2020 Charleston Regional Business Journal - Giving

Giving

November 2 - 15, 2020

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

Pivoting in a pandemic Lowcountry nonprofits learn creative ways to continue mission in a challenging environment

Special thanks to:

Your guide to community giving in the Lowcountry | 2020-21

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

We don’t stock cupboards or inspire dancers or discover cures.

But all the good YOU do is the whole reason we’re here.

We’re here for you, with the support, technology, and network that helps you take your good farther, faster. For all the good you do, thank you.

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November 2 - 15, 2020

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

Dear Readers,

T

he work of charitable giving organizations is challenging in the best of times. Raising money, assisting those in need, applying for grants and much more requires selflessness, focus and a high degree of commitment to a most worthy cause.

The coronavirus pandemic made that work more daunting than ever. The tragic loss of life, the massive burden placed on our health care infrastructure and the wholesale disruption of our daily lives and the economy have been unlike anything most of us have ever experienced.

Nonprofits face a grim landscape when it comes to Steve McDaniel fundraising, volunteerism and the need for support. A Editor, Custom recent statewide study shows nearly two-thirds of nonPublications SC Biz News profits in South Carolina can survive six months or fewer without additional funding. Corporations and individuals are still generous with their support, but that support is now hampered by drastically lower revenues and salaries. The pool of available volunteers, largely comprised of retired people, has shrunk as those who have the time and ability to donate their efforts are understandably reluctant to risk exposure to a potentially deadly virus. And this strain on resources comes amid a surge in those seeking aid and support.

But the optimism of the charitable community in the Lowcountry continues undaunted by the harsh reality we find ourselves in. Like so many other sectors of the economy and community, nonprofits are learning to operate creatively within the restrictions this pandemic has forced upon us.

Collaboration across the nonprofit community has helped many organizations continue their efforts; virtual fundraising events are now the norm rather than the exception; and new health protocols are in place to minimize virus exposure for volunteers and recipients within service networks.

SC Biz News is proud to partner with Trident United Way, Coastal Community Foundation and so many other great Charleston-area nonprofits in bringing you the 2020 Charleston Regional Business Journal Giving Guide.

We are also grateful for the support of corporate sponsors Blackbaud and Parker Land Surveying in making this annual publication a success.

While we all grapple with the disruptions and anxiety the pandemic has forced upon us, we can take heart in the resolve of the Lowcountry nonprofit community to continue its mission of support and aid. We hope you enjoy learning about some of the outstanding work these groups do every day.

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contents Quick Facts...................................................................... 4 AFP Awards .................................................................... 6 Viewpoints.......................................................8, 9 & 10 Pivoting in a pandemic................................... 12, 14

NONPROFIT SPOTLIGHTS American Heart Association....................................................................................19 Bishop Gadsden...................................................................................................... 21 OneWorld Health.................................................................................................... 23 Lowcountry Food Bank.......................................................................................... 25 Water Mission..........................................................................................................27 South Carolina Aquarium....................................................................................... 29 Trident United Way................................................................................................. 31

About the cover Trident United Way volunteers help children in Hollywood during the African American Leadership Council’s annual Community Book Giveaway.

(Photo/Trident United Way)

Special thanks to

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November 2 - 15, 2020

Highlights and Numbers for 2019 Charitable Giving by Source Source: Giving USA 2020: The Annual Report on Philanthropy for the year 2019

$449.64

4.2%

Total estimated 2019 charitable giving

Increase in giving over 2018’s total of $431.43 billion

billion

$309.66 billion

4.7%

Total individual giving in 2019

Increase in individual giving over 2018

$75.69 billion

2.5%

Total foundation giving in 2019

$43.21 billion

Total giving by bequest in 2019

$21.09 billion Total corporate giving in 2019

Increase in foundation giving over 2018

0.2%

• Giving to international affairs is estimated to be $28.89 billion • Giving to religion increased in 2019, staying relatively flat 2.3% between 2018 and 2019, compared to 2018 with a decline with an estimated $128.17 of 0.4%. Adjusted for inflation, billion in contributions. Adjusted giving to international affairs for inflation, giving to religion organizations declined 2.2%, increased 0.5% in 2019. after two strong years of growth.

Giving in 2019 by sectors

• Giving to education is estimated to have increased 12.1%, to $64.11 billion.

Adjusted for inflation, giving to education organizations increased 10.1%.

• Giving to arts, culture, and humanities is estimated to have increased 12.6% to $21.64 billion.

Adjusted for inflation, giving to the arts, culture, and humanities subsector increased 10.6%.

• Giving to human services increased by an estimated 5% in 2019, totaling $55.99 billion.

Adjusted for inflation, giving to human services organizations increased by 3.1%.

• Giving to environment and animal organizations is estimated to have increased 11.3%, to $14.16 billion.

Adjusted for inflation, giving to the environment/animals subsector increased 9.4% percent. This marks the category’s sixth consecutive year of growth.

• Giving to foundations is estimated to have increased by 2.5% in 2019, to $53.51 billion.

Adjusted for inflation, giving to foundations was essentially flat, increasing 0.6%.

• Giving to individuals, which is 2% of total giving, is estimated • Giving to health organizations to have increased 2.2% (0.4% in inflation-adjusted dollars) is estimated to have increased Increase in giving by bequest over 2018 by 6.8% to $41.46 billion, an in 2019, to $10.11 billion. The bulk of these donations are increase of 4.9% adjusted for in-kind gifts of medications to inflation. patients in need, made through • Giving to public-society benefit the patient assistance programs organizations increased an of pharmaceutical companies’ estimated 13.1%, to $37.16 operating foundations. billion. Adjusted for inflation, giving to public-society benefit Increase in corporate giving over 2018 organizations grew 11.1%.

13.4%

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AWARD TITLE

NAME

CONNECT

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con•nect [kuh-nekt] verb

to join, link, or fasten together; unite or bind* Life is about connections. South Carolina Federal Credit Union is proud to support local nonprofits that Photo/Provided connect people and resources in times of need. South Carolina Federal was established in 1936 for the benefit of its members. As our membership grew and gave, we did too. Today, we are honored to support the following organizations.

AWARD TITLE

NAME Abo. Ibusdae ssequas nonsecus, assimin ventis disque nos nobitatum, anist labor asped min num et a venita simaion sequam aceatem consequo tem num dolectatur abor aligeni quia doluptiorem net delenis nimillatum quas rem seque etus perferu mendaerum quae sanim etum, utem. Is modicae quia se volor seque ea simus dolupta tiuscid ut eat quiat eum, volo iur? Fic temque voluptia parum voloreium alibuscipiet dername atur? Nonem ipic tota volores molorera asiminiat. Cerenditiam et hillamet que duntur aborion prempor porectem qui dolum ellorei uscium facea

Photo/Provided *Source: Dictionary.com

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AFP Lowcountry Chapter Philanthropy Awards Lowcountry Local First, Charleston Forum recognized for pandemic response, social justice reform

The Association of Fundraising Professionals’ (AFP) annual awards program usually honors the significant role philanthropy plays in enriching our local and global communities. Each year, in conjunction with the celebration of National Philanthropy Day, the S.C. Lowcountry Chapter of AFP recognizes outstanding achievements by local individuals, foundation and

corporate philanthropists.

However, 2020 has created a different time for us all.

This year’s celebration will be held as a virtual event at noon Thursday, Nov. 12.

For more information visit thankfulcharleston.org.

Therefore, in recognition of the significant work local organizations are doing in support of those impacted by COVID-19 and social injustice, the Lowcountry Chapter of AFP would like to introduce Purposeful Action.

Purposeful Action recognizes local organizations for their work supporting those impacted by COVID-19, as well as social injustice in 2020, while also

Charleston Animal Society LEADERSHIP. TRADITION. EXCELLENCE.

CHARLESTONANIMALSOCIETY.ORG South Carolina’s Top-Rated Nonprofit 7 years in a row.

telling their story on what they hope to accomplish in the months and years to come. Any Lowcountry AFP member was able to nominate the work of a local nonprofit organization that they feel is acting with purpose in the areas of COVID-19 and social injustice during 2020.

We are proud to announce the following organizations have been selected.

For their work involving a response to COVID-19, Lowcountry Local First has been selected.

Their nomination highlighted the challenges our local businesses, who are the heart of Charleston, certainly always face, but during COVID, those challenges grew exponentially. It is clear that Lowcountry Local First was able to pivot, allowing our Charleston small business owners to continue to be engaged and assisted during a trying time.

