Annual Report
2020 A Year Like No Other
CONTENTS 1. 2. 4. 5. 6. 7. 8.
Prologue Chair & CEO Letter Our Mission 2020 At A Glance The Serve Denton Center Our Strategy A New System
FOster Colocation 11. 2020 Partners 12. A Health Center & A Pharmacy 13. Drive-Thru In A Crisis
Build Connections 15. Zoom, Zoom, Zoom 16. Reaching People At Home
Promote Collaboration 18. Giving Hope, Inc. & Grace Like Rain
Grow Capacity 20. More Space For Feeding The Hungry 21. Amplifying Impact 22. Measuring Our Impact
Finances 2 3. 24. 25. 26. 27.
Financials CFO Letter Financial Breakdown Capital Campaign Cyber Celebration
Contributors 28. 29. 30. 31. 32. 33.
Our 2020 Team Our Board Business Partners Capital Campaign Supporters Circle of Support Thank You
PROLOGUE For Serve Denton, 2020 began with much excitement. We completed a year of construction and renovations and were excited to have a "full house" of nonprofit partners. A 40-year-old dream was being realized in this community. A dream of creating a one-stop-shop for humanity where it would be easy for people to find help and nonprofits could thrive. What we had been building toward had finally become a reality. Then on Thursday, March 12, life as we knew it changed forever. The world began facing the first widespread pandemic in more than a century. Everything we assumed about the future was no longer. All of our plans were thrown out the window. Our excitement and celebration were cut short. It was time to sink or swim. If we didn't improvise, adapt, and overcome the new challenges we were facing, people in our community wouldn't have access to many of the resources they have desperately needed over the past year. It was time to get to work as we had never worked before. We found ourselves facing two significant challenges. The first challenge was external: how to deal with the reality of the coronavirus. There was no playbook on how to do this. We had to figure it out. The second challenge was internal: improving our performance and not losing the momentum we had built. We knew we couldn't meet the astronomical rise in need by doing what we had always done. As an organization, we had to get better and keep moving forward. Both challenges had similarities. The demand for services from our nonprofit partners and ourselves increased dramatically as uncertainty about the future grew. It felt like rushing into the ocean at night. We knew the water was deep, but we couldn't see how far it went. At the same time, our funding decreased significantly with the cancellation of our Celebration Gala. The Celebration Gala is our biggest fundraiser of the year. Without those funds, we had to do more with less. The conveniences of a good economy were gone. Amidst all of that, we experienced staff changes. Our Board, nonprofit partners, community and staff rose to the occasion and met every challenge headon through it all. This year was the toughest Serve Denton has ever faced, but it showed us who we indeed are. It gave us confidence by proving what we are capable of and is possible when people of goodwill come together. This Annual Report explains how we met both of those challenges and more in 2020—a year like no other.
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CHAIR & CEO LETTER “This proves that Serve Denton’s model works.” That’s what Tom Newell, the Board Chair of Denton Community Food Center, said to me as we stood in our parking lot, looking at the hundreds of cars lined up to receive food soon after the COVID-19 pandemic began in the Spring of 2020. Facing the challenges of last year was unlike anything we have ever encountered before. It required us to be hyperfocused on a few priorities and to “Improvise. Adapt. Overcome.” in ways that required creativity, innovation, and an abundance of hope. Our highest priority became keeping the Serve Denton staff, their families, nonprofit partners, and clients safe. Thankfully, not one staff member contracted COVID-19 as of this writing. Next, we sought to help our nonprofit partners to the best of our ability during the crisis. Not only did some of our partners avoid shutting down entirely due to our partnership efforts, but we also saw several partners grow significantly during the pandemic. Third, we had to keep our doors open both operationally and financially, which included continuing the Capital Campaign. As you can imagine, this was difficult during an economy rocked by uncertainty. But the great community of Denton County came through for our partners and us in ways that we could not have imagined. Finally, we launched a major initiative to develop and implement a performance management system. We considered putting this initiative on hold, but we believed it would improve our ability to pivot and meet the new challenges we faced. We repurposed, reused, and reworked everything imaginable to help solve our nonprofit partners' problems. New connections were built to solve new problems. Existing relationships were strengthened by doing the hard work necessary to succeed. Old assumptions were challenged and dispensed with to deal with the new realities. In doing so, everyone overcame the most challenging situation we have ever faced all while continuing to care for others. Along the way, there were failures. But in every failure, there were lessons learned and solutions adopted that helped everyone improve. As the year progressed, we formed two new vital relationships. The first was with Dr. Nora Douglas and Guillermo Villalobos from CNM in Dallas. They helped us build a model that linked our daily activities to the long-term outcomes that we have always sought to produce in the community. The work was tedious and incredibly valuable because it allowed us to measure ourselves and articulate Serve Denton's impact. Speaking of precision, the second relationship we formed was with Toyota's Production System Support Center (TSSC). Widely regarded as the best performance management system in the world, TSSC came alongside us and helped us improve our property maintenance performance. Property maintenance is the one service that touches everyone on our properties. It’s crucial to our nonprofit partners' success that we are excellent in this area.
