Giving Healthy children, better future Collaborative effort focuses on childhood wellness
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Your guide to community giving in the Lowcountry | 2019-20
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Holistic approach to philanthropy will move our region forward
Businesses are powerful drivers of charitable good
Philanthropy’s Declaration of Interdependence
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About the cover The Boeing Center for Children’s Wellness, a collaboration between MUSC and the Charleston County School District, was founded in 2007 to encourage healthy living for Lowcountry children. (Photo/Sarah Pack for MUSC)
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Giving: Your guide to community giving in the Lowcountry 3
AMERICANS GAVE IN 2018
Giving by foundations had a record-breaking year, reaching its highest-ever dollar amount even when adjusted for inflation, and growing to its largest share (18%) of total giving to date in 2018.
The total of giving by indviduals in 2018
CHARITABLE GIVING BY SECTOR $124.5B
$50.3B $40.8B $31.2B $22.8B
Public-Society Benefit Organizations
Arts, Culture, and Humanities
$12.7B Environment and Animal Organizations
Source: Giving USA
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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 solicitation and retention of 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 those kinds of people. They are there when others need them the most, and they are the ones working daily on all those behind-thescenes functions that keep their organizations
running smoothly. AFP will celebrate these efforts with its annual National Philanthropy Day luncheon on Nov. 14 at Trident Technical College in North Charleston. In its 23rd year, this event honors and recognizes people and organizations who have given their time, talent and resources to charitable work in the Lowcountry. “Since 1986, the Association of Fundraising Professionals has dedicated one day out of the year to bring together thousands of people to celebrate philanthropy, which is the ‘the love of humankind,’ ” said Marco Corona, chief development officer for One80 Place and current AFP Lowcountry president. “Philanthropy takes on many different forms — giving of time, talent, and/or treasure — and they all impact our society for good. To honor this impact, our AFP South Carolina Lowcountry Chapter is recognizing some exemplary philanthropists in such categories as Outstanding Individual, Outstanding Corporation and Outstanding Small Business, to name a few. Please help us in celebrating the change their generosity has made.”
THE 2019 LOWCOUNTRY AFP NATIONAL PHILANTHROPY DAY AWARD RECIPIENTS ARE: BP America Cooper River Corporate Philanthropist of the Year
JMC Charleston Small Business Philanthropist of the Year
Joseph J. Schott Foundation Organization Philanthropist of the Year
Dr. Renee Anderson Outstanding Community Volunteer
Fleetwood Hassell Outstanding Individual Philanthropist
Stratford High School Youth in Philanthropy Winners were determined by an AFP committee that evaluated each individual 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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OUTSTANDING INDIVIDUAL PHILANTHROPIST
The President/CEO of the Bank of South Carolina, Fleetwood Hassell has been described by those with whom he works as a philanthropist who embodies an altruistic attitude, passion for improving the lives of those less fortunate, and desire to foster meaningful change in the Charleston community. The staff of several local nonprofits with whom he works say he is fearless when calling upon other community and philanthropic leaders to ask for a meeting, volunteer, or make a donation if he believes in the cause, and he inspires others to do the same. Photo/Provided
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BP AMERICA COOPER RIVER For more than two decades, the BP America Cooper River plant has contributed to local conservation and education philanthropies through a variety of programmatic support, event sponsorships, special initiatives and general operations. They have created a local network of nonprofit organizations that reflect their values which they strategically support year after year through long-term partnerships. Beneficiaries of these efforts include the Avian Conservation Center, Lowcountry Open Land Trust, Southeastern Wildlife Exposition and S.C. Manufacturers Alliance. Most recently, BP has initiated and funded a “Year of the Bird” program at Cainhoy Elementary School.
Giving: Your guide to community giving in the Lowcountry 9
JMC CHARLESTON An event planning and destination management company, JMC Charleston has donated countless hours and thousands of dollars in in-kind contributions to various nonprofit organizations throughout the Lowcountry, producing events, galas, auctions, etc., either free or low-cost, which allows nonprofits to maximize their fundraising.Â JMC events are often sustainably produced and allow for centerpieces and supplies to be donated to area organizations. For example, at National Philanthropy Day 2017, JMC purchased school supplies to create table decorations that afterward were donated to the Teacherâ€™s Supply Closet. In 2018, they used food products to create decorations which then were donated to a local food kitchen.
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FOUNDATION OR COMMUNITY ORGANIZATION
THE JOSEPH J. SCHOTT FOUNDATION The Joseph J. Schott Foundation and the Saal family have generously served the Lowcountry community through gifts of their time, talent and treasure to many charitable organizations, including Roper St. Francis Healthcare, One80 Place, Dee Norton Child Advocacy Center, The Gibbes Museum, Florence Crittenton Programs of South Carolina, Porter-Gaud Foundation, Trident United Way, Charleston Library Society, Children’s Museum of the Lowcountry and Feed the Need. They actively encourage their friends and neighbors to join them in supporting worthy organizations throughout the Lowcountry.
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OUTSTANDING COMMUNITY VOLUNTEER
DR. RENEE ANDERSON
Since 2010, Dr. Renee Anderson has volunteered approximately 78,000 hours as Executive Director of the Gaillard Performance Hall Foundation. In addition, she has served on the College of Charleston Foundation board of directors since 2004, taking a leadership role in numerous governance and fundraising initiatives. As a volunteer for those two organizations alone, she has helped lead capital campaigns that raised $142 million and over $125 million, respectively. Other organizations have benefited from her support and leadership as well. In addition, she has mentored fundraising professionals at the Gaillard, C of C and across the community.
YOUTH IN PHILANTHROPY
STRATFORD HIGH SCHOOL As part of the national Jefferson Awards Foundationâ€™s Students in Action program, 12 students at Stratford High came together this past year to organize 11 events to positively impact others in their community, including a Pets Week to support local animal welfare organizations and therapy dog programs. They also collected needed items for the homeless. Their impact helped 5,200 individuals, including providing 1,534 pounds of pet food, raising $6,328, and donating 75 articles of clothing, 50 pieces of outwear and blankets, 86 hygiene products, and 90 toys for children.
