher@heart.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 1,700+ TOTAL OPERATING BUDGET (2018-2019): FY18’s budget was $1.26 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 80 cents out of every dollar goes back to fund several programs, such as innovative and lifesaving research, critical educational programs, advocacy and lifesaving CPR trainings in the Lowcountry.

GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: We are honored to serve the Berkeley, Dorchester, Charleston, Beaufort, Jasper, and Hampton counties.

GREATEST NEED: For nearly 100 years, we’ve been fighting heart disease and stroke, striving to save and improve lives in our community. Our biggest need as an organization is to have financial support for our grassroots efforts. We still lack the funding for hundreds of worthy research projects – any of which could be a lifesaving breakthrough just waiting to cure heart disease and stroke. Last year in Charleston, there were 20 meritorious research applications, totaling over $2 million, that went unfunded due to lack of dollars. We are also looking for new volunteers who are passionate about our cause and want to make a difference in creating a healthier community. www.charlestonbusiness.com

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: The American Heart Association is currently funding more than $4 million of groundbreaking research that targets health disparities right here in Charleston. Right now, MUSC Health researchers are exploring the relationship between Alzheimer’s and heart disease, researching health disparities in stroke, and researching ways to create new drugs tailored for treating hypoplastic left heart syndrome (HLHS), which is a common congenital heart defect.

We have also trained more than 43,000 people in hands-only CPR in the Lowcountry. The AHA, along with other key volunteers, organizations, and legislators, were the relentless force behind the lifesaving CPR in Schools bill. The bill requires all schools to implement CPR training to all graduating seniors. Because of your support, more children are equipped with the knowledge to act when someone is in need. The AHA has been working with state legislators for almost 10 years to create a stroke registry. Did you know that South Carolina has the sixth highest stroke death rate and is part of the nation’s Stroke Belt? The registry captures stroke data and treatment in the state and all EMS authorities will begin using the same stroke transport protocols for stroke patients in line with a stroke facility designation plan.

2019 GOALS: We want to expand our financial support, grow our volunteer base, engage our community in creating a healthier environment, improve our educational programs, train more people in hands-only CPR, and change laws in the community.

FUNDRAISING EVENTS: Lowcountry Heart Walk Sept. 29, 2018 • Riverfront Park LowcountrySCHeartWalk.org Charleston Heart Ball April 12, 2019 • Gaillard Center CharlestonHeartBall.org Go Red For Women Luncheon May 23, 2019 • Hotel Bennett CharlestonGoRedLuncheon.heart.org CORPORATE GIVING OPPORTUNITIES: The American Heart Association accepts donations throughout the entire year. You can fund our lifesaving mission by supporting customized sponsorships that are centered around blood pressure, CPR initiatives, workplace wellness programs and many more. You can also sponsor our heart-healthy events: the Lowcountry Heart Walk, Charleston Heart Ball and the Go Red For Women luncheon.

Please call 843-480-4910 to find more ways on getting involved in building a healthy community.

Giving: Your guide to community giving in the Lowcountry 29

NONPROFIT SPOTLIGHT

MISSION STATEMENT: The mission of OneWorld Health is to provide quality, affordable health care to people in need.

QUICK FACTS: NAME OF ORGANIZATION: OneWorld Health YEAR ESTABLISHED LOCALLY: 2009 TOP LOCAL EXECUTIVE: Michael O’Neal CONTACT INFORMATION: 21 Gamecock Ave., Suite D Charleston, SC, 29407 843-203-3280 • Fax: 843-789-3513 www.oneworldhealth.com CORPORATE GIVING CONTACTS: Michael O’Neal, executive director 843-270-0410 • Michael@oneworldhealth.com

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: Implemented and made operational five new permanent facilities. This growth is projected to provide access to quality health care to nearly 650,000 people through 2038.

2019 GOALS: • Implement and make operational the fourth medical center in Uganda.

• Treat 100,000 patients with quality, affordable healthcare.

• Additional short-term medical service opportunities in Central America.

FUNDRAISING EVENTS: The NEEDTOBREATHE Classic by Commonwealth Cares Foundation will be March 25, 2019. Sponsorship and registration information are available at www.CommonwealthCares.org CORPORATE GIVING OPPORTUNITIES: Visit www.CommonwealthCares.org for sponsorship opportunities for the NEEDTOBREATHE Classic or contact Michael O’Neal at Michael@OneWorldHealth. com for corporate partnership opportunities.