The National Philanthropy Day Committee believed Lowcountry Local First positively responded during COVID, offering resources, education, advocacy, coaching and more to the business owners that employ so many of our Charleston citizens.

For their work in social injustice, The Charleston Forum has been selected.

Their nomination highlighted how The Charleston Forum is working to produce annual programming for the tri-county area to address the issue of race in the Forum’s focus areas of education, economics, policing and criminal justice. Additionally, the Forum’s 2021 programming both virtually and in-person events, as well as conducting a second tri-county research project, clearly shows how The Charleston Forum’s momentum is building and the future looks to be very bright in highlighting how Charleston must focus on social injustice.

The National Philanthropy Day Committee believes The Charleston Forum exemplifies “Purposeful Action.”

Each organization is preparing a four-minute video that overviews their mission, their action, and their goals in the areas of COVID-19 and social injustice. This video will be shared during National Philanthropy Day. Lowcountry Local First Lowcountry Local First cultivates an economy anchored in local ownership, because local-independent businesses are the cornerstone of our culture, economy, and character.

Our response to COVID19 can be categorized into three primary functions: • Providing counseling and tools for business community • Providing tools for the community at large on how to support these businesses • Advocating for critical policy at all level of government Lowcountry Local First serves our 400+ local business members and more than 13,000 employees that are represented through those businesses.

Collectively the local business community is the largest employer in our region. During the current crisis our efforts are inclusive of all local businesses and have expanded to include all locally owned businesses in the greater Charleston region. Our work encompasses many industries including businesses from all walks of life, restaurant owners, bakers, retailers, marketing professionals, farmers, fishermen, manufacturing and so many more Main Street Businesses.

Our Good Enterprises program provides low-to-moderate income entrepreneurs the opportunity to build a legacy business for their families and bridge the racial wealth gap.

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For 13 years, Lowcountry Local First has been the only resource dedicated to the local-independent business community. We work day in and day out to ensure the Lowcountry is a place in which local business can thrive and to build an economy where all might have an opportunity to prosper.

It became evident quickly that we would need to pivot and spring into action to serve our constituents in a new way as we all began dealing with COVID19. We have been fielding calls and emails since March counseling businesses that are facing layoffs, trying to see how they can pivot their services to keep their doors open and contacting our elected officials at a local, state and federal level.

The Charleston Forum Since 2017, The Charleston Forum has worked tirelessly to produce annual programming for the tri-county area to address the issue of race in the Forum’s

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

focus areas: Education, Economics, Policing and Criminal Justice, and the Future of the Past.

Moreover, the Forum’s programming has evolved and gained significant traction within the community and beyond, including four annual events, one expo, and numerous online conversations with a collective 3K+ attendees, 40+ speakers (including leadership at the local, state and national level), and 60+ local nonprofit partners. In 2019, online engagement reached 518K individuals.

In the summer of 2015, the Mother Emanuel massacre devastated the Charleston community. These hatedriven crimes were unfathomable and the pain was palpable; however, the collective community response was an inspiring call to action, one of strength and unity that resonated with citizens.

The reaction known as “Charleston Strong” was nationally recognized for its focus on recovery and resilience.

The Association of Fundraising Professionals empowers individuals and organizations to practice ethical fundraising through professional education, networking, research and advocacy.

Since 1960, (AFP) has inspired global change and supported efforts that generated over $1 trillion. AFP’s nearly 30,000 individual and organizational members raise over $100 billion annually, equivalent to one-third of all charitable giving in North America and millions more around the world.

The AFP South Carolina Lowcountry Chapter offers professionals a wide range of educational, networking and mentoring programs that support and enrich each member’s professional experience and skills.

In an effort to harness the power of that unity, a group of local thought leaders from across the community came together to create The Charleston Forum, a nonprofit organization with a mission to provide a dialogue on issues of race designed to move the community and nation forward.

The Forum promotes discussion and understanding of different perspectives and shared ideas for progress, seeking to be a national model for leadership in addressing racial issues.

Since 2017, The Charleston Forum has worked tirelessly to produce annual programming for the tri-county area to address the issue of race in the Forum’s focus areas: Education, Economics, Policing and Criminal Justice, and the Future of the Past. Moreover, the Forum’s programming has evolved and gained significant traction within the community and beyond, including four Photo/Provided annual events, one expo, and numerous online conversations.

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AFP Lowcountry Philanthropy Awards The Lowcountry chapter of the Association of Fundraising Professionals will honor its 2020 Philanthropy Award winners with a virtual event at noon Nov. 12.

Go online to thankfulcharleston. org for more information.

A different time for us all was created in 2020. Therefore, our annual National Philanthropy Day Virtual Celebration will recognize the significant work local organizations are doing in support of those impacted by COVID-19 and social injustice, the Lowcountry Chapter of AFP would like to introduce Purposeful Action.

For more information or to join the world’s largest association of fundraising professionals, visit community.afpglobal.org/afpsclowcountrychapter/home, and to learn more about National Philanthropy Day, visit thankfulcharleston.org

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

Rising to meet the challenges of a pandemic Coastal Community Foundation has raised millions for relief efforts in coastal South Carolina workers in the hospitality and tourism industry in Beaufort, Berkeley, Charleston, Colleton, Dorchester, Georgetown, Hampton, Horry and Jasper counties. With additional resources still available, we’ll continue to make grants to meet community needs throughout the fall and winter months as the pandemic continues.

D

isaster response is a cornerstone of Coastal Community Foundation’s legacy. In the wake of Hurricane Hugo in 1989, and after every major storm that has impacted our region since, our donors have helped restore our region by supporting our disaster relief funds.

When the COVID-19 pandemic arrived in March, we were called once again to help our nine-county service area respond to a crisis. But we quickly learned that this would be very different than the disaster relief we’ve assisted with in the past.

This time, our donors have been called to be more generous, and for a more indefinite amount of Darrin Goss time.

Our President, r e g i o n’s CEO Coastal nonprofits Community are faced with Foundation challenges of seemingly endless variety. Community members, meanwhile, are relying on

those nonprofit services more than ever before.

But together with our generous donors and dedicated nonprofit partners on the front lines, we’re helping our communities get through this unprecedented challenge.

In mid-March, Coastal Community Foundation launched the COVID-19 Relief & Recovery Fund with the support of Black River United Way, the Chapin Foundation, Frances P. Bunnelle Foundation, the Gaylord & Dorothy Donnelley Foundation, Social Venture Partners Charleston, Trident United Way, United Way of Horry County, United Way of the Lowcountry and Waccamaw Community Foundation.

Since then, we have raised more than $2.3 million with the support and generosity of our region’s donors. Every dollar collected is going directly to nonprofits, as the administrative costs are absorbed by CCF’s Community Partnership Program.

So far, we’ve awarded more than $1.1 million in flexible resources to organizations working with priority groups, including senior citizens, children, health-compromised, and

medical partners, Charity Foundation is leading the effort to set up 10 testing sites across Allendale, Beaufort, Berkeley, Charleston, Colleton, Dorchester, Georgetown, Hampton, Horry and Jasper counties.

How to join our relief efforts As South Carolina continues to navigate the COVID-19 pandemic, it’s expected that our relief efforts will continue to be needed by nonprofits and residents. You can help by donating securely online at coastalcommunityfoundation.org.

The Coronavirus Aid, Relief, and Economic Security Act, also known as the CARES Act, provides incentives that encourage charitable giving prior to December 31.

In most years, individuals who itemize on their taxes are only able to deduct up to 60 percent of their adjusted gross income for cash gifts to tax-exempt, charitable organizations.

For 2020, this ceiling has been removed and donors may deduct up to 100 percent of their adjusted gross income for cash gifts to charity (with the exception of donor-advised funds).

Donors may also take advantage of the stock market and make larger gifts to nonprofits or donor-advised funds by gifting appreciated assets. Many nonprofits are being stretched extremely thin during the pandemic and for those donors who have donor-advised funds, this provides a great opportunity to “bunch” charitable gifts to cover the next 2-3 years of your charitable giving budget.

Regardless of your giving budget, any amount of generosity will help our local nonprofits respond to the most pressing needs in our region as we get through this challenging time.