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TSSC has been working with nonprofits for 25 years. Entering into a partnership with TSSC allowed us to improve with their help. Together, these two initiatives have given us a core competency in performance management that will enable Serve Denton to grow in a sustained manner for years to come. At the same time, it will give our stakeholders—nonprofit partners, donors, and community leaders—confidence in our systems and processes so that they know their investment will have a significant, measurable return. Lastly, we want to thank the Board and staff that navigated the organization through this time of great uncertainty. With the decrease in revenue, we reduced our budget by over $100,000 through various means, including restructuring debt, changing staffing, and keeping a lid on expenses. As a result, we met all financial ratios required by the New Markets Tax Credit program, which funded our building renovations and additions. Having a team of talented board and staff members was key to this success. We are very grateful for everyone’s contribution. We have seen more people find help here than we could have ever imagined—over 17,000 people over the last year. Your support makes this incredible impact possible. We know the challenges are not over yet. With the vaccines and herd immunity closer than ever before, the effects of these events will be felt in our community for years to come. The work isn’t finished. Nine years into Serve Denton, we’re just getting started. Denton County needs Serve Denton. And Serve Denton needs you.
Melanie Vest Board Chair 2019-2020 Serve Denton
Pat Smith Chief Executive Officer Serve Denton
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Our Mission OUR CORE VALUES
Serve Denton partners with nonprofits to help make their services more accessible for people in need.
Collaboration
Accountability
We believe the best solutions happen when people work together. Denton has many nonprofits addressing challenges in housing, health, and human services and we believe Serve Denton can more effectively support our community in dealing with these challenges by communicating, collaborating, and helping one another.
We promise to be an organization worthy of trust in all areas, including financial choices, client care and organizational management. Serve Denton will be transparent and honest about our purpose, vision, decisions, and dollars.
Respect
Empathy
We exist to help nonprofits fulfill their missions. Serve Denton respects their individual determination of purpose, direction and methods. Serve Denton will uphold the dignity of each client who visits our campus for any need, and respect our supporters who make our existence possible.
We encounter people every day who are hurting and in need. Serve Denton pledges to serve them with compassion and humility as we seek to understand their situations and help them find real solutions.
Service We value service to others, as expressed through the practice of servant leadership. Serve Denton recognizes several critical issues in our community are expected to worsen. We seek to serve by responding to these challenges with creativity, collaboration and leadership.
2020 At A Glance 23
59,853
NONPROFITS SUPPORTED
CLIENT VISITS AT THE SERVE DENTON CENTER
$541,377
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VALUE PARTNERS SAVED
PARTNER EVENTS
$1,490,981 TOTAL AMOUNT RAISED
THE SERVE DENTON CENTER
For those in need, finding help should be easy. Now, it is. With multiple nonprofits working together to meet people’s needs in one location, someone simply has to come to the Serve Denton Center to find help for food, bills, healthcare, counseling and more. Last year proved to be a challenging time for thousands of people to say the least. It was the first year that the Serve Denton Center had 100% occupancy. With all of the difficulties, we saw the model work. Last year, we saw 59,853 client visits at the Serve Denton Center.