AVERAGE NUMBER OF VOLUNTEERS IN 2018: 360 TOTAL OPERATING BUDGET (2018-2019): $3.5 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 85%

NONPROFIT SPOTLIGHT SPONSORED BY:

GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: OneWorld Health operates health care facilities in East Africa and Central America. Currently we have three facilities in Uganda and seven facilities in Nicaragua.

GREATEST NEED: OneWorld Health’s unique model for providing long-term, sustainable health solutions for the developing world has allowed for continued growth. The scalable model has proven itself in two distinct contexts and the organization is positioned to continue its growth and impact. To do that, we need partnerships with individuals, corporations, churches and academic institutions. www.charlestonbusiness.com

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: To honor God by developing, implementing and sharing best-in-class, safe water solutions that transform as many lives as possible, as quickly as possible.

QUICK FACTS: NAME OF ORGANIZATION: Water Mission YEAR ESTABLISHED LOCALLY: 2001 TOP LOCAL EXECUTIVE: George C. Greene III, PE, PhD, co-founder and CEO CONTACT INFORMATION: 1150 Kinzer St., Building 1605 North Charleston, SC 29405 (843) 769-7395 • Fax: (843) 763-6082 www.watermission.org CORPORATE GIVING CONTACT: Lem Walker, strategic partnerships manager 843-769-7395 • lwalker@watermission.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 500 TOTAL OPERATING BUDGET (FY2018): $21.6 million

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: Surpassed 3.9 million people served with safe water solutions via community development programs and disaster response.

2019 GOALS: • Continue providing sustainable, safe water and sanitation solutions in rural, remote communities around the world.

• Deliver safe water treatment systems during natural and man-made disasters, including situations of civil unrest that result in refugees fleeing for protection.

FUNDRAISING EVENTS: The 13th annual Charleston Walk for Water is Saturday, March 30, 2019, at Riverfront Park in North Charleston. Register yourself or form a team at charlestonwalk.org. Join us — and 5,000 other supporters — as we walk to raise awareness of the global water crisis and funds to support solutions.

CORPORATE GIVING OPPORTUNITIES: Give online at watermission.org/donate.

Interested in sponsoring the 2019 Charleston Walk for Water? Contact us at sponsors@ watermission.org.

• Partner with major global organizations including UNHCR and UNICEF to complete the largest project in the history of the organization – a $5.1M project focused on providing access to safe water for 250,000 refugees in Western Tanzania.

PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 83% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: With more than 250 staff members working around the world in permanent country programs located in Africa, Asia, Latin America and the Caribbean, Water Mission provides safe water and sanitation solutions in more than 55 countries.

NONPROFIT SPOTLIGHT SPONSORED BY:

GREATEST NEED: Financial support for our disaster response efforts to help provide safe water for the 2.4 million people who have been impacted by the recent earthquake, 18-foot tsunami and volcanic eruptions in Sulawesi, Indonesia. www.charlestonbusiness.com

Giving: Your guide to community giving in the Lowcountry 33

NONPROFIT SPOTLIGHT

MISSION STATEMENT: To advance equitable access to capital by providing loans, technical assistance, and advocacy for affordable housing, healthy food, community facilities and community business enterprises.

QUICK FACTS: NAME OF ORGANIZATION: South Carolina Community Loan Fund (SCCLF) YEAR ESTABLISHED LOCALLY: 2004

GREATEST NEED: Impact Investments: Investments made into SCCLF generate a measurable, beneficial, social and environmental impact alongside a financial return. Investments with us are socially and fiscally responsible, are invested wisely, and offer SC-accredited

investors a return of 2%. Investments require minimums of $25,000 and a term of five years. Our investments come from financial institutions, foundations, religious institutions, government entities, businesses, and individuals seeking to make a positive social impact in our local community.