Nonprofits on the front lines With a record number of South Carolinians applying for unemployment benefits amid the pandemic, people in our region are relying more than ever on nonprofit services to make ends meet and feed their families. The COVID-19 Relief & Recovery Fund has been an ongoing source of support to ensure nonprofits can quickly meet that added demand while navigating other challenges.

The largest share of funds — about 40 percent — has funded distribution of meals and supplies to residents in need.

Lowcountry Food Bank, serving all nine coastal counties of South Carolina, was awarded $50,000 to purchase at least 17,000 pounds of shelf-stable food; provide at least 1,100 food assistance boxes to its 275 partner agencies throughout South Carolina, and support weekend hunger-relief backpacks and School Pantry boxes for students.

About 20 percent of the COVID-19 Fund grants have been awarded to nonprofits providing financial assistance, which is helping many people pay rent and utility bills; and another 20 percent has funded medical supplies and services.

One recent grantee, The Charity Foundation, received a $30,000 grant to pursue a project called the Movement to bring more COVID-19 testing to underserved, majority-Black communities during the pandemic that is disproportionately affecting Black Darrin Goss is president and CEO of South Carolinians. In coordination with Coastal Community Foundation

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

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Trident United Way — adding value and improving lives

hat would the COVID-19 response have looked like without Trident United Way? We’ve been so busy serving our community that the thought hasn’t crossed our minds until now.

The generosity of individuals and corporate partners, coupled with an experienced and dedicated team that forged ahead d u r i n g uncertain times, proved invaluable.

To g e t h e r, you opened your hearts to Chloe Knight donate more Tonney President, CEO than $500,000 Trident United to our TriWay C o u n t y COVID-19 Response Fund. Thank you!

It was the largest amount raised for any single emergency in the history of Trident United Way. In total, 25 community agencies received funding over an 11-phase process to ensure needs were met in every way possible.

From much-needed food donations to building life skills at one of our Resource Connection Centers, the impact our community’s generosity

made in this time of crisis is historic.

The heartfelt thank-yous we receive are reminders of the lifelines we are providing as your philanthropic change agents.

From the initial shutdowns in March, our organization rallied and quickly assembled the resources necessary to take on this massive human and economic crisis.

Given our deep experience from disasters of all kinds, Trident United Way quickly deployed resources and expertise. We used a proven formula to support trusted community partners who could swiftly address changing community needs.

Without Trident United Way, there would not have been the time, resources or expertise available to battle both the current and longitudinal impacts of the pandemic — these tools and relationships could not be created in an instant.

We know who to call, what to do.

We have 76 years of “local,” meaning we are not exchanging business cards as a crisis emerges.

Trident United Way accelerated and scaled our usual philanthropy to include an additional $1.1 million of emergency COVID-19 philanthropy and free technical assistance to other foundations, municipalities and schools.

We have continued our work, uninterrupted, throughout the course of the pandemic to maximize our impact by following these UNITED goals: • Achieve United: providing students educational opportunities they deserve • Share United: discovering how partnership amplifies strength • Thrive United: proving health is the greatest wealth • Give United: investing in better tomorrows • Lead United: launching an unstoppable force for good • Live United: placing opportunities into the hands of our neighbors • Stand United: valuing safe, just and healthy communities Trident United Way is the go-to place for social impact. We are essential and we are local.

Trident United Way adds value to philanthropy through established networks like our 211 resource line, which has responded to more than 44,000 calls statewide in 2020, addressing a wide range of issues.

This tool gives us an instant snapshot of community needs so we can respond in an agile manner. September proved to be a record-breaking month with more than 4,000 requests for aid in the tri-county area — the most for 2020.

CharityTracker is a confidential

shared case management tool that brings together over 320 agencies, churches and faith-based organizations in the tri-county area. Trident United Way provides the program platform.

Organizations using CharityTracker have documented nearly $1.5 million in financial assistance (not including food, clothing or shelter), more than one million pounds of food and more than 30,000 bags of food distributed, equaling more than 70,000 services provided from Jan. 1 to Sept. 30, 2020.

This data is routinely shared with elected and community leaders regionally and statewide to pinpoint real-time needs and opportunities.

The last six months have required and empowered us to reimagine how WE must do more, faster, and work even more effectively to harness innovations and scale “what works” throughout our communities.

In all of this, no one knows the scope of what will be required to rebuild stronger, more resilient and more equitable communities; but what we do know is that Trident United Way is built for whatever it takes, and we’ve been drilling and practicing and serving for 76 years.

UNITED is the WAY. Chloe Knight Tonney is president and CEO of Trident United Way

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Nonprofits in need of a safety net during the pandemic

I

n the past six months, conversations about nonprofit sustainability have turned into conversations about their survivability. Nonprofits are fighting for their survival, as demand for their services continues to surge and resources rapidly diminish. Meanwhile, many people who used to donate to nonprofits are now standing in line to receive services.

In this this time of great need, we’ve heard from nonprofit leaders about how COVID-19 has disrupted their business model and challenged them to push beyond what they have done in the past.

U l t i m a t e l y, this has forced Lara LeRoy them to Executive Director ask difficult SVP Charleston questions a b o u t what their impact can and will look like moving forward. Imagining and preparing for a different future during a crisis is incredibly difficult, which is why Coastal Community Foundation and Social Venture Partners Charleston have found ways to help nonprofits think and act differently in such an unpredictable time.

Who saves the saviors?

Observing nonprofits’ balance, opposing priorities of service and survival, begs the question: “Will anyone toss the saviors a lifeline?” Most people believe nonprofit revenue is earned

exclusively from donations, however, for many nonprofits, approximately half of their revenue is derived from fees for service, a third from government contracts and grants, and 10 percent from individual donations. Without the revenue from services, or a lifeline, thousands of nonprofits across the country have closed, and more are expected to follow.

Candid, a research group, reported in July that tens of thousands of nonprofits are likely to close without a financial rescue package. These closures would be devastating for those who rely on their services and the economy.

The nonprofit sector is the nation’s third-largest private employer, with 1.3 million nonprofits employing roughly 12.5 million people. To prevent further cutbacks, nonprofits are rethinking their funding strategies, and for the first time, advocating for relief packages from state and federal governments.

The Riley Center for Livable Communities at the College of Charleston recently surveyed South Carolina nonprofits, and their findings are consistent with nationwide results: • 29 percent said they can only operate for three months without additional funding.

• 63 percent of nonprofits said without additional funding, operations will cease in six months.

• Since COVID-19, more than two-thirds report a decrease in funding.

reinvent themselves. Countless tricounty nonprofits have done so and are successfully implementing new programs.

These bold nonprofits have taken steps to foster real change, to create a world that will be radically different than the one left behind.

Social Venture Partners Charleston, a fund and program of Coastal Community Foundation, is working with nonprofits to help generate solutions to the challenges of the pandemic. SVP Charleston is an engaged philanthropy group, meaning Partners collectively invest their expertise and financial resources in nonprofits to achieve sustainable impact. In service of stronger nonprofits, along with funding, Partners impart their knowledge as advisers of nonprofit investees.

Early in the pandemic, it was evident that our unique approach to philanthropy would be especially valuable as uncertainty and adversity struck the nonprofit sector.

Anticipating the short and long-term effects of the virus on the workforce and economy, the Foundation launched the COVID-19 Relief & Recovery Fund to receive charitable donations and award grants to nonprofits working with those disproportionately affected.

Simultaneously, SVP leaned into the venture philanthropy model, surveyed nonprofits and crafted a plan that focused on three phases to support them: Relief, Recovery and Resilience.

SVP Charleston invested $50,000 in From crisis mode to innovation seed funding to CCF’s COVID-19 Relief As nonprofits have struggled to survive, & Recovery Fund, and then created a many have realized doing so is contingent matching gift challenge for Partners to on their ability to adapt, innovate and contribute. Following this, we advanced

payments to investees and accelerated our investment cycle to expedite the delivery of resources to organizations that need support now.

Looking ahead in an uncertain world So many in our community have come forward, wanting to help and asking how to do so with their time, skills and financial resources. This mindset and level of engagement is essential for our nonprofit sector to survive this trying time, and ultimately, for real, lasting change to occur in our communities.

Expecting nonprofits to continue to re-imagine themselves, create new approaches to fulfilling their missions — at a time when funding is diminishing and community needs are soaring — is a very big ask. Yet, many nonprofits have stepped up and are leading the way.

These leaders are implementing ideas that will not only see them through the pandemic but position them to be stronger and even more successful in the new normal. The view ahead remains challenging for nonprofits. There is a world of uncertainty and greater need for which their missions are ever more relevant.