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TO MOVE OUR REGION FORWARD, WE MUST TAKE A HOLISTIC APPROACH TO PHILANTHROPY
n coastal South Carolina, we’re seeing incredible changes in our economy, population patterns and the natural environment. Opportunities for growth and success abound, but they come with challenges we can only face one way — together. As a community convener, Coastal Community Foundation is well positioned to help our communities navigate these new realities in ways that Darrin Goss Sr. benefit all residents. president and CEO, Through the Coastal Community generosity and Foundation leadership of our donors and many stakeholders, we’ve been investing financial resources in our region for generations. But after turning outward to our communities to listen to residents and stakeholders from all walks of life throughout our region, we know not all problems can be solved with grant dollars alone. That’s why we added a new layer of our work, which we broadly define as community leadership. It means spending more time listening to residents, researching issues and identifying paths forward. It means taking a holistic approach to problem-solving: connecting all forms of philanthropic capital — social, moral, intellectual, reputational and financial — to address the barriers standing in the way of equitable, community success. INVESTING IN EQUITY One example of this new facet of our work is our Place-based Impact Investment Fund. It was launched in 2016 with $3 million for the initial round of investments in regional programs that address social needs while delivering financial returns. In our conversations with residents over the past few years, we heard time and again from
people in rural communities and communities of color that they don’t have adequate access to capital to build their own enterprises, provide local employment and address ongoing needs in their neighborhoods. Now, Place-Based Impact Investing is a tool we can use to lift up those who have often been left out of the economic growth in our region. For instance, DK Hayden, a minority-owned construction company that operates in North Carolina, South Carolina and Virginia, received funding for a program that enables the company to provide local employment for minority contractors. So far, DK Hayden has employed three subcontractors — two of them minority-owned — to work on the construction of the Medical University’s Shawn Jenkins Children’s Hospital and the Pearl Tourville Women’s Pavilion. Moving forward, DK Hayden also intends to establish strategic business relationships with key companies and professionals who are leaders in their industry sectors, to foster ongoing economic opportunities in underserved communities. CONFRONTING SYSTEMIC RACISM On this community leadership journey, we’ve also trained ourselves and our peers to understand the many ways systemic racism prevents our communities from flourishing. In 2017, we partnered with the YWCA and Metanoia to bring the Racial Equity Institute training to Charleston, a program to equip people with shared language and understanding to address racism in their everyday lives. All members of the Foundation’s staff and board have either completed the training or are in the process of it. Earlier this year, the North Charleston Police Department committed to sending all of its officers through the two-day racial equity training, which we believe is a step forward in further improving community police relationships in our community.
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BRIDGING GAPS IN EDUCATION Another way we’re working on the longterm success of our region is through the Reverend Pinckney Scholars College Readiness Program, aimed at closing the equity gap in higher education. Through the generosity of anonymous donors, Coastal Community Foundation established the Reverend Pinckney Scholarship Fund in 2016 to promote access to higher education for African-American students by awarding scholarships and providing resources through a tailored program throughout college. The College Readiness program expands services to even better meet the needs of Lowcountry students starting in their junior year of high school. The program helps high school students, their families and supporters prepare for, research, evaluate and ultimately select which college is right for them. The first class of 20 students currently in the program visits college campuses and is offered advice from college enrollment counselors. Our in-house specialist trains students on essay writing and applying for financial aid. The goal is to support each student in choosing a college that is the best social, financial and academic fit. MOVING FORWARD When we envision the future of coastal South Carolina, we see vibrant communities where everyone can afford a safe place to live, earn a high-quality education and achieve their career goals. The question isn’t whether we can get there. The question is, can we live with anything less? If the answer is no, then consider joining our efforts to move our region forward. Darrin Goss Sr. is president and CEO of the Coastal Community Foundation, a Charlestonbased nonprofit organization that provides funding and support to charitable, educational and community service organizations throughout the Lowcountry.
BUSINESSES ARE POWERFUL DRIVERS OF CHARITABLE GOOD
he business community in the Lowcountry plays a significant role in ensuring we maintain a high quality of life in our region. Not only are they job creators and economic drivers, many businesses based in the Charleston area are working with philanthropic leaders such as Coastal Community Foundation to help create and sustain vibrant communities through grantmaking, corporate Melissa C. Levesque, sponsorships and many VP of development other forms of chari& stewardship, table giving. Coastal Community The strength of our Foundation community has a direct impact on business success, the quality of life for employees and the prospects for future generations. By making it a better place to live, we also make it a better place to do business.
DO WELL WHILE DOING GOOD National research shows that’s true in multiple ways. Global research firm Cone Communications found in a 2017 survey of consumers that 87% would purchase a product from a company that advocated for an issue they care about. In addition to attracting consumers, potential employees look to see if their prospective employer has a sustainability strategy, according to Susan Cooney, head of global diversity, equity and inclusion at Symantec. “The next generation of employees is seeking out employers that are focused on the triple bottom line: people, planet and revenue,” she said in a 2019 interview with the Business News Daily. “Coming out of the recession, corporate revenue has been getting stronger. Companies are encouraged to put that increased profit into programs that give back.”
HOW IS THIS PLAYING OUT IN THE LOWCOUNTRY? At Coastal Community Foundation, we work with a variety of businesses in the Lowcountry and provide several easy ways to help them meet their corporate social responsibility goals. In many cases, giving through Coastal Community Foundation has helped these businesses expand their overall impact on the community and provide meaningful employee involvement in the process. Here are few examples. • Blackbaud, headquartered on Daniel Island, not only powers social good around the globe with software, they have earned a reputation as a leading corporate citizen in the Lowcountry. For instance, the corporation established the Blackbaud Fund at Coastal Community Foundation, a competitive grant program for local organizations that serve youth with special needs or that provide educational opportunities for underserved, disadvantaged, and/or minority children. CCF handles the administrative side of the process by managing the proposals, organizing nonprofit visits with Blackbaud staff, and distributing the awards after a committee led by Blackbaud employees selects the recipients. This partnership allows Blackbaud’s Charleston-area employees to focus on a philanthropic experience that reflects their company’s values and commitment to social good. • Home Telecom, based in Moncks Corner, created the HOME Community Fund at Coastal Community Foundation in 2002 with $100,000. Since then, more than $250,000 has been awarded to nonprofits serving Berkeley County. Like the Blackbaud Fund, the HOME Community Fund has an active employeeled grantmaking program. • When Boeing wanted to invest in the Liberty Hill community adjacent to the North Charleston plant, leaders
of the facility reached out to Coastal Community Foundation to collaborate on a plan. Boeing’s vision was to provide the community with a specialized STEM education program for students, starting in elementary school. Through Coastal Community Foundation, Boeing provides financial support to Charleston County School District and the Charity Foundation to make the program a reality. • Prior to opening its first U.S. manufacturing plant in Berkeley County in 2017, Volvo established the Volvo Car U.S. Operations Grants Fund at Coastal Community Foundation to support regional organizations in four program areas: education, the environment, safety and quality of life. At the end of this year, the Fund will have awarded more than $1 million to such initiatives in the region. Among its many achievements, the Fund has helped support an advanced manufacturing program in Dorchester County School District Two, sent students through a paid training and apprenticeship program at Trident Technical College and created STEM-based robotics teams in Berkeley County School District and Dorchester County School District Two. These four programs initiated by Charlestonbased businesses have granted out nearly $2.3 million combined to local nonprofits working to improve our community. At the same time, they’re engaging employees in philanthropy while illustrating their social commitment and values to the Tri-County community. There are many other ways local companies give back to the community, whether it’s through Coastal Community Foundation or another expert in facilitating philanthropy. It pays to do good, and we’re here to help. Melissa Levesque is Vice President of Development and Stewardship for the Coastal Community Foundation.