TOP LOCAL EXECUTIVE: Anna Lewin CONTACT INFORMATION: 1064 Gardner Road, Suite 302 Charleston, SC 29407 843-973-7285 • Fax: 843-973-3598 www.sccommunityloanfund.org CORPORATE GIVING CONTACTS: Dawn Deck, investments and grants manager 160 E. St. John St., Suite 376 Spartanburg, SC 29306 (864) 278-8299 dawn@sccommunityloanfund.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 30 TOTAL OPERATING BUDGET (2018-2019): $2,701,842 PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 85% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: SCCLF provides loans to nonprofit, forprofit and government agencies working to revitalize and transform South Carolina by financing projects that: 1) provide affordable housing; 2) create access to food and essential services; 3) increase the quality and availability of neighborhood facilities; 4) create employment opportunities; 5) attract additional investment; and 6) strengthen the social and economic fabric of the community.

www.charlestonbusiness.com

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: • Provided six loans that financed two housing development projects, one community facility and three community businesses, creating or retaining 94 jobs, and providing a safe, affordable place to call home for 77 individuals and families.

• Closed $6.5 million in loans for community development projects and approved an additional $7.6 million in financing before the beginning of the fourth quarter.

• Provided Technical Assistance (TA) and capacity building services to 414 nonprofits, entrepreneurs and local governments.

• Conducted a demand survey to help better understand the need for community development financing in our state. Survey results reveal a promising lending market with estimated loan requests for the next three years totaling $59 million.

2019 GOALS: • Provide $10 million in loans to nonprofit organizations and for-profit businesses that face insurmountable odds in acquiring capital from traditional funding sources.

• Support the expansion of the South Carolina Community Development Tax Credit, a unique tool that catalyzes private capital to transform and revitalize underserved communities from the inside out.

FUNDRAISING EVENTS: SCCLF’s 2018 Summit in Columbia Nov. 7-8, 2018, Columbia Metropolitan Convention Center The two-day summit will take a holistic look at community and economic development in South Carolina, and seek to address the systemic barriers we face to building strong, equitable communities. Attendees will have the opportunity to choose from a mix of interactive and educational sessions focused on meeting the unique development and capital needs of South Carolina’s rural and diverse communities. The event will also highlight and provide an opportunity for attendees to get engaged in advocacy and policy-change efforts happening around the state.

CORPORATE GIVING OPPORTUNITIES: We accept donations, stock transfers and in-kind gifts. Your support and donations help to transform lives and build strong communities. For more information on how to support us, please visit www. sccommunityloanfund.org. All contributions and investments to SCCLF may qualify for a 33% S.C. Community Development Tax Credit. For more information, consult your financial adviser and review S.C. Schedule 14.

Giving: Your guide to community giving in the Lowcountry 35

NONPROFIT SPOTLIGHT

MISSION STATEMENT: The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors.

QUICK FACTS: NAME OF ORGANIZATION: American Red Cross of Lowcountry SC YEAR ESTABLISHED LOCALLY: 1917 TOP LOCAL EXECUTIVES: Louise Welch Williams, regional CEO Amanda Baldwin, executive director CONTACT INFORMATION: 2424-A City Hall Lane North Charleston, SC 29406 843-734-2323 • www.redcross.org/sc CORPORATE GIVING CONTACTS: Nicole Kupka, regional philanthropy officer 843-480-4893 • Nicole. kupka@redcross.org Candy Oliver, regional philanthropy officer 843-480-4884 • candace. oliver@redcross.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: Supported by nearly 900 active volunteers TOTAL OPERATING BUDGET (2018-2019): $3.2 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: An average of 91 cents of every dollar the American Red Cross spends is invested in its humanitarian services and programs.

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: In FY18, the American Red Cross of Lowcountry SC assisted more than 1,250 individuals affected by disaster – primarily home fires; collected nearly 30,000 units of lifesaving blood; trained more than 8,000 people in lifesaving skills, such as CPR/AED, First Aid and Aquatics; and through our global communication network, provided emergency communications and other services to thousands of active-duty military, their families and veterans. Additionally, we helped create more resilient communities by installing more than 1,200 free smoke alarms and saving 53 lives throughout South Carolina because of that effort.

2019 GOALS: Expand our volunteer base, grow financial support from the Lowcountry business sector and increase blood donations and sponsorships.