One certainty for tri-county nonprofits is that SVP Charleston and Coastal Community Foundation remain committed to supporting them for as long as their needs persist.

Lara LeRoy is the executive director of Social Venture Partners Charleston at Coastal Community Foundation.

Learn more about the program and Coastal Community Foundation at coastalcommunityfoundation.org.

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THE NEWEST ADDITION TO THE SC BIZ NEWS FAMILY What’s new on SCBIZtv this week?

Check us out on YouTube. With more than 100 archived videos (and counting), you’ll find a wide variety of businessrelated content, including: Virtual awards shows, Power Events, interviews with high-level business executives and several ongoing video series, including Coffee With…, 120 Seconds, Industry Trends and Coping with Covid.

Here’s just a taste of what you’ll find on SCBIZtv this week

VIRTUAL AWARDS SHOWS

120 SECONDS

COFFEE WITH…

COPING WITH COVID

From Women of Influence in the Upstate to Forty Under 40 in the Lowcountry to Icons and Phenoms in the Midlands, you’re sure to find executives you know being honored in a variety of ways.

Business executives sharing insight about their business, the industry in which they work and the community in which they live.

CEOs answering as many questions as they can in two minutes. You’ll definitely learn something personal about the executive and get a thoughtful answer on a serious topic to boot.

Explores the impact the Coronavirus is having on our daily lives, both at home and at the office.

This is just a sampling of what you’ll find on SCBIZtv. Check us out on YouTube to find a complete library of archived videos.

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Trident United Way volunteers help a a child in Hollywood during the group’s annual Community Book Giveaway.

(Photo/Trident United Way)

For nonprofits, innovation, collaboration key to surviving pandemic

By Jim Tatum, Associate Editor jtatum@scbiznews.com Many nonprofit organizations specialize in responding to crisis situations, but no one could have possibly predicted the allencompassing and continuing crisis that is the coronavirus pandemic. Like everyone, the non-profit community had to innovate, learn new lessons quickly and adapt on the fly. They also had to deal with a spike in need coupled with a major drop in resources.

A survey released in September by the College of Charleston’s Riley Center paints an uncertain picture of South Carolina’s nonprofit community.

Key findings of that report include the following: • Five percent indicate they are out of funds now.

• Twenty nine percent say they can only operate for three more months without additional financial support.

Nearly two-thirds (63 percent) of nonprofits indicate they can survive for only six months or less without

additional funding.

• Since the pandemic began in the spring, in total, 76 percent report a decrease in funding, while 24 percent indicate a slight or significant increase.

There is great variation by sector with arts, culture and the humanities being the most negatively affected and human services and public and social benefits faring better.

• Looking forward through the end of the calendar year, South Carolina’s nonprofits have significant needs to continue their missions, further adapt their service models, and offset lost revenue from cancelled galas and fundraising events. Fifty-four percent report that their greatest need is cash to meet operating needs due to lost revenue. In aggregate, responding nonprofits need more than $61 million to replace lost revenues and sustain themselves through the end of the calendar year.

To sum it up, some did not survive; more will likely close their doors for good; and those who remain standing will do so due to major collaborative

efforts, resource sharing and creative approaches to how they operate.

Nonprofits have put forth tremendous efforts in dealing with the added challenges of the pandemic.

Nevertheless, non-profit leaders acknowledge that the survey is an accurate assessment of the current situation, noted Edie Blakeslee, vice president of grantmaking and community leadership for the Coastal Community Foundation of South Carolina, the largest community foundation organization in South Carolina, said the foundation immediately established a COVID-19 Relief and Recovery Fund, the goal of which was to help nonprofits continue to operate “The need for non-profits is all the more critical during crisis,” Blakeslee said. “This is so clearly illustrated right now.”

She noted that the pandemic has also highlighted ongoing issues and areas that need improvement in the nonprofit sector. Indeed, organizations have been compelled to ask and grapple

with difficult questions regarding their missions, breadth of services and delivery of those services. And, while creativity and collaboration have often been cited as important factors to any organization’s success, especially nonprofits, these appear to be universal requirements for remaining viable.

Indeed, many non-profits that operated somewhat in their own siloed orbits are now actively working to combine resources and services, either on their own or through conduit organizations.

Lara LeRoy, executive director of Social Ventures Partners Charleston, agreed.

“Those conversations are happening,” she said. “Many of them are really having to ask the hard questions of themselves and make tough decisions.”

That, in large part, is LeRoy’s and SVP’s function within CCF — working with both nonprofits and investment partners to implement strategies to help the community.

Shared goals and visions are another important component to navigating

November 2 - 15, 2020

the pandemic. To that end, nonprofits worldwide have focused on core issues, Leroy said. These include: • Income and Basic Needs: Housing, food, education, clothing, water and utilities all continue to be critical needs. Many people who do not qualify for unemployment assistance are struggling to make ends meet. Federal unemployment assistance has ended, but many workers have not returned to work due to shutdowns or reductions in business. This has become a much bigger problem since Aug. 1, as no new stimulus bill was passed. In many places, eviction bans have ended, which, combined with loss of extra income from unemployment, has resulted in many communities facing a mass housing crisis. Family poverty is also a significant concern, as it impacts access to housing, food, medical care, etc. New research shows that one in five children are not getting enough to eat since COVID-19 began. The pandemic has not only highlighted the inequities in education, it has further exacerbated them. Many students rely on school to receive essential services and support.

Unfortunately, accessing these essential services is difficult, if not impossible, while learning remotely. These students are not only falling further behind academically, they are also missing much needed therapeutic services, medical intervention and more.

• Digital Equity:- The extent of the digital divide requires immediate attention and swift response. Many households do not have access to technology needed for school and work. Some households have these tools, yet there is not be enough for the number of people engaged in home schooling, work or other web-based activities such as tele-health to use simultaneously. The need for accessible technology, free Wi-Fi, reduced rates for internet, as well as greater access to smart phones, tablets and computers, is critical.

• Mental Health, Substance Use/ Abuse, Domestic Violence and Child Abuse: There are serious mental health needs emerging, including mental illness, depression, anxiety and suicide risk. There is also an increasing risk to people who use substances and fears about people addressing their

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

quarantine by using substances. All of which results in greater need for mental health services and increases the number of reports and cases of domestic violence and child abuse.

• Medical Needs/ Health Care: Prior to the pandemic, the need for medical care and treatment was significant.

COVID and the approaching flu season are further exacerbating these needs. Hospitals in specific parts of the country are short on space and staff, which combined with schools re-opening and elevated numbers of COVID cases, will further stress the system and needs.

Finances, of course, are essential to the nonprofits’ ability to render services. When the pandemic first hit, many nonprofits were forced to cancel major fundraising events and galas, which severely impacted their revenues. Individuals and businesses found themselves in uncomfortable situations in which they felt they had to cut back or temporarily suspend charitable giving activities. Some who are still able to give are thinking about issues such as whether an organization they support is demonstrating a clear commitment to diversity, for example.

Others may be concerned about the timing and frequency of their donations.

Donations are obviously important, even vital, but they are not the only sources of revenue for nonprofits. Some organizations generate much of their operating capital from payments for the services they provide, both from clients and through government contracts.

Health care providers, for example, have embraced virtual services such as telemedicine, since they have been unable to meet with clients in person.

Government programs such as the federal CARES Act have provided funds to help individuals and organizations.

However, accessing those funds and following all the requirements and mandates involved can be complicated.

Finding resources to help some of the nonprofits who are less facile with navigating those wasters has been an important part of CCF’s mission.

“It’s not necessarily the biggest organizations with big budgets that are going to be successful,” LeRoy noted.

“Those with a more diverse business

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In top and middle photos, AmeriCorps volunteers help with the Fresh for All giveaway in Summerville. A similar event in Moncks Corner (bottom photo) drew a large crowd.

(Photos/Trident United Way)

model and more efficient management are going to have a better chance of remaining viable.”

The other important component of nonprofits’ assets is human capital, both paid and volunteer staff. Staff reduction and loss of volunteers have impacted many nonprofits; however, the organizations are finding new ways to create opportunities to volunteer.

“People want to help,” LeRoy said.

“Many are stepping up into roles that are not only innovative but are really right in their wheelhouse. They’re finding ways to help that are absolutely vital, but not necessarily in the public eye.”