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PHILANTHROPY’S DECLARATION OF INTERDEPENDENCE
hilanthropy is at its core the art of alignment. Our Tri-County region may be best served through a philanthropic model described as our “declaration of interdependence.” Philanthropic support strengthens systems for serving people across the community so that together we are building a community that is both more prosperous and more resilient. Through the power of collaboration, Trident Chloe Knight Tonney president and United Way and our partners CEO,Trident United multisector across the region are Way doing work that no single organization can accomplish alone. The 20th and 21st centuries have featured remarkable responses to address considerable challenges, ranging from health interventions to improvements in motor vehicle safety, to name a few. These achievements were fueled by a series of societal and economic circumstances that altered the way in which organizations address many challenges, bringing together government, civil society, philanthropy and the private sector.
PARTNERSHIPS FOR PROGRESS Harnessing the power of partnership to drive improvements in education, financial stability and health involves high-stake and high-reward collaboration and is at the heart of our partnership practice. Created by a group of key business leaders near the conclusion of World War II, Trident United Way works to bring together the nonprofit sector with key community philanthropists, corporate leaders and organizations. Whether pressures on education, financial stability or health are systemic or circumstantial, Trident United Way and its partners work to improve lives removing barriers to success for people — and ensuring all our neighbors have the tools to be more prosperous.
CAPITALIZE ON INTERDEPENDENCE In its work, Trident United Way operates at the nexus of philanthropy, the private sector, government and civil society. We know that networks that drive innovation and prosperity thrive on collaboration and trust. Highstakes collaboration is the new currency that philanthropic, public sector and private sector organizations must utilize. Organizations that can link and leverage their strengths with those of other organizations will outperform and outserve those that do not. In today’s dynamic environment, the ability to work interdependently in the philanthropic arena provides more impactful outcomes for those we serve. Trident United Way and its partners stand at the ready to collaborate and work interdependently to achieve meaningful progress for others. LESSONS FROM THE FIELD In Trident United Way’s 75 years of building thousands of successful partnerships, we have come to understand the continuing wisdom of the following lessons. We provide a sampling of these below: • Coalitions are powerful: Satisfaction must come from achievement of shared outcomes instead of individual accomplishments. • Communicate to stay connected: Ongoing communication is essential — it is the nervous system of successful coalitions. • Seek the truth: In order to form an effective response to complex community issues, you must use data to get to the truth. • Build trust: It is the glue that holds teams together. • Spend time to improve tools and techniques: Troubleshoot and remediate issues until you get it right. • Find effective leaders: Leaders must dedicate themselves to the mission, use new information to improve the strategy and build coalitions.
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USING COALITIONS TO MULTIPLY IMPACT Pioneers in U.S. philanthropy, such as the late Terrance Keenan, longtime special assistant to the Robert Wood Johnson Foundation, have trumpeted the value of coalitions. Mr. Keenan wrote that “a great Foundation builds investment partnerships around its goals, creating coalitions of funders — public and private — to multiply its impact.” While Trident United Way has broadly embraced this tenet for many years, we have put it into action most recently as a value proposition in two highly effective collaborations: Healthy Tri-County initiative work resulting in Our Health, Our Future: Tri-County Health Improvement Plan 2018-2023, and the TriCounty Reading by Third Project work piloting innovative educator training to improve reading level attainment. This model fuels the types of results that donors deserve and expect and showcases our sectors working at their best to solve real-time challenges. Why is this important? Because philanthropy determines the rate at which we achieve scale in programs proven to work for those we serve. These are interdependent successes for the people of our region that collaboration makes possible and cannot be erased! Chloe Knight Tonney is president and CEO of Trident United Way. For 75 years, Trident United Way has stood for people and progress. Trident United Way is a catalyst for measurable community transformation through collective impact in education, financial stability and health. Our investors and partners represent a movement of people and organizations working together to create bold change. We unite expertise, resources and passion by fulfilling our regional roles as a community connector, strategic partner, volunteer engager and grantor. According to The Chronicle of Philanthropy, United Way is America’s favorite charity. For more information, visit tuw.org.
Metanoia, a North Charleston-based community outreach nonprofit, is one of many Lowcountry charities supported by Social Ventures Partners. (Photo/Adam Chandler for Coastal Community Foundation)
AREA NONPROFITS COLLABORATE
FOR STRONGER COMMUNITIES Partnerships, expert support are key to longevity, long-term goals By Jim Tatum, Associate Editor
ith more than 5,000 nonprofits operating in the Charleston area alone, it can sometimes be difficult to highlight any one cause or set of accomplishments. Nonetheless, there is more to nonprofit work than crisis intervention, which seems to be a default topic to which the public tends to refer when discussing the roles of nonprofits in the community. And yet, in order to effectively address their stated missions, it takes more than money. Whether they are responding to a crisis or promoting quality of life in the community, area nonprofits continue to demonstrate that the ability to do the most good for the most people is rooted in the spirit of cooperation, collaboration
and inclusiveness. The following are two examples of collaboration at work. THE BUSINESS OF NONPROFIT Mention the business side of nonprofits, and the average person will probably think of fundraisers, from boot drives and broom sales to golf tournaments and oyster roasts. Fundraising is important, but effectively managing resources goes far beyond simply gathering the funds to pay for a project. “We recognize that most nonprofits are under-resourced which makes operating effectively difficult,” Lara LeRoy, executive director of Social Ventures Partners Charleston, said. “Most successful businesses are comprised
of people with specialized skill set who work in departments with others with similar or complementary skills, yet the expectations for nonprofits is to tackle everything with limited staff who have to wear multiple hats. And they simply don’t have expertise in all the areas needed.” SVP Charleston combines the power of giving with the impact of strong business practice, partnering with and funding nonprofits in Charleston to build their capacity. “By helping nonprofits strengthen their organizations, we increase their ability to serve our community,” LeRoy said. The partnership has 54 members representing a diverse cross-section of the
Giving: Your guide to community giving in the Lowcountry 17
The Charleston Animal Society handles the vast majority of Charleston County’s stray and homeless animals. The 146-year-old nonprofit provides medical treatment and ongoing care for injured or abused animals and finds homes for more than 5,000 animals annually. It also created the first no-kill community in the Southeast, committed to adoption and fostering, as well as promoting spay-neuter options to control populations. (Photos/Charleston Animal Society)
community, including retirees, business owners, executives and professionals from such companies as Blackbaud, Boeing, AM Conservation Group and Raymond James, to name a few. SVP works to help other nonprofit organizations, particularly those who are already working in collaborative partnerships, build their infrastructure rather than set their mission policies and goals. Business operations is the area most nonprofits need assistance with, she said. SVP funds what other funding entities don’t, such as operating and capital expenses, human resources and it works to help give nonprofit professionals greater access to a wide array of professional development opportunities. SVP also helps organizations build effective, engaged boards and recruit and retain talented staff. It’s a holistic approach, designed to help the organizations strengthen from within by bringing in partners to SVP that will be deeply engaged in the process, LeRoy noted. “We believe check-writing alone does not solve problems,” she said. “It’s about bringing the people together to find creative solutions.