The Serve Denton Center is a one-stop-shop for humanity in Denton County. Our partners pay less than 50% for rent than they would in another office space in town and it has many other services included. Most importantly it provides a community of like-minded nonprofit professionals. Our nonprofit partners collectively saved $541,377 in 2020. That is money they can use to expand their programs, hire more staff, qualify for grant funding, and help more people in need.
That's impact!
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Our Strategy Everything Serve Denton does starts with our customers—the 23 nonprofits we partner with daily. Our business is to provide tailored real estate and support services at the highest quality and lowest cost in the shortest lead time. Our strategy framework below depicts how we go about our business based on four principles: 1. Foster Colocation. Property development is our bread and butter. It is our solution to the fundamental problem we set out to solve—to make it easy for people to find assistance. We accomplish colocation through our two properties: The Serve Denton Center and the Wheeler House. We are called a nonprofit center which is a type of social purpose real estate. 2. Build Connections. We have learned that collaboration begins with value and trust. Connections are the seed from which value and trust grow. Building connections is obviously highly relational and takes an investment of time and being vulnerable. 3. Promote Collaboration. Collaboration is built at the speed of trust. It is what we all aspire to attain. Collaboration comes in different forms from shared information to shared effort to shared risk. Our hope is to create a place where collaboration occurs organically that best suits our nonprofit partners. 4. Grow Capacity. Capacity growth is a product of colocation and collaboration. This past year our nonprofit partners were able to serve more clients during the COVID-19 pandemic due to additional COVID relief funding, collocation and collaboration efforts. We are now focusing on education and shared services to help our nonprofit partners grow in their skills and capabilities.
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A NEW SYSTEM We knew 2020 would be a year of transition—transitioning from building to operating. We want Serve Denton to be known for operational excellence. One organization that is known for excellence in this area is the Toyota Motor Corporation. Their years of manufacturing experience had taught them that small improvements can make a big difference. Toyota’s team members across North America use this philosophy to find better ways of doing things each day. Over time, they had learned this approach can help other organizations, too. For 25 years, Toyota has shared their knowledge — known as the Toyota Production System — with nonprofits and community organizations to enable them to develop better ways of doing their day-to-day work. So we reached out to them, and together, found solutions to help us become more productive, maximize available resources and improve quality and safety. The Toyota Production System Support Center (TSSC) is a not-for-profit corporation affiliated with Toyota Motor Engineering & Manufacturing North America, Inc., headquartered in Plano, Texas. We told them about our challenges, then rolled up our sleeves and met them on the “shop floor” to learn more. They took a close look at how we operate so we could work together to improve. In learning Toyota’s approach, we made it our own and use it every day. We call it the Serve Denton Business System (SDBS). This system is depicted as a house in the figure to the right. Our customers, the nonprofit partners, have told us the four things they value most from Serve Denton are: Quality and functional physical spaces to accomplish their mission. Low costs so more funds can go toward programs. Responsiveness when problems occur. A supportive community where people are treated with dignity and respect.
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The Serve Denton Business System is an organizational culture created and sustained by four elements: 1. Philosophy — long-term systems thinking. Our management decisions are based on what is best for our nonprofit partners and Serve Denton in the long-term even at the expense of short-term goals. 2. Process — the right process will produce the right results. Work like the tortoise, not the hare. We stop to fix problems, to get quality right the first time. Any employee at Serve Denton has the authority to stop operations when they identify a quality issue. We use standardized processes that enable continuous improvement from the people doing the work. We seek to incorporate visual control into everything we do so no problems are hidden. 3. People — respect, challenge and grow our people toward a vision of excellence. We grow leaders who thoroughly understand the work, live the philosophy and can teach it to others. We will continue to develop exceptional people and teams who follow Serve Denton's philosophy. We respect our extended network of partners and suppliers by challenging them and helping them improve. 4. Problem-Solving — think and act scientifically to improve toward the desired future. Directors are expected to "go-and-see" operations. Without experiencing the situation firsthand, directors will not have an understanding of how it can be improved. We make decisions slowly by consensus, thoroughly considering all options; then implement decisions rapidly. We seek to become a learning organization through relentless reflection.