For example, professionals such as attorneys and accountants are finding

time to help nonprofits more efficiently navigate administrative areas. Others are finding ways to continue in the functions they were previously fulfilling, mentoring online instead of in person, for example.

Going forward, communities that approach issues and challenges proactively and collaboratively are going to be the most successful at overcoming those issues and challenges.

“No one sector can do it alone. It can’t be just the nonprofits, or just the government, or just the businesses,” LeRoy said. “My hope is that there will be new cross-sector, collaborativebased opportunities that will benefit the community. I think those conversations are happening.”

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

Kids on Point is an after-school program that has adjusted how services are delivered during the pandemic. (Photo/SVP Charleston)

Pandemic creates financial struggle for nonprofits

By Teri Errico Griffis tgriffis@scbiznews.com Nonprofits in South Carolina employ 5.4% of the state’s workforce, a recent report from the Johns Hopkins Center for Civil Society Studies found.

That is among the reasons that Meghan Barp, CEO and president of United Way of Greenville County, is concerned about a statewide survey that shows 63% of nonprofits in South Carolina have six months or less to turn around their finances.

“A strong nonprofit sector helps us maintain a strong economy for South Carolina,” Barp said. “So if we see that some of our nonprofits close their door

or they’re not able to help people that are at risk of falling through the cracks in our community ... then we’re not faring as well as we could and returning to that strong economy.”

That mean without additional sources of revenue to mitigate the ripple effect of the global pandemic, the state could lose organizations that feed the hungry, teach children to read and showcase the arts.

Of that 63% of nonprofits with immediate need for support, 5% are already out of money and 29% indicated they can operate up to three more months, according to data gathered by the S.C. Grantmakers Network.

The survey assessed the financial

health of the state’s nonprofits from Sept. 1-8. Rapid turnaround was necessary to provide accurate data to state lawmakers as they decided where remaining coronavirus relief funds will be allocated.

The survey was distributed to 2,954 charitable organizations through United Way offices, community foundations, philanthropic foundations and Together SC. As of Sept. 18, the network had received 566 responses, with 19% from Richland County, 17% from Charleston County and 12% from Greenville County.

JoAnn Turnquist, president and CEO of Central Carolina Community

Foundation, said the survey results were not surprising. Organizations in the Midlands report that financial support and personal protection equipment are the most critical needs.

“Not-for-profits are employers, just as small and large businesses are,” she said. “The buildings may have closed, but for a majority of these nonprofits, the work hasn’t stopped.”

Roughly 2,500 nonprofits in the state received loans early on in the pandemic from the Paycheck Protection Program, which includes a provision to turn the loans into forgivable grants, but Madeleine McGee, president of Together SC, said almost half of respondents hadn’t received funding.

November 2 - 15, 2020

“I know anecdotally from a couple organizations that the concept that it was a loan scared away boards,” she said.

For Phase II of the state’s federal coronavirus aid approved Sept. 23, lawmakers allocated $25 million of their $693 million to nonprofits.

Grants are capped at $50,000 and must be spent by Dec. 31, so this time around, McGee is providing tools to organizations to help them apply.

In total, the organizations that responded to the survey say they need $61 million to replace lost revenue and maintain operations through the end of 2020, illuminating how much COVID-19 has put pressure on nonprofits that serve community needs.

The grass is somewhat greener Compared to the rest of the state, Greenville’s financial health is slightly more stable, the survey revealed, with 52% of the region’s organizations indicating they could survive another six months and only 2% out of funds.

One reason for the area’s stronger

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

foothold is that Greenville County is the largest in South Carolina, with a population of 523,542 — over 100,000 more than Charleston or Richland counties — and philanthropic donations are substantial.

“Many of our rural counties have no philanthropic organizations dedicated to their geographic area,” Katy Pugh Smith, facilitator for Greenville Partnership for Philanthropy, a financial supporter of the survey.

The Paycheck Protection Program also was a game-changer for many nonprofits, according to Virginia Wilson, communications manager of CommunityWorks. The organization is a lending institution for Greenville’s nonprofits and one of the survey respondents.

“We not only applied for the PPP and received the PPP, but we were also able to help other organizations and other businesses apply, and we were approved to be a lender for the Paycheck Protection Program,” she said.

Overall with the funding they received, CommunityWorks helped

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Workers from Second Helpings load a truck with produce. The need for nonprofit support and services are growing even as funding drops. (Photo/Coastal Community Foundation)

process more than $2.6 million in loans for small businesses and nonprofits.

“While the data shows we’re faring a little bit better than other parts of the state, we’re still tracking this very closely for Greenville and Greenville County in terms of those needs through the end of the calendar year,” Barp said.

By sectors, arts, culture and

humanities have taken the hardest hits, according to the survey. But even with an increase in donations, human services, public and social organizations — such as those that provide housing and food assistance — have experienced a substantial increase in need.

Brenda Shaw, chief development

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For more information visit MWOY.org

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

officer for Lowcountry Food Bank, said

The hours and operations may have changed, but nonprofits all over S.C., like that pre-pandemic, the organization’s Community Works and United Way, are monthly expense rate for food and working hard to continue to provide much- transportation was $85,000 a month. needed services. (Photos/Molly Hulsey)

The last five months, their budget has ballooned to $500,000 a month.

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is challenging in normal times.

Organizations need every dollar they earn every single year. As a best practice, McGee said they should have a reserve of three months’ operational budget — which is what’s playing out now.

Should any nonprofits be forced to shutter, reopening could take years or decades, she said. They essentially would have to reopen a new business from scratch.

November 2 - 15, 2020

Edie Blakeslee, vice president of grantmaking and community leadership at Coastal Community Foundation, elaborated: There’s paperwork to be filed at the state level, and assets must be dissolved and distributed. Raising money all over again is then even more challenging.

“You have to figure out what your three- to four-year projections are, what your financial and staffing needs are and your programming. And then

November 2 - 15, 2020

you have to secure all that,” Blakeslee said. “COVID has really laid bare how difficult it is for nonprofits to do what they do day in and day out, but this has just amplified it.”

For months, nonprofits have readjusted, taking a hard look at what’s not directly tied to long-term success and pulling back to focus on more mission-centric activities. Their government funding, which makes up 30% of an organization’s budget on average, has been gutted. Individuals are contracting donations, and corporate sponsors are rethinking charitable gifts.

To maintain community engagement, Turnquist is seeing a lot more personal outreach by a handwritten note or a call. After canceling its gala, one Midlands nonprofit sent picnic baskets of their planned meals to those who purchased tickets.

“We’re also seeing incredibly sophisticated social media outreach,” she said.

In the spring, more than 400 Midlands organizations brought in

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

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$3.3 million in donations through the annual Midlands Gives, an online day of giving.

By harnessing Facebook, Twitter and Instagram to expand their reach, the donor base increased by 34% over last year.

People are paying attention, McGee said. While the survey is anonymous, nonprofit leaders are listening, and she urges those who need help to speak up today because tomorrow could be too late.

“I would say to the treasurers out there, your organizations need you.

Do not be asleep at the wheel; this is the time to really engage,” she said.

“Provide your wisdom and expertise from the board and beyond, and help them figure out what the financial structure looks like to get through this.”

Staff writer Molly Hulsey contributed to this report. Reach staff writer Teri Errico Griffis at 843-849-3144.

Kids on Point (top photo) and Camp Happy Days adjusted to meet needs during the pandemic. (Photos/SVP Charleston)

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HEARTBEAT OF CHARLESTON OUR MISSION IS TO BE A RELENTLESS FORCE FOR A WORLD OF LONGER, HEALTHIER LIVES. TOGETHER, WE ARE DRIVING COMMUNITY IMPACT.

Local Life is Why Sponsors

Community Health Sponsor

WWW.HEART.ORG/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: Established our Charleston office in 1990, nationally founded in 1924 TOP LOCAL EXECUTIVE: Katie Schumacher, Executive Director CONTACT INFORMATION: Address: 887 Johnnie Dodds Blvd., Suite 110 Mount Pleasant SC, 29464 Phone: 843-480-4910 Website: www.heart.org/lowcountry Email: Katie.Schumacher@heart.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: 1,700+ TOTAL OPERATING BUDGET (2019-2020): $1.8 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 80 cents of every dollar goes back to fund several programs, such as innovative and lifesaving research, critical educational programs, advocacy and lifesaving CPR trainings.

GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: Berkeley, Dorchester, Charleston, Beaufort, Jasper, Hampton counties in S.C.; Chatham, Effingham, and Bryan counties in Georgia.

GREATEST NEED: Our biggest need is to have financial support for our grassroot efforts. This past year, more than 10,000 people in South Carolina have died from heart disease. The best way to reduce this number is through education and to encourage self-monitoring by providing blood pressure cuffs. We also lack the funding for research projects and are also looking for passionate volunteers.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: Our local American Heart Association positively affects the Lowcountry community in many ways.

They are present in each restaurant where you can breathe clean, smoke-free air. They are also present in every hospital where doctors save countless lives with technology developed from research funded by our organization. For almost thirty years, the American Heart Association has funded more than $23 million in research here in Charleston.

There are hundreds of local worksites that have American Heart-inspired walking paths, food and beverage guidelines, and employee wellness initiatives. The American Heart Association has been dedicated to changing laws in the palmetto state so our citizens can live a healthier life.

In addition to advocacy, we are teaming up with 200 local African Methodist Episcopal churches by educating parishioners about high blood pressure.

The AME church partnership is teaching participants how to “know their numbers” and is providing resources, including information on healthy eating, to help people live a longer, healthier life.

We are also dedicated to improving the lives of our children. Thousands of students in the Lowcountry participated in our Kids Heart Challenge, which supports physical and emotional wellbeing.

Our Get with the Guidelines quality improvement programs have impacted cardiovascular disease care for thousands of patients in Charleston. These programs provide local hospitals with the latest research-based guidelines to ensure the best care for patients.

2021 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 lifestyle changes to improve health, educate others to know their numbers, and change laws that will create a healthier community.

FUNDRAISING EVENTS: • Lowcountry Heart Walk February 27, 2021 LowcountrySCHeartWalk.org • Charleston Heart Ball CharlestonHeartBall.org • Go Red For Women Campaign 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 campaigns: the Lowcountry Heart Walk, Charleston Hard Hats With Heart, Charleston Heart Ball and the Go Red For Women Campaign.

Please email CharlestonSC@heart.org to find more ways on getting involved in building a healthy community.

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$286,111

$75,000 Barrier Island Free Medical Clinic

Each to Ronald McDonald House and Sea Island Water Wellness

$704,570

Barrier Island Free Medical Clinic

$3,700 Bishop Gadsden Community raised from Spring

$286,111

Outside Charitable Organizations

$65,000

$3,700

raised from Spring Generous Spirit Bingo for FreshStart Visions

Each to Ronald McDonald House and Sea Island Water Wellness

$4,285

raised from Generous Spirit Bingo for Lowcountry Orphan Relief

$704,570

donated to Sea Island Habitat for Humanity Bishop Gadsen’s Charitable Fund

Since 2000, more than

$4,411 $25,715 raised from

Generous Spirit Bingo for FreshStart Visions

Bishop Gadsen’s Charitable Fund

donated to Sea Island Habitat for Humanity

to One80 Place

Giving by the

$75,000

$20,000

$25,715

Outside Charitable Organizations

$65,000 2019

$20,000

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

$4,285

$4,411

$3,000

raised from $20,000 Generous Spirit Bingo

raised for the 11th Annual Walk to End Alzheimer’s

raised from Generous Spirit Bingo for Lowcountry Orphan Relief

to Friends of for Lowcountry Fisher House Food Bank

$3,000 raised for the 11th Annual Walk to End Alzheimer’s

$8,505,768

to One80 Place Generous Spirit Bingo for Lowcountry Food Bank

$20,000 to Friends of Fisher House

has been distributed to charitable causes!

$8,505,768

Since 2000, has been distributed more than toCharleston, charitable causes!

800.373.2384 | bishopgadsden.org | A Life Plan Community in SC Interested in connecting with our Career Services? Give us a call at 843.406.2502

November 2 - 15, 2020

GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: Bishop Gadsden, a Life Plan 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 ORGANIZATION: Bishop Gadsden Episcopal Retirement Community YEAR ESTABLISHED LOCALLY: 1850 TOP LOCAL EXECUTIVE: Sarah Tipton, President/ CEO CONTACT INFORMATION: Address: 1 Bishop Gadsden Way Charleston, SC 29412 Phone: 800.373.2384 Website: bishopgadsden.org CORPORATE GIVING CONTACTS: Kimberly Borts, Director of Charitable Giving and Communications Address: 1 Bishop Gadsden Way Charleston, SC 29412 Phone: 843.406.6334 E-mail: Kimberly.borts@bishopgadsden.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: Bishop Gadsden residents and team members donated 10,000 hours of volunteer time 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

A CLOSER LOOK: The heart and soul of our philanthropic ministry at Bishop Gadsden is our 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 that Bishop Gadsden, as a Community, will support through the Charitable Fund and other fundraisers.

An annual appeal for the Charitable Fund is sent each spring to the residents, family members, future residents and board members. Additionally, team members support the Charitable Fund through the Employee Shining Star program. Those participating wear stars on their name badges.

2019/2020 TOP ACHIEVEMENTS: The Charitable Giving and Communications Office, along with the resident-led 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.

Beginning in 2019, • Distributed $430,000 to residents requiring financial assistance.

• In January 2020, we donated $286,111 raised during 2019 to outside charitable organizations, including Barrier Island Free Medical Clinic, One80 Place, Ronald McDonald House, Sea Island Habitat for Humanity, Friends of Fisher House, and Sea Island Water Wellness, through Generous Spirit Bingo and our Charitable Fund Grant.

• Awarded more than 40 Strongheart Employee Education Scholarships to team members for future/

current education efforts and past student debt.

• Received a RECORD $361,681 for the Annual Employee Appreciation Appeal.

• 156 employees contributed to the Charitable, Employee Assistance, and Strongheart Scholarship Funds, through our Shining Star Program.

• An estimated 10,000 volunteer hours from employees and residents was contributed in 2019, equating to a $240,100 investment.

• Donated 34,492 lbs. of food to One80 Place, equaling a gift of $234,545 and 51,738 meals.

• $342,301 in In-Kind Items to Ansonborough House, Tri County Ministries, Pet Helpers, and The Charleston County Public Library.

• Throughout 2020, we have been actively working to raise more than $625,000 for residents facing financial difficulties and various local organizations.

2020/FIRST QUARTER 2021 GOALS: • Distribute over $600,000 to residents requiring financial assistance.

• Award $100,000 in Strongheart Employee Education Scholarships.

• Donate more $200,000 to Charleston Charitable Organizations.

• Support the building of Bishop Gadsden’s new Health and Rehab Center through a capital campaign set to exceed $5,000,000.

CORPORATE GIVING OPPORTUNITIES: Please see 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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At Commonwealth, our success is measured by

the lives we change, our impact on others, and our involvement in the community.

Our charitable foundation works with OneWorld Health to support its vision of providing quality, affordable healthcare to people, families, and communities around the globe. Together we have raised $1,199,000 contributing to 450,000 people treated in Nicaragua & Uganda.

At Commonwealth, we are driven by solutions.

We share a desire to do something that matters. We listen, develop and provide straightforward financial advice that helps solve our clients’ problems and helps grow their financial success.

Join us on March 15, 2021 for The NEEDTOBREATHE Classic, our celebrity golf tournament, and be a difference maker. Learn more at commonwealthcares.org 225 Seven Farms Drive, Suite 106 Daniel Island, SC (843) 884-4545

www.commonwealthfg.com Securities and Investment Advisory Services offered through Securian Financial Services, Inc., Member FINRA/SIPC. Commonwealth Financial Group is independently owned and operated.

TN#2279937 DOFU 10/2018

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: To provide quality, affordable healthcare to people in need.

QUICK FACTS: NAME OF ORGANIZATION: OneWorld Health YEAR ESTABLISHED LOCALLY: 2009 TOP LOCAL EXECUTIVE: Michael O’Neal CONTACT INFORMATION: Address: 21 D Gamecock Ave., Charleston, SC 29407 Phone: 843-203-3280 Fax: 843-789-3513 Website: www.oneworldhealth.com CORPORATE GIVING CONTACTS: Name, title: Michael O’Neal, Executive Director Address: 21 D Gamecock Ave., Charleston SC 29407 Phone: 843-270-0410 E-mail: michael@oneworldhealth.com AVERAGE NUMBER OF VOLUNTEERS IN 2019: 150 TOTAL OPERATING BUDGET (2020-2021): $5 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 83% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: OneWorld Health operates healthcare facilities in East Africa and Central America. Currently we have four facilities in Uganda, eight facilities in Nicaragua, and one on the way in Honduras.