It’s not our job to tell them what they need — it’s our job to listen and help them identify what they have to do, help them craft a viable plan to get it done and support them throughout the process. The feedback we get most often is funds invested are great, but the leadership, support and intellectual capital invested by the partners is invaluable. Best of all, the outcome for our investee partners is stronger, more effective business practices which result in the ability to not only sustain operations but scale.” HELPING ANIMALS HELPS THE COMMUNITY The key to the Charleston Animal Society’s 146 years of successful service is collaboration, and the most important partnership is the bond of trust between the society and the public, president/CEO Joe Elmore said. “Our proudest achievement is creating the Southeast’s first ‘no-kill community,’ ” Elmore said. “Two years after we did that, we launched an effort to create No Kill South Carolina.” The goal of a no-kill community is achieved through several avenues: by rescuing and fostering animals and finding homes for them,
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aggressively pursuing an effective, high volume, affordable spay/neuter program, and actively engaging in community education and outreach. “We are very much on the front lines of animal issues,” Elmore said. “We collaborate all across the board.” A few numbers to think about: The society handles about 98 percent of Charleston County’s stray/homeless animals, caring for around 20,000 a year; sheltering more than 9,000 per year; spaying/neutering more than 10,000 per year; and handling more than 5,000 adoptions per year, Elmore said. “Obviously, our facility alone does not care for 9,000 animals — we can only house around 230-250 at a time,” Elmore said. “However, we usually have anywhere from 600-1,100 animals in our care, which we care for through volunteers who provide foster homes for homeless animals. This is such an important component of it; a widespread, grassroots collaboration with individuals in the community who love animals and want to help.” The society is the only animal welfare organization included in the state of South
Carolina’s emergency management plan and has taken the lead in evacuating and sheltering animals during major disasters such as hurricanes not only in Charleston, but elsewhere in the state and the country. Ultimately, the society’s mission goes back to holistically serving the community. “There’s a misperception that we serve animals — we actually serve people,” Elmore said. “I’ve never seen an animal come to the shelter on its own. All our animals come here because someone brought them here or brought them to our attention.” Preventing more homeless animals through spay/neuter; helping people keep their pets rather than giving them up during crisis moments; teaching children the value of compassion toward animals and to each other to prevent cruel acts toward all living creatures; helping find permanent homes for displaced animals; all of these goals ultimately uplift and empower the community, he said. One achievement the society is proud of is being rated by the national charity watchdog organizations as the top-rated nonprofit in South Carolina for seven years in a row.
SVP Charleston is part of a global network of venture philanthropy organizations. Each SVP affiliate within the network operates independently and leverages SVP’s unique model to amplify the impact partners’ donations of skills, time, and dollars have in their respective communities. SVP Charleston is a strategic partner program SVP Charleston inv est and fund of the Coastal Community support to numerou s in and offers s nonprofits in the Lo wc ou ntry. (Photo/Coast Foundation. Since its inception 10 years ago, al Community Foundation) SVP Charleston has invested in 21 nonprofits in the tri-county area, totaling $972,750. In 2020, the total invested in 10 years will be $1,052,750 as three current nonprofit investee partners were awarded a multiyear investment. SVP Charleston invested in and engaged with Wings For Kids for two years. During that time, $120,000 and approximately 150 volunteer hours have been donated. Wings for Kids was able to complete projects such as curriculum development, staff hiring and training and an analysis of quarterly attendance and enrollment data. SVP Charleston invested in and engaged with Metanoia for three years. During that time, SVP Charleston invested $135,000 and approximately 225 volunteer hours and Metanoia completed such projects as improved systems for accounting and inventory controls, development of the Youth Entrepreneurship Center and provided ongoing assessment and assistance to help students grow their businesses.
Giving: Your guide to community giving in the Lowcountry 19
The Boeing Center for Children’s Wellness was created in 2007 as a collaboration between MUSC and the Charleston County School District to promote healthy lifestyles for Lowcountry children. (Photos/Sarah Pack for MUSC)
TURNING THE TIDE ON
CHILDHOOD OBESITY Health care, education and corporate partners team up on health initiative By Kimberly McGhee, Medical University of South Carolina Science Writer
n 2010, four out of 10 South Carolina children were overweight or obese. Habits formed in childhood are difficult to shake as adults. The future health of a generation of South Carolinians looked bleak. Making a dent in numbers like that can seem a daunting challenge. And yet, less than a decade later, the state’s obesity rankings have improved dramatically for preschoolers (from 15th to 45th lowest) and significantly for teens (from third to eighth lowest). How did South Carolina begin to tip the scales in the pediatric obesity epidemic? How might
further gains be made for the state’s teens, who risk taking bad lifestyle choices into adulthood? Part of the answer lies in scaling up locally successful programs so that children across the state can benefit. The Community-Engaged Scholars Program (C-ESP), directed by Michelle G. Nichols, has supported such efforts by providing pilot funding and community-based research training to academic-community teams targeting pediatric obesity. This is a tale of two pediatric obesity interventions that have received CES-P support. One is a mature, school-based initiative known as the Docs Adopt School Health Initiative, led by
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the Boeing Center for Children’s Wellness, which has already been implemented by school districts across the state with impressive results. The other is a fledgling initiative, but with potential to scale, which is examining how Smartphone apps can help teens better track and share their progress with their primary care providers. Community-Academic teams interested in pursuing community-based participatory research should look for the CES-P Request for Applications in early fall each year. For more information, contact Keesha Corbin of the South Carolina Clinical & Translational Research Institute.
REACHING CHILDREN AND TEENS THROUGH SCHOOLS The Boeing Center for Children’s Wellness, directed by Dr. Janice D. Key, was founded in 2007 as a collaboration between the Medical University of South Carolina Health Division of Adolescent Medicine and the Charleston County School District to prevent obesity in children by providing healthier school environments. In 2010, with funding from Boeing, the Center began to scale up its Docs Adopt initiative, making it available to more school districts across the state. Convincing other school districts to implement the initiative, however, would require metrics that they would find relevant and compelling. With pilot funding from C-ESP, the Boeing Center for Children’s Wellness worked with Robert Stevens of the Charleston County School District to find out which metrics resonated with the schools. Not surprisingly, schools were especially interested in how the wellness initiative affected educational metrics, such as attendance or retention rates. “For this initiative to expand, we needed to have buy-in from district superintendents,” said Sarah Piwinski, the assistant director of the Center. “If this innovative wellness initiative had a positive impact on student outcomes, schools would be more likely to participate.” The data showed that for every four years of participation, a school’s attendance increased by 5%. Impressed by such metrics, 11 school districts across the state, in addition to Charleston County School District, signed on to participate. The initiative was expanded to benefit school staff as well. In total, the Docs Adopt initiative was implemented in 193 South Carolina schools, serving approximately 135,000 children. In addition, it has since been adopted by 24 schools in Pottstown, Pa., enrolling more than 14,000 students. Docs Adopt, as the name suggests, encourages health care professionals to serve on the wellness committees of local schools. It also invites schools to document their wellness efforts using a School Wellness Checklist, which credits each school with points for programs, practices and policies in seven areas relevant to wellness. Schools can receive a monetary award to be used for their wellness initiative by earning at least 50 points across the seven areas. They can earn points for a large variety of activities. They
A vegetable garden at the Boeing Center for Children’s Wellness helps teach children about healthy food choices.