We want Serve Denton to be known for operational excellence.
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FOSTER
Colocation
2020 Partners
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A health center & A pharmacy Health Services of North Texas (HSNT) and ReNue Rx Pharmacy are doing something amazing for their patients: having a health center and pharmacy in the same location. This is an incredible service for patients because of the continuity of care with the provider and the pharmacy having the ability to work closely together, in real-time to determine the best medication therapy that is also affordable. These two organizations have partnered together to make prescription drugs both affordable and accessible. For someone without health insurance, a basic but necessary prescription can cost upwards of $400. At ReNue Rx Pharmacy, the cost is closer to $40. Much more affordable. And it's connected to the health center where it would be prescribed by a doctor. ReNue Rx will use all resources available to “shop” for the best pricing discounts available to the patient. Patients will always be offered the lowest price available. Not only that, but patients are more likely to pick up prescriptions if they do not have to make a second trip to another location. We're proud that this is happening at Serve Denton. It's another example of what is possible when nonprofits work together and funds are saved through colocation. More people receive better help. As Doreen Rue, CEO of HSNT said, "It's a win-win for everyone, especially the community."
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Drive-Thru In A Crisis In February 2020, Denton Community Food Center (DCFC) opened its brand new, state-of-the-art, game-changing, 10,500 square foot food center. Two months later, the pandemic hit. The food center quickly shifted from its brand new operations to an outdoor, drive-thru food distribution model. They saw the number of people in need increase almost immediately. Volunteers had to be retrained, processes had to be reimagined and people needed to be fed. "If we were still trying to work out of our old location we would have had to close," said Tom Newell, Board Chair of DFCC. "There is no way we could have functioned. We are so fortunate to have opened our new facility, have the support of Serve Denton and the cooperation between the other agencies." In 2020, DCFC distributed 896,881 meals, more than double the year before. Newell added, "The whole Serve Denton model has been a tremendous benefit and has played out the whole role to bring these things together. Denton is very fortunate to have a model like this. It has been a tremendous asset for us and it has served our community well."
We are so fortunate to have opened our new facility, have the support of Serve Denton and the cooperation between the other agencies.
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BUILD CONNECTIONS
Zoom, Zoom, Zoom After everything locked down at the beginning of the pandemic, nonprofits were forced to improvise like every other business and institution. The demand for needs from every nonprofit drastically increased as people were losing their jobs, health insurance, ability to put food on the table and housing like never before. It was crucial that nonprofits worked together more than ever before to stay on top of the whirlwind our community was facing. Almost immediately, Serve Denton began coordinating weekly, county-wide nonprofit Zoom calls with over 30 nonprofits participating. These calls lasted for several months, were open to our partners and any other nonprofit that wanted to join, and proved to be a crucial platform for building connections and amplifying everyone's ability to help people in need. Nonprofits were able to connect with each other and express needs as they arose. It also allowed them to keep each other updated on how their services were changing in light of government recommendations. There were even new programs formed from the calls. Several nonprofits expressed the need for childcare. Through these calls, they were able to organize and collaborate to start childcare for families affected by the pandemic. Nonprofits are able to do more when they work together. This showed just how true that really is.
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Reaching People At Home Two things happened simultaneously at the beginning of the pandemic: everyone was forced to stay home and needs in the community shot through the roof. People needed more information and access to resources than ever before, but this became even more difficult as people had to stay home. We started asking, "How can we reach people and give them information that will help them find services and know what is available to them in the community?" We knew we had to turn to the internet. Providing helpful resources online was the best bet we had. We simultaneously launched weekly articles on our website and a podcast aptly titled, Serve Denton Weekly. These articles and podcasts featured local leaders and nonprofits talking in-depth about the issues they tackle, how they can help those in need and how people can get involved and help others. We answered frequently asked questions that people were asking about services and interviewed more than 25 local leaders by the end of the year. We are continuing to produce articles and podcasts. You can find them on our website at servedenton.org/podcast or on any podcast app.