GREATEST NEED: OneWorld Health remains 100% committed to its mission of providing quality,

NONPROFIT SPOTLIGHT SPONSORED BY:

affordable healthcare to communities in need. Over the last several months, this has required pivoting our model to ensure that all patients have access to healthcare, either in person or via telehealth.

Additionally, we have worked with communities and local governments to ensure that clear and accurate information is readily available regarding prevention measures, symptoms and treatment of COVID-19.

The economic impact of the pandemic on the developing world is severe and current indicators are projecting that COVID-19 could drive extreme poverty back to over 1 billion people globally. We are committed to every patient, regardless of their capacity to pay. We are able to adjust prices for patients who need discounted or free medical services.

To do that, we need partnerships with individuals, corporations, churches and academic institutions.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: Responded to the global pandemic with telehealth, public health programming, COVID-19 symptom screening services and were able to keep all our facilities opened and staffed to provide quality, affordable healthcare.

Since the pandemic, we have provided care to over 30,000 patients in East Africa and Central America, provided telehealth and screening services to over 20,000 patients and have reached over 350,000 with public health programming.

2021 GOALS: • Continue to develop and improve a robust telehealth and public health response to the global pandemic.

• Open first health care facility in Siguatepeque, Honduras.

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

• Finalize expansion plans in East Africa.

FUNDRAISING EVENTS: The NEEDTOBREATHE Classic by Commonwealth Cares Foundation will be March 15, 2021. 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.

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LEADING THE FIGHT AGAINST HUNGER IN THE LOWCOUNTRY

The Lowcountry Food Bank serves more than 200,000 of our food-insecure neighbors every year in the 10 coastal counties of South Carolina.

We do this through our 300 agency partners -- a network of food pantries, on-site meal programs, school programs, senior centers, veterans’ groups and shelters.

Our dedicated staff provides our partners with fresh fruits and vegetables and the equipment needed to distribute healthy food to people in need.

We support the people we serve with educational nutritional materials and food safety training.

To best serve our most vulnerable populations, we identify locations that drive our commitment to provide equitable access to nutritious food. We target our food assistance initiatives and programs to reach disproportionately affected communities, individuals and families.

For more information call 843-747-8146 or visit lowcountryfoodbank.org

HUNGER RELIEF Harris Teeter’s number one giving priority is feeding hungry families. Many families don’t know where their next meal will come from, which is why we are committed to partnering with the Lowcountry Food Bank to provide hunger relief to families, including children, seniors and veterans, within our communities facing food insecurity.

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: To lead the fight against hunger in our communities.

QUICK FACTS: NAME OF ORGANIZATION: Lowcountry Food Bank YEAR ESTABLISHED LOCALLY: 1983 TOP LOCAL EXECUTIVE: Pat Walker, President & CEO CONTACT INFORMATION: Address: 2864 Azalea Drive North Charleston, SC 29405 Phone: 843-747-8146 Website: lowcountryfoodbank.org CORPORATE GIVING CONTACTS: Brenda Shaw, Chief Development Officer Address: 2864 Azalea Drive North Charleston, SC 29405 Phone: 843-747-8146 ext. 104 E-mail: bshaw@lcfbank.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: 7,636 volunteers contributed more than 51,558 hours PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 97% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: Charleston, Berkeley, Dorchester, Beaufort, Jasper, Horry, Georgetown, Hampton, Williamsburg and Colleton counties.

GREATEST NEED: Monetary donations to help create meals. $1 helps create 6 meals.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: The coronavirus pandemic has caused a public health and economic crisis, the effects of which will be widespread and long-lasting. Feeding America projects that the food insecurity rate in the 10 coastal counties of South Carolina has increased by 58%, resulting in 270,000 individuals who face hunger every day. For children, the food insecurity rate has increased by a devastating 76%, resulting in 74,660 children (24.8% of the child population) who do not have consistent access to the nutritious food they need to live healthy, active lives.

2021 GOALS: HIGHLIGHTS, BASED ON THE LCFB FIVE-YEAR STRATEGIC PLAN: • The LCFB serves more than 200,000 of our neighbors every year who are food-insecure throughout the 10 coastal counties of South Carolina.

We make this happen through our relationships with 300 agency partners — a network of food pantries, onsite meal programs, school programs, senior centers, veterans’ groups and shelters.

• The LCFB continues to provide fresh produce and healthy food. Our dedicated staff provides our partners with fresh fruits and vegetables and the equipment needed to safely and efficiently distribute healthy food to people in need. 30% of the food we distribute to those in need is fresh produce.

• We support the people we serve with educational nutrition materials and food safety training through our Nutrition Education department.

• To best serve our most vulnerable populations, we identify locations through GIS mapping that drive our commitment to provide equitable access to nutritious food. We target our food assistance initiatives and programs to reach disproportionately affected communities, individuals and families.

FUNDRAISING EVENTS: • Chefs’ Feast – Although in 2021, Chefs’ Feast will be a virtual event, it is a yearly gala to raise funds for our programs that fight childhood hunger. More than 700 guests and community partners attended the 21st Annual Chefs’ Feast to support the fight against childhood hunger in 2020. Our next Chefs’ Feast gala will take place on Saturday, Feb. 27, 2021.

Corporate giving opportunities: • Hunger Action Month – Every September, the Lowcountry Food Bank (LCFB) joins Feeding America food banks across the country to take part in Hunger Action Month, which inspires people to take action and raise awareness that 41 million Americans.

• Giving Tuesday – A global giving movement and the opening day of the giving season. Millions of people come together to support and champion causes they believe in and the communities in which they live.

HOW TO GET INVOLVED: • Fund a specific LCFB program or sponsor an awareness campaign.

• Sponsor and attend Chef’s Feast, our premier gala event in February.

• Challenge your customers and employees to give to the LCFB through your company’s annual employee giving campaign.

• Volunteer with your team at the LCFB. • Host a Fund and Food Drive.

• Provide in-kind donations to the LCFB by donating products or professional services.

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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 IV, PE, CEO and President CONTACT INFORMATION: Address: 150 Molly Greene Way, Bldg. 1605 North Charleston, SC 29405 Phone: 843-769-7395 Fax: 843-763-6082 Website: www.watermission.org CORPORATE GIVING CONTACTS: Dawn Ward, National Director of Investor Partnerships Address: 150 Molly Greene Way, Bldg. 1605 North Charleston, SC 29405 Phone: 843-769-7395 E-mail: kgarger@watermission.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: 500 TOTAL OPERATING BUDGET (2019-2020): $28.6 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.

GREATEST NEED: 2.2 billion people around the world lack access to safe water and one person dies every 37 seconds from water-related illness.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: We provided safe water, sanitation, and hygiene solutions to more than 700,000 people in rural communities, refugee settings, and disaster areas.

In response to COVID-19, we worked to ensure continuous safe water flow for families, frontline workers, and survivors of storms, earthquakes, famine, extreme violence, and war. We helped slow the spread of the coronavirus by providing handwashing and hygiene resources at underresourced hospitals and clinics, water access points, schools, prisons, and other high-traffic areas.

2021 GOALS: 1. We are intentionally strengthening our capabilities and expanding our programs in order to serve even more people this year. Our goal in 2020 is to reach more than 800,000 people: our highest goal to date.

2. With strategically placed resources around the world and extensive experience responding to health crises, we aim to continue to respond efficiently and effectively to strengthen and support vulnerable communities, with an emphasis on preventing the spread of the COVID-19 virus.

3. Water Mission is the founding charity of the Global Water Center: a platform built to foster collaboration, create consensus, and share resources within the WASH sector. We’re bringing together the best minds, practices, standards, and innovations to drive scale, transparency, and accountability into all aspects of our collective work. A key element of the Global Water Center is the Discovery Center, an

NONPROFIT SPOTLIGHT SPONSORED BY:

experiential venue, both physical and virtual, aimed at educating, equipping, and mobilizing the general public to participate in ending the global water crisis.

FUNDRAISING EVENTS: 2021 Charleston Walk for Water March 20, 2021 Riverfront Park, North Charleston Thousands will join together in multiple locations across the Charleston area 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 proving solutions that save lives.

Join us as we walk so others won’t have to.