can host a quarterly fruit and vegetable tasting. They can provide a water-filling station. Or they can require exercise breaks during regular classes or plant a school garden. Schools then compete to see who can earn the most points on the checklist, with the winner awarded additional monies and a trophy. Data from participating schools show that schools with a higher score on the School Wellness Checklist had lower student body mass index scores. Indeed, for every 70-point increase in the School Wellness Checklist score, the mean body mass index of students decreased by one unit. In Charleston County School District, the rate of obesity in fifth graders decreased from 26% to 16% from 2008 to 2017. “You can’t say it’s all because of schools’ participation in a wellness initiative,” said Piwinski. “But something about participating in a wellness initiative such as this had an impact on school culture and led to fewer obese students.” An evaluation is under way to gauge the program’s effects on obesity rates and school performance, using data from all participating school districts in South Carolina. Although the results won’t be released until next year, preliminary findings suggest a positive effect on both. “Schools participating in our Docs Adopt School Health Initiative do incredible work that reaches students and staff,” said Key. “We have found improvement in both the health and academic performance of children attending these schools. Our original hypothesis is true: healthy kids are better learners.” REACHING TEENS THROUGH TECHNOLOGY For her CES-P project, Dr. Christine San Giovanni, a pediatrician at MUSC Children’s Health, partnered with community pediatrician
Michelle Steffen, of Riverside Pediatrics in Georgetown, to study which features of existing smartphone fitness apps are preferred by obese teens to meet their fitness goals. Teens were enrolled both at MUSC Children’s Health and Riverside Pediatrics, with most patients being enrolled by Steffen at the rural Georgetown practice. “Teen obesity is a very large issue across the nation, not just for us here in South Carolina, because of poor nutrition and a sedentary lifestyle” said Steffen. “So it’s definitely an uphill battle, and apps could help us in that battle.” “I wanted to test the apps that are already out there and find the features that adolescents preferred using instead of just testing the efficacy of any feature that I chose,” said San Giovanni. San Giovanni had earlier surveyed pediatricians in the South Carolina Pediatric Practice Research Network, a practice-based research network of pediatric providers in coastal and central South Carolina, about their use of and attitude toward fitness apps. Only a very few (15%) used apps in their practice to help obese teens meet their fitness goals, but many more (as high as 45%) would be willing to do so if they were more familiar with app features. San Giovanni hopes that these physicians will be more likely to use the apps in their practice if they are educated on the app features that teens like best. Teens in the study did become frustrated when an app was not easy to use. However, they found most features very helpful. For example, they liked being able to track their steps or scan products to find nutrition information and learn about healthier options. They also liked app features that allowed them to share their progress toward fitness goals with their friends and, most surprisingly, their pediatricians. “So I love the idea that the kids liked the social connection and I love that they wanted their providers to be following their progress,” said San Giovanni. “I was really surprised that they would like that idea so much.” With funding from the Department of Pediatrics, San Giovanni is now conducting a trial in six SCPPRN practices. The trial will assess whether enabling a pediatrician to track a teen’s progress toward fitness goals via an app’s social networking feature will improve outcomes. If results are encouraging, she is hoping to scale up these efforts through the SCPPRN so that more South Carolina teens can benefit from these free, easily available electronic resources.
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PARTNERSHIP FOCUSES ON CHILDREN’S WELL-BEING Library program aims to ensure better health, development By Trident United Way with permission from Help Me Grow S.C.
he library can be a magical place for children, and one of the most magical experiences for a young child is story time.
Now, thanks to a partnership with Help Me Grow
South Carolina, when they come to story time, children also can be observed for social and emotional skills, communication skills, learning and movement or physical development that could affect their ability to have a successful future. It’s all part of a partnership between the Trident United Way, MUSC, Roper St. Frances Healthcare and the Charleston County Library system. This partnership grew from a relationship that formed during Healthy Tri-County, a collaboration aimed at improving health outcomes in the region.
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More than 30 children were screened for social, emotional and physical development at Charleston County Library locations during four spring 2019 sessions of the Help Me Grow South Carolina initiative, and screenings were planned for story time events at four other branches in the fall. (Photos/Lynn Michell Lind, Town & County Photography for Help Me Grow SC)
Help Me Grow South Carolina, a Trident United Way partner and previous Community Engagement Grant recipient in 2016, has been working to improve developmental screening rates for children 51/2 years and under. Screenings not only identify potential development delays but help parents learn more about how to promote healthy development and key milestones. One way to reach more parents is by partnering with other entities already reaching parents of young children. Story time at the Charleston County Public Library was a natural fit, Tiffany Howard, program coordinator for Help Me Grow South Carolina said. “It’s been a wonderful partnership and we are excited to see it continue to grow,” Howard said. “Only 30% of children with developmental delays are identified prior to school entry. Providing ongoing screening and connection to services for those kids who need extra support is critical so they can arrive at school ready to learn.” In spring 2019, Help Me Grow hosted Read, Rattle & Roll at four library branches,
piggybacking on planned story time events. Children enjoy fun and interactive play areas focused on learning, behavior and development. Parents learn how these interactions stimulate their child’s development and complete a short questionnaire that will help identify their child’s strengths or areas where extra support may be needed. Based on screening results, parents can choose ongoing developmental screening, help with connection to services, or receive follow up from a Help Me Grow care coordinator, Howard said. Kellye McKenzie, Director of Health for Trident United Way, noted that a partnership between the library and Help Me Grow might initially seem a little unusual, but in fact it makes great sense. Talking about developmental issues in and of themselves can be stressful for parents; add the intimidating atmosphere of a clinic or hospital setting and it becomes even more difficult. That just isn’t the case at the library, McKenzie said. “At the end of the day, the library is such
a great partner,” she said. “It’s one of the most neutral, nonjudgmental places in the community. Anyone can access the library — everything is free, and everyone is welcome. It’s truly the ultimate benign atmosphere.” Such partnerships are truly a universal community good, she said. “We are connecting folks from across the region,” McKenzie added. “That’s the power of these coalition efforts — to form these natural partnerships that are to the betterment of everyone involved.” Devon Andrews, library programming manager, said the partnership made perfect sense and was another way for libraries to add value to the local community. “It’s a natural fit and a great way to continue to build on the services we can provide to families. The idea was to tie those two activities together,” she said. The feedback we got was great; parents got to learn more about these issues, the kids got to enjoy story time and fun play activities. So, we’re going to start doing this at four new library branches this fall. We’re excited that it’s going so well; it’s so important.”