FUNDRAISING EVENTS: The Red Cross Gala: Salute to Service will be held on Saturday, April 27, 2019 at The Citadel Holliday Alumni Center. Corporate sponsorships are available for this event. Please contact Felicia Rowell for details about this event at 843-480-4229.

CORPORATE GIVING OPPORTUNITIES: • Blood program sponsorships • Financial donations • Employee engagement opportunities Contact Amanda Baldwin at 843-480-4235 for information about these opportunities.

GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: Proudly serving Beaufort, Berkeley, Charleston, Colleton, Dorchester, Georgetown, Hampton, Jasper and Williamsburg counties.

GREATEST NEED: Financial contributions are needed to invest in our humanitarian services and programs. We also have a need for new volunteers, blood donations and growing our community partnerships.

www.charlestonbusiness.com

Giving: Your guide to community giving in the Lowcountry 37

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To encourage and support self-sufficiency and self-worth for people in need in our community through education, wellness and outreach services.

QUICK FACTS: NAME OF ORGANIZATION: Our Lady of Mercy Community Outreach Services Inc. YEAR ESTABLISHED LOCALLY: 1989 TOP LOCAL EXECUTIVE: Ericka Plater CONTACT INFORMATION: The Outreach 1684 Brownswood Drive, Johns Island, SC 29457 Phone: 843-559-4109 Website: www.olmoutreach.org CORPORATE GIVING CONTACTS: Kristin Raymond, director of development P.O. Box 607, Johns Island, SC 29457 843-559-4109 kristin.raymond@olmoutreach.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 361 TOTAL OPERATING BUDGET (2018-2019): $2,030,166 PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 88.5% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED:Â We believe in community first. We assist our neighbors in need regardless of faith or creed. We operate two campuses-The Outreach on Johns Island that serves residents of Johns, James and Wadmalaw Islands and Neighborhood House in the Eastside Community of downtown Charleston. More than 91% of those we serve have an annual household income below $25,000.

GREATEST NEEDS:Â Financial Support: Your generous monetary donations help us keep or programs running and give hope to those we serve.

Volunteers: We’re always in need of volunteers to assist with our many programs and services. www.charlestonbusiness.com

A CLOSER LOOK: 2018 TOP ACHIEVEMENTS: • Over 6,000 neighbors came through our doors this year, making this the busiest year in the history of Our Lady of Mercy Community Outreach • 12,157 dental procedures performed for 1,383 dental patients with a value of $1,370,233 • 16,809 meals filled stomachs with hot lunches at the Neighborhood House Soup Kitchen • 29 students in our “Yes, I Can!â€? afterschool program improved their math and reading skills • 36 individuals received help with their job search and resume writing skills through our emPOWER program • 18 healthy babies born to Wellness Center Mothers • 141 students enrolled in our ESL program, making it the largest ESL program in Charleston County • 599 goals achieved by clients at both locations through our case management services 2019 GOALS: • Develop and enhance partnerships to increase organizational capacity • Work closely with the communities we serve to assess current programs and ensure we are meeting community needs • Increase awareness of our mission and services throughout the community • Expand emPOWER Workforce Development Program to include youth programming

FUNDRAISING EVENTS: • Wellness Center Birthday Bash January 2019 ,Our Lady of Mercy Community Outreach • 22nd Annual Love Your Neighbor Auction Feb. 10, 2019, Downtown Marriott • 30th Anniversary Spring Sprint 5k and 1-Mile Fun Run March 9, 2019, Johns Island County Park • 26th Annual Golf Tournament May 22, 2019, Briar Creek Golf Club • 30th Anniversary Celebration Fall 2019, More information coming soon CORPORATE GIVING OPPORTUNITIES: • We have a variety of opportunities for corporate partners to get involved. • Sponsorship opportunities for all fundraising and community events • General and targeted corporate investment opportunities • In-kind donations (Incudes dental & OBGYN professional services, capital expenditures, building supplies) • Partnership opportunities in our emPOWER Workforce Development Program • We also offer a multitude of employee engagement opportunities for companies that allow employees to give back to their community and provide a team-building experience. To discuss all of the ways we might be able to partner, please contact Kristin Raymond.

NONPROFIT SPOTLIGHT SPONSORED BY:

Giving: Your guide to community giving in the Lowcountry 39