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PROMOTE
COLLABORATION
Collaboration Highlight Giving Hope, Inc. & Grace Like Rain
Collaboration moves at the speed of trust. But when the needs of a community outpace the resources available, trust has to move faster. That's exactly what happened between two of our partners, Giving Hope, Inc. and Grace Like Rain. These two nonprofits had a lot in common. Both helped with housing people in crisis. During the pandemic, both were on the frontlines of distributing rental assistance. But there were also differences that the organizations realized complimented each other. Giving Hope, Inc. primarily serviced individuals seeking housing and assistance. Grace Like Rain worked with families, especially moms and children. Giving Hope Inc. walked with individuals until they found housing. Both nonprofits walked with families through case management and helped them learn life skills. The two organizations decided to come together in a formal partnership. This allowed them to share information and processes to help people in need faster. Together, Giving Hope, Inc. and Grace Like Rain distributed $411,980.47 in rental assistance and served 1,140 clients in 2020. We can always do more together than we can alone. Giving Hope, Inc. and Grace Like Rain are proof that this is true.
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GROW
CAPACITY
More space for feeding the hungry As previously mentioned in this report, Denton Community Food Center distributed 896,881 meals in 2020, more than double the year before. The growth they experienced was unlike anything they ever could have been ready for. Their new location at Serve Denton is already three times the size of their old location, but less than a year into operation, they already needed more. Specifically, they needed more space for cold and frozen foods. They had already upgraded from a standard kitchen at their old location to a brand new 600 sqft freezer cooler at Serve Denton. But that was already not enough space for the food they needed to store. Thanks to Federal COVID-19 funds allocated to Denton County and approved by Commissioner’s Court, Denton Community Food Center was able to install a second, brand new cooler that is twice the size of their current one. Denton Community Food Center is now able to keep even more cold and frozen food in their state-of-theart food center to feed tens of thousands of hungry people in Denton County. Tom Newell, Board Chair for Denton Community Food Center said, "Frozen and refrigerated food is in greater demand and availability and more commonly donated by food distribution sources and trucking companies. The additional cooler and freezer space will allow us to rescue and accept more donated food to serve families in need in our growing community."
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Amplifying Impact Growing capacity for nonprofits to help more people is one of our strategic goals. Until 2020, that had primarily been defined by the office space that saved them funds so they could grow. But we've since introduced a new way to amplify the impact nonprofits make. It's called shared services. Nonprofits are typically staffed by specialists in the area they are trying to help, such as counselors, nurses, case managers, and more. Usually, they do not have much capacity to help them grow in fulfilling their mission like marketing and media, grant writing, donor management, data and analysis, and financial management. All of these things are crucial for a nonprofit's success, but it can also be a struggle for them. All of those areas happen to be Serve Denton's expertise. So we decided to begin helping nonprofits with these services. And in keeping with our rent, it would be below market rate, so they still save crucial funds. Last year was our first foray into shared services. We worked with two clients: Grace Like Rain and Friends of Shiloh Garden. Grace Like Rain is one of our nonprofit partners, but Friends of Shiloh Garden is not. That's because shared services are not only for Serve Denton nonprofit partners; they are for any nonprofit that needs our help. We created a series of videos for Grace Like Rain, talking about their different services and highlighting a success story. For Friends of Shiloh Garden, we helped them set up their donor management system, overhaul their website using the Storybrand® method, and created a video to help them tell their story. They have already raised a recurring $300 per month since using our Shared Services. Shared services will be a growing part of Serve Denton's mission in partnering with nonprofits to help them amplify their impact so they can do even more of what they do best.