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24 Giving: Your guide to community giving in the Lowcountry
MISSION STATEMENT: To 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 YOUR ORGANIZATION: South Carolina Aquarium YEAR ESTABLISHED LOCALLY: 2000 TOP LOCAL EXECUTIVE: Kevin Mills, President and Chief Executive Officer CONTACT INFORMATION: 100 Aquarium Wharf, Charleston, SC 29401 843-577-3474 scaquarium.org CORPORATE GIVING CONTACT: Chloe Garrison, Corporate and Foundation Relations Officer 843-579-8694 • firstname.lastname@example.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 350 TOTAL OPERATING BUDGET (2018-2019): $12.6 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 70% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: All people in South Carolina; the Aquarium’s education programs prioritize service for K-12 South Carolina students who qualify for the free or reduced lunch program or attend Title I schools. GREATEST NEED: Through a combination of on-site programming, outreach initiatives and distance learning capabilities, the Aquarium continues to explore creative approaches to connect with students across South Carolina and fulfill the growing demand for our STEM education programs. Most of our education programs prioritize enrollment for Title I and low-income schools and are provided at no cost. Funding directly supports the delivery of these programs.
A CLOSER LOOK: 2019 TOP ACHIEVEMENTS: In May, the South Carolina Aquarium received the National Medal for Museum and Library Service, the nation’s highest honor presented by the Institute for Museum and Library Services to institutions that make significant and exceptional contributions to their communities. The Aquarium is only the third South Carolina institution to receive this recognition and the sixth aquarium. 2020 GOALS: In 2020, the Aquarium will launch a five-year strategic vision that outlines plans for the Aquarium’s programming to animate new spaces, broaden our conservation messaging and impact and increase accessibility to critical environmental science programming to more students of all ages. Sponsorship in 2020 will be applied to one of our STEM education programs or to the growth of our research and fieldwork initiatives, paving the way for preservation in action. FUNDRAISING EVENTS: Sea Life by Starlight: December 7, 2019 at the South Carolina Aquarium. Annual holiday party and silent auction to benefit the Sea Turtle Care Center. Sponsorship opportunities available.
2020 Conservation Gala: May 16, 2020 at the South Carolina Aquarium and Liberty Square. Annual dinner program to present the Environmental Stewardship Award, and recognize local contributions to conservation and environmental education. Proceeds benefit the Aquarium’s conservation programs. Sponsorship opportunities available. 2020 Turtle Trek 5K: End of September 2020 (date to be determined) at Isle of Palms County Park. Annual family-friendly 5k beach run and after-party to benefit the Sea Turtle Care Center. Sponsorship opportunities available. CORPORATE GIVING OPPORTUNITIES: The Aquarium offers many corporate giving opportunities, from special event and exhibit sponsorships that provide robust brand visibility and employee engagement, to investments in programmatic offerings and effective conservation initiatives that generate a meaningful impact in our community. Additionally, the Aquarium offers membership to our Corporate Circle starting at $1,500 per year. Membership includes a unique slate of annual benefits and opportunities tailored for each partner. To discuss corporate giving opportunities, please contact Chloe Garrison, Corporate and Foundation Relations Officer.
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26 Giving: Your guide to community giving in the Lowcountry
MISSION STATEMENT: To be a relentless force for a world of longer, healthier lives.
QUICK FACTS: NAME OF YOUR ORGANIZATION: American Heart Association
A CLOSER LOOK:
2019 TOP ACHIEVEMENTS: Our local American Heart Association positively affects the Lowcountry community YEAR ESTABLISHED LOCALLY: 1990 in many ways. They are present in each restaurant where you can breathe clean, TOP LOCAL EXECUTIVE: smoke-free air. They are also present in every Katie Schumacher, Executive Director hospital where doctors save countless lives with technology developed from research CONTACT INFORMATION: funded by our organization. For almost thirty 887 Johnnie Dodds Blvd., Suite 110 years, the American Heart Association has 843-480-4910 funded more than $4 billion of in research www.heart.org • Katie.Schumacher@heart.org here in Charleston. Right now, MUSC Health researchers are exploring strategies to AVERAGE NUMBER OF VOLUNTEERS IN 2018: 1,700 improve early injury and promote long term tolerance after a cardiac transplant, learning TOTAL OPERATING BUDGET (2018-2019): $1.8 million more about stroke recovery, and researching ventricular septal defects, which is a PERCENT OF REVENUE DEDICATED TO PROGRAM common congenital heart defect. SERVICES: 80 cents of every dollar goes back to fund There are hundreds of local worksites that several programs, such as innovative and lifesaving have American Heart-inspired walking paths, research, critical educational programs, and lifesaving CPR food and beverage guidelines, and employee trainings in the Lowcountry. wellness initiatives. The AHA has been dedicated to changing laws in the Palmetto GEOGRAPHIC AREA OR SPECIFIC POPULATION State so our citizens can live a healthier life. SERVED: We are honored to serve the Berkeley, This past year, we trained more than Dorchester, Charleston, Beaufort, Jasper, and Hampton 31,000 people in hands-only CPR in the counties. Lowcountry, and we are working hand-inhand this year with Blackbaud to increase GREATEST NEED: For nearly 100 years, we’ve been the accessibility of potentially lifesaving fighting heart disease and stroke, striving to save and training, including hands-only CPR. We improve lives in our community. Our biggest need is to are also dedicated to improving the lives have financial support for our grassroot efforts. This past of our children. More than 5,100 students year, more than 10,000 people in South Carolina have died in the Lowcountry participated in our Kids from heart disease. To put that in perspective, that is about Heart Challenge, which supports our youth’s the undergraduate enrollment of the College of Charleston. physical and emotional wellbeing. We also lack the funding for research projects, any of which Our Get with the Guidelines quality could be a lifesaving breakthrough just waiting to cure improvement programs have impacted heart disease and stroke. Last year in Charleston, there cardiovascular disease care for thousands were 14 grants of meritorious scholarships worth more than of patients in Charleston. These programs $2 million that went unfunded due to lack of dollars. We are provide local hospitals with the latest also looking for passionate volunteers who are interested in research-based guidelines to ensure the best spreading our mission to the community. care for patients. www.charlestonbusiness.com
2020 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, shed light on the social influencers of health, and change laws that will create a healthier community. FUNDRAISING EVENTS: Lowcountry Heart Walk February 29, 2020 • Brittlebank Park LowcountrySCHeartWalk.org Charleston Heart Ball May 1, 2020 • Gaillard Center CharlestonHeartBall.org Go Red For Women Luncheon June 2020 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 social media, blood pressure, CPR initiatives, workplace wellness programs and many more. You can also sponsor our heart-healthy events: the Lowcountry Heart Walk, Lowcountry Hard Hats With Heart, Charleston Heart Ball and the Go Red For Women luncheon. Please call 843-480-4910 or email AHACHS@heart.org to find more ways on getting involved in building a healthy community.