CORPORATE GIVING OPPORTUNITIES: • Employee Matching Gift • Walk for Water Sponsorship • Disaster Response Gifts • Grants • Employee Volunteer Opportunities • Gifts in Kind • Give online at watermission.org/donate

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What if we lost the heart and soul of who we are: Our education programming and Sea Turtle Care Center™?

For 20 years our doors have welcomed adults and kids alike, igniting a lifelong calling to protect water, wildlife and wild places. Now, we’re the ones in dire need of relief, so we can continue inspiring the conservationists of tomorrow and caring for sea turtles who need us most today.

Don’t let our world be without its true purpose. You can help.

Corporate gifts at $1,500 and higher may be eligible for a tailored benefits package and special recognition opportunities. Learn more at scaquarium.org/corporatecircle.

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NONPROFIT SPOTLIGHT

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 ORGANIZATION: South Carolina Aquarium YEAR ESTABLISHED LOCALLY: 2000 TOP LOCAL EXECUTIVE: Kevin Mills, President and CEO CONTACT INFORMATION: Address: 100 Aquarium Wharf, Charleston, SC 29401 Phone: 843-577-3474 Website: www.scaquarium.org CORPORATE GIVING CONTACTS: Chloe Garrison, Corporate and Foundation Relations Officer Address: 100 Aquarium Wharf, Charleston, SC 29401 Phone: 843-579-8694 E-mail: cgarrison@scaquarium.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: 300 TOTAL OPERATING BUDGET (2019-2020): $13.4 million PERCENT OF REVENUE DEDICATED TO PROGRAM SERVICES: 70% GEOGRAPHIC AREA OR SPECIFIC POPULATION SERVED: The state of South Carolina.

GREATEST NEED: Due to the coronavirus pandemic, the Aquarium is facing significant financial hardship from the extended closure and current capacity constraints set in place for the health and wellbeing of guests, staff and volunteers. Now, the Aquarium is at risk of losing the heart and soul of who they are: Education programming and the Sea Turtle Care Center.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: When the COVID-19 pandemic hit in early March, South Carolina teachers and families had to adapt rapidly to a new learning landscape and were challenged with creating innovative learning experiences that kept students engaged and connected, both in the classroom and at home. In response, the Aquarium quickly shifted our efforts toward the development of a new slate of interactive virtual education programs, livestreamed directly from our facility and accessible to all via Facebook Live. Reaching 700,000+ people, this new platform of virtual programming has enabled the Aquarium to continue to engage our community in meaningful STEM programming and reach new audiences across South Carolina and beyond.

2021 GOALS: The South Carolina Aquarium recently launched Our World Without, a public fundraising campaign with a goal to raise $1.6 million to save our education programs and Sea Turtle Care Center. Our ultimate goal is to stabilize operations so we can continue inspiring the conservationists of tomorrow and caring for the sea turtles who need us most today.

FUNDRAISING EVENTS: Turtle Trek 5K This annual family-friendly 5K race benefits the Sea Turtle Care Center. The event will take place in the fall of 2021. Sponsorship opportunities are available.

CORPORATE GIVING OPPORTUNITIES: The South Carolina 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 its Corporate Circle starting at $1,500 per year. Membership includes a unique slate of benefits and opportunities tailored to each partner.

To discuss corporate giving opportunities, please contact Chloe Garrison, Corporate and Foundation Relations Officer.

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GIVING: YOUR GUIDE TO COMMUNITY GIVING IN THE LOWCOUNTRY

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We’ve always been

INTERCONNECTED INTERDEPENDENT UNITED Trident United Way is the leader in uniting our community to improve lives. We bring together people and organizations to take on the pressing issues that no single organization can solve alone. Across Berkeley, Charleston and Dorchester Counties – we are collaboratively focused on:

EDUCATION I FINANCIAL STABILITY I HEALTH This past year has taught us – now more than ever before – how vital these issues are to thrive in life and as a community.

MAKE TOMORROW BETTER. GIVE TODAY. Learn more about the work made possible by your generosity at tuw.org/community

TUW.org Trident United Way

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NONPROFIT SPOTLIGHT

MISSION STATEMENT: MISSION - Trident United Way is a catalyst for measurable community transformation in education, financial stability and health.

VISION - To be the leader in uniting our community to improve lives.

QUICK FACTS: NAME OF ORGANIZATION: Trident United Way YEAR ESTABLISHED LOCALLY: 1944 TOP LOCAL EXECUTIVE: Chloe Knight Tonney, President and Chief Executive Officer CONTACT INFORMATION: Address: 6296 Rivers Ave., Suite 200 North Charleston, SC 29406 Phone: 843.740.9000 Website: tuw.org OTHER LOCATIONS: BERKELEY RESOURCE CONNECTION CENTER Phone: 843.761.6033 DORCHESTER RESOURCE CONNECTION CENTER Phone: 843.695.4261 CORPORATE GIVING CONTACTS: Mike Gibbons, Director of Corporate Partnerships Phone: 843.740.7739 E-mail: mgibbons@tuw.org AVERAGE NUMBER OF VOLUNTEERS IN 2019: 6,614 TOTAL OPERATING BUDGET (2019-2020): $8.1 million for the 2018-2019 fiscal year.

GEOGRAPHIC AREA SERVED: Berkeley, Charleston and Dorchester counties.

GREATEST NEEDS: • The pandemic underscores the linkages among our priorities of education, financial stability and health.

• COVID-19 adjacent needs for individual and families will continue to increase.

• Human services organizations continue to need leaders who accelerate collaboration, solutions for sustainability and leverage resources to address the known and unknown challenges.

A CLOSER LOOK: 2020 TOP ACHIEVEMENTS: • Scaled our systems and tools to understand and rapidly respond to real-time community conditions.

• Provided early research regarding the impending economic impacts of the pandemic.

• Mobilized emergency philanthropy for the TriCounty COVID-19 Response Fund to address the escalating needs as a result of the pandemic.

• The Tri-County COVID-19 Response Fund, totaling more than $500,000, surpassed the fundraising total of any single event in our 76year history.

• Disbursement of Tri-County COVID-19 Response grants in 11 phases to 25 local nonprofit agencies. These funds assisted more than 49,000 individuals with housing, access to health care, food, employment, utility assistance and basic needs.

• Leveraged and managed an additional $470,000+ in FEMA program support to agencies across the region.

• Launched Literacy United at Mt. Zion Elementary, a partnership with Charleston County School District, The Lastinger Institute and Johns Island philanthropists bringing innovative, evidencebased reading interventions to students in grades K-2 and builds on the success of TUW Reading by Third initiative.

• Provided, leveraged and managed more than $1 million in addition to all other regular grantmaking.

• Released the 2020 Self-Sufficiency Standard study, a cooperative effort of the University of Washington Center for Women’s Welfare and the United Way of Association of South Carolina.

The study helps identify gaps, guide service delivery and provides data that informs partners and the community about supporting individuals and families to be financial stable and selfsufficient.

2020 GOALS: • Launch of 2020-2023 Strategic Plan supported by our Board of Directors. This plan will guide us as the leaders in uniting our community to improve lives.

Select goals include: • Grow and diversify revenue to serve community.

• Engage and motivate our community through communications to emphasize the relevance and impact of our work.

• Deliver outstanding service to ensure every individual and organization has an excellent experience.

FUNDRAISING EVENTS: • GivingTuesday – digital giving event Tuesday, Dec. 1. Visit www.tuw.org/givingtuesday • Over The Edge: RAPPEL UNITED! - Mid-May 2021 at Hyatt Place Charleston, King Street. Individuals who register will receive their own fundraising web page and are asked to raise a minimum of $1,000 to secure one of 92 rappel spots on that special day. Visit: www.tuw.org/OTE CORPORATE GIVING OPPORTUNITIES: • Employee giving campaigns through payroll deduction.

• Transformative gifts for capital improvements and expansions.

• Emergency Response.

• Special Event Sponsorships - Donor Network events, Over The Edge, Day of Action, Day of Caring and more.

• The Alliance Program – a single, comprehensive gift supporting special convenings.

• Your corporate brand will be recognized determined by giving level. Membership begins at $2,500 per year.

• Customized giving and volunteer opportunities to meet your corporate social responsibility goals. Please contact Mike Gibbons, Director of Corporate Partnerships.

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We can only serve the community, with the support of the community!

To learn more about joining our circle of support, please visit eccocharleston.org