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MISSION STATEMENT: To provide safety net services to our low income neighbors, while empowering them to create a better future for themselves, their families and our communities.
QUICK FACTS: NAME OF YOUR ORGANIZATION: East Cooper Community Outreach (ECCO) YEAR ESTABLISHED LOCALLY: 1989 TOP LOCAL EXECUTIVE: Stephanie M. Kelley, Executive Director CONTACT INFORMATION: 1145 Six Mile Road, Mount Pleasant, SC 29466 (843) 849-9220 • Fax: (843) 849-0943 eccocharleston.org CORPORATE GIVING CONTACT: Don Squires, Director of Development & Marketing 843-254-8053 • email@example.com AVERAGE NUMBER OF VOLUNTEERS IN 2018: 160+ each week TOTAL OPERATING BUDGET (2018-2019): $1.3 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 91 cents of every dollar GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: Proudly serving communities East of the Cooper River — with specific programs reaching communities throughout the Lowcountry. GREATEST NEEDS: Business & Community Partners: Community partners can support ECCO in many ways: financial contributions, event sponsorships, holiday initiatives and much more. We can only serve the community around us, with the support of the community around us. Volunteers: Over 160 individuals volunteer at ECCO each week. Opportunities vary from positions with direct interaction with clients, assisting with events and fundraisers, maintenance and landscaping, helping stock our food pantry and clothing closet, and most importantly, spreading the word about ECCO. Food & Clothing Drives: Last year ECCO distributed over 400,000 pounds of food to neighbors in need. Our Wellness Pantry and Clothing Closet rely on local donations to help keep up with the needs of our community. Setting up a drive is simple, and the staff at ECCO can give suggestions and tips on how to make your drive a success. www.charlestonbusiness.com
A CLOSER LOOK: 2019 TOP ACHIEVEMENTS: • Over 3,400 neighbors were provided hope and help through our services • ECCO’s Wellness Pantry distributed over $790,000 retail value of food • 836 families visited the ECCO Clothing Closet • 175 neighbors were provided with over $56,000 in financial assistance • In ECCO’s Dental Clinic, over 940 neighbors received $770,000 in dental care services • Over $186,000 in prescription assistance services for neighbors in need • 500+ patient appointments in ECCO’s Partners in HealthCare clinic • 103 education classes held • Over 570 families were provided with Thanksgiving Turkey dinners • 163 families participated in our Adopt-a-Family Christmas program
• Add resources to better assist our homeless neighbors • Upgrade the dental clinic facilities and equipment • Create a shuttle service for our clients with transportation challenges FUNDRAISING EVENTS: 2020 ECCO Charity Golf Tournament - April 20 at Daniel Island Club. Sponsorship and registration information are available by emailing firstname.lastname@example.org. 2020 ECCO Gala - May 15 on the USS Yorktown at Patriots Point. Sponsorship and registration information are available by emailing email@example.com.
CORPORATE GIVING OPPORTUNITIES: ECCO relies on the generosity and commitment of the community and takes a fiscally responsible approach to program implementation by maximizing volunteer resources and keeping costs as low as possible, 2020 GOALS: Based on the needs of the dedicating 91% of donations toward community, ECCO is always looking program costs that directly serve our to expand and improve services. clients. Below are a few ways you can With the addition of new community join our team of support: partners, ECCO can: • Provide hope by making a • Expand the warehouse to include tax-deductible donation at a teaching kitchen & a larger eccocharleston.org clothing closet • Sponsor an upcoming ECCO • Better support Prescription fundraising event, 2020 Charity Assistance to allow for Golf Tournament or 2020 Gala the purchase of expensive • Donate your time by volunteering medications at our campus in Mount Pleasant • Increase our ability to meet the • Host a food and/or clothing financial assistance requests from drive at your business, place of the community worship, school, etc. Giving: Your guide to community giving in the Lowcountry 29
MISSION STATEMENT: To honor God by developing, implementing and sharing best-in-class safe water solutions that transform and save as many lives as possible as quickly as possible.
QUICK FACTS: NAME OF YOUR ORGANIZATION: Water Mission YEAR ESTABLISHED LOCALLY: 2001 TOP LOCAL EXECUTIVE: George C. Greene III, PhD, PE Co-founder and CEO CONTACT INFORMATION: 1150 Kinzer St., Bldg. 1605, N. Charleston, SC 29405 843.769.7395 • Fax: 843.763.6082 www.watermission.org CORPORATE GIVING CONTACTS: Rogers Hook. Strategic Partnerships Director 843-769-7395 • firstname.lastname@example.org AVERAGE NUMBER OF VOLUNTEERS IN 2018: 500 TOTAL OPERATING BUDGET (2018-2019): $24.4 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 88% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: We have provided safe water, sanitation and hygiene solutions in 56 countries and have over 350 staff members working around the world in permanent country programs.
A CLOSER LOOK: 2019 TOP ACHIEVEMENTS: Water Mission projects completed as of August 31, 2019, have provided safe water to nearly 580,000 users through sustainable development projects and disaster response initiatives. Not all of these users are new to our system — about 88,000 are the result of ongoing operation and maintenance agreements. 2020 GOALS: 1. Provide 550,000 people with access to sustainable safe water and sanitation solutions and the opportunity to experience God’s love. 2. Reach survivors of natural and manmade disasters with access to safe water solutions and the opportunity to experience God’s love with a focus on developing a best-in-class disaster response program in FY2020. 3. Provide access to safe water and sanitation solutions and the opportunity to experience God’s love by partnering with 60 water and sanitation implementors to impact 880,000 people in FY2020.
FUNDRAISING EVENTS: 2020 Charleston Walk for Water 9 a.m., March 21, 2020 Riverfront Park, North Charleston Thousands will rally together in Charleston to give hope to those who lack access to safe water. It’s more than a Walk. It’s an event that will impact people around the world forever by providing solutions that save lives. Join us as we Walk so other won’t have to. CORPORATE GIVING OPPORTUNITIES: • Employee Matching Gift • Walk For Water Sponsorship • Disaster Response Gifts • Grants • Employee Volunteer Opportunities • Gifts in Kind
NONPROFIT SPOTLIGHT SPONSORED BY:
GREATEST NEED: 2.1 billion people around the world lack access to safe water and one person dies every 37 seconds from water-related illnesses.
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MISSION STATEMENT: Bishop Gadsden, a Life Care Retirement Community, embraces God’s call to ministry. We affirm positive living for all who live and work here. We serve with integrity. We exercise wise stewardship. We reach out with a generous spirit.
QUICK FACTS: NAME OF YOUR ORGANIZATION: Bishop Gadsden Episcopal Retirement Community YEAR ESTABLISHED LOCALLY: 1850 TOP LOCAL EXECUTIVE: Sarah Tipton, President/CEO CONTACT INFORMATION: 1 Bishop Gadsden Way Charleston, SC 29412 800-373-2384 • bishopgadsden.org CORPORATE GIVING CONTACTS: Kimberly Borts, Director of Charitable Giving and Communications 843-406-6334 Kimberly.email@example.com AVERAGE NUMBER OF VOLUNTEERS IN 2018: Bishop Gadsden residents and team members donated 180,000 hours of volunteer time in 2018, and we are on track to exceed that in 2019! Bishop Gadsden also offers team members the opportunity to earn paid time off for volunteering in the outside community. GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: Charleston, SC GREATEST NEED: The Bishop Gadsden Charitable Fund This fund assists our residents in need of financial assistance, as well as supports our resident-selected outreach efforts to the greater Charleston community. Residents choose the charitable organizations Bishop Gadsden, as a Community, will support through the Charitable Fund. An annual appeal for the Charitable Fund is sent each spring to the residents, family members, future residents and board members. Additionally, employees support the Charitable Fund through the Employee Shining Star program. www.charlestonbusiness.com
A CLOSER LOOK: 2019 TOP ACHIEVEMENTS: Philanthropic Organization of the Year form the Association of Fundraising Professionals, Lowcountry Chapter Anita Zucker, Chair and CEO of the InterTech Group, a past individual award winner, stated, “Bishop Gadsden Episcopal Retirement Community has been a Charleston institution since its founding in 1850. With a sincere focus on supporting residents who face financial difficulties to ensure they continue to live within Bishop Gadsden, as well as their desire to support the greater Charleston community, Bishop Gadsden is our 2018 Organization Philanthropist of the Year. Dedicated to nurturing their culture of giving, Bishop Gadsden residents, future residents, board members, friends and family, and even staff members, contribute to their efforts of reaching out with a generous spirit. Since 1995, the Bishop Gadsden Community has distributed more than $6.1 million to charitable causes — touching organizations close to their James Island home, as well as those farther away. The list of organizations they have supported over the years numbers in the hundreds, and it keeps growing, while always assuring residents of the BG Community who face financial difficulties during the most vulnerable times of their lives that they will continue to call Bishop Gadsden home and receive the care they need.” The Charitable Giving and Communications Office, along with the resident Charitable Mission Committee and the Bishop Gadsden Board of Trustees, work to share and raise awareness of Bishop Gadsden’s Charitable Mission — ensuring support of our internal and external charitable needs.
• The Office of Charitable Giving and Communications processed $1,905,118 in total donations in 2018 and DISTRIBUTED $1,528,729 in Cash and In-Kind Gifts. • Distributed $544,888 to residents requiring financial assistance. • Awarded $92,987 in Strongheart Employee Education Scholarship Funds. • Received a RECORD $330,483 for the Annual Employee Appreciation Appeal. • 133 Employees contributed to the Charitable, Employee Assistance, and Strongheart Scholarship Funds, through our Shining Star Program. • An estimated 11,103 volunteer hours from staff and residents was contributed in 2018, equating to a $245,709 investment in our Community. • Donated 27,971 lbs. of food to One80 Place, equaling a gift of $190,203 and 41,956 meals. • $298,512 in In-Kind Items to Tri-County Ministries, Goodwill, Pet Helpers, the Kidney Foundation, The Charleston County Public Library, Children’s Cancer Society. 2020 GOALS: • Distribute $600,000 to residents requiring financial assistance. • Award $100,000 in Strongheart Employee Education Scholarships. • Distribute more $200,000 to Charleston Charitable Organizations. • Support the building of Bishop Gadsden’s new Health and Rehab Center through a $5,000,000 Campaign. CORPORATE GIVING OPPORTUNITIES: Please contact Kimberly M. Borts for information on how Bishop Gadsden can work with corporations in supporting the Bishop Gadsden Community, as well as the greater Charleston Community.
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MISSION STATEMENT: To provide quality, affordable health care to people in need.
QUICK FACTS: NAME OF YOUR ORGANIZATION: OneWorld Health YEAR ESTABLISHED LOCALLY: 2009 TOP LOCAL EXECUTIVE: Michael O’Neal CONTACT INFORMATION: 21 D Gamecock Ave., Charleston, SC 29407 843-203-3280 Fax: 843-789-3513 www.oneworldhealth.com CORPORATE GIVING CONTACTS: Michael O’Neal, Executive Director 843-270-0410 • firstname.lastname@example.org
A CLOSER LOOK: 2019 TOP ACHIEVEMENTS: Implemented and made operational the fourth medical center in Uganda. The organization has now grown to include 180 employees and 12 facilities between East Africa and Central America.
FUNDRAISING EVENTS: The NeedToBreathe Classic by Commonwealth Cares Foundation will be March 30, 2020. Sponsorship and registration information are available at www.CommonwealthCares.org
2020 GOALS: • Expand regional footprint in Central America by expanding operations to Honduras. • Treat 100,000 patients with quality, affordable health care. • Conduct feasibility study to determine expansion in East Africa. • Additional short-term medical service opportunities in Central America.
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: 275 TOTAL OPERATING BUDGET (2018-2019): $5 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 84%
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 four facilities in Uganda and eight 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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Trident United Way Day of Action 2019 Volunteer event focused on serving senior citizens in the Tri-County community Volunteers made it happen on Trident United Way’s Day of Action 2019! This was TUW’s first year participating in the UWW Day of Action event global event. The activities of the day were all about helping seniors with low income and limited mobility stay independent in their homes and connected to their communities. Nearly 50 volunteers delivered meals and care packages to homebound seniors, tended to some neglected yards and led fun social activities at their local community centers. In total, United Way volunteers dedicated 108 hours to complete seven projects that helped more than 620 seniors. (Photos/Trident United Way)
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Trident United Way Day of Caring 2018
An 18-year tradition in the Lowcountry, Trident United Way’s Day of Caring, sponsored by Ingevity, brings together hundreds of nonprofit agencies and schools with thousands of volunteers all on one day to improve our Tri-County community. TUW’s Day of Caring is the largest community service day in the area. TUW matches nonprofit agencies and schools with volunteer teams that help advance their mission and build capacity — all while fostering community engagement. Additionally, it serves as a catalyst for year-round volunteer engagement as teams see the impact they can make in one day when they build partnerships within the community. The focus for Day of Caring is to bring the community together to accomplish projects for schools and nonprofits that they cannot get to on their “rainy day” list. (Photos/Trident United Way)
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By the numbers More than 5,200 volunteers rolled up their sleeves
25,000 invested volunteer hours 278 projects 137 companies 139 schools and nonprofit agencies
Your guide to community giving in the Lowcountry. Brought to you by the Charleston Regional Business Journal.