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Measuring Our Impact As we transitioned from building to operating, we knew we had to improve our performance management. We liken it to driving a bus full of passengers (our nonprofit partners), but we didn’t know how fast we were going and how the passengers like the ride. The Board understood the need to measure our performance and made it a high priority. Realizing we needed help in program measurement and evaluation, we reached out to CNM (formerly the Center for Nonprofit Management). CNM’s innovative evaluation consulting and outcomes technology services give nonprofits the ability to efficiently and effectively track, analyze, evaluate and report outcomes. They worked alongside us, guiding the development of a robust evaluation plan and protocol to expand our continuous improvement capacity. Because CNM received a generous grant from the Moody Foundation, CNM funded most of the cost for developing our performance management system. We spent the spring building a detailed logic model that connects our inputs and activities to outputs and long-term outcomes. This effort helped us identify ten overarching outcomes. With this understanding, CNM conducted a focus group with our nonprofit partners to hear from them directly. This effort helped us understand our nonprofit partner’s concerns and measure their satisfaction with our services. We now have a well-developed survey tool and online dashboard system that helps us collect and present our performance data to the Board and staff. This system gives us insight into how we are doing and where we can improve. We have already started two initiatives to address areas identified in the 4th quarter survey to better serve our nonprofit partners.
This system gives us insight into how we are doing and where we can improve.
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Financials We had a total of 466 individuals, businesses and foundations support Serve Denton in 2020 for a total of $1,490,981 raised.
Individuals
Business Partners
We had 384 individuals that gave one time or multi-year pledges to Serve Denton in 2020 for a total of $381,854.
Our business partners support us all year long through an annual donation of $2,500. In 2020, we had 11 annual business partners.
Circle of Support
Foundations
Circle of Support is the name of our group of generous monthly supporters. As of December 2020, we had 61 generous monthly donors.
In 2020, we had 4 Foundation supporters that gave $67,004 to Serve Denton.
Cyber Celebration Sponsors In 2020, we had 58 generous sponsors answer the call to support this event. We raised a net amount of about $129,605.00 to support the operations of Serve Denton.
CFO LETTER Last year’s $124,523 net loss was disappointing in some respects. After all, 2019 generated a net income of $76,756, and the 2020 budget called for a “bottom line” of almost $250,000. However, it was certainly not disappointing in relative terms. Our cost structure has fundamentally evolved (as expected) with the completion of our facilities in the fourth quarter of 2019. Interest and loan servicing fees on our New Market Tax Credit debt are now fully expensed, as is depreciation on the completed facility. These categories accounted for $700,512 or 43% of total expenses in 2020, up from $471,786 in 2019. The cost of repairs and maintenance on the now fully occupied facility accounted for an additional $129,703 of the expense increase. That means Serve Denton completed its first full year of operations in its new location while achieving a combined reduction in all other expenses of slightly over 1%. Finally, our results are even more encouraging when viewed through the perspective of the global pandemic that so dramatically impacted every aspect of our lives. For example, the forced cancelation of our annual Celebration Fundraiser and virtually every other in-person special event reduced revenue by $229,000 compared to 2019. We are confident that given Serve Denton’s proven ability to manage expenses and operations under previously unimaginable circumstances, combined with the loyal support of our nonprofit partners, donors, sponsors, and board members, it will continue to address the needs of our community for years to come.
Dale Schmeltzle Chief Financial Officer Serve Denton
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Financial Breakdown In 2020 We Raised: $921,886 through pledges and contributions $79,411 through special events $391,881 through program rental income $91,322 through interest & dividends $6,481 through other sources Total Raised: $1,490,981
Interest & Dividends 6.1% %
Program Rental Income 26.3% %
Pledges & Contributions 61.8% % Special Events 5.3% %
In 2020 We Executed: $1,112,494 to fund program services $303,981 to fund general administration $119,029 to fund fundraising efforts Total Executed: $1,615,504
Fundraising Efforts 7.8% %
General Administration 19.8% %
Program Services 72.5% %
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The Serve Denton Center is a $10.1M project being funded through a variety of sources. We ended the year 2020 having this campus 64.7% funded.
Total Project Budget: $10,173,201 Remaining Balance of Campaign as of Dec. 31, 2020: $ 1,233,766
HELP US COMPLETE THE CAPITAL CAMPAIGN TO MAKE A GIFT, PLEASE VISIT: SERVEDENTON.ORG/LEGACY
Cyber Celebration One of the biggest hurdles we faced in 2020 due to the pandemic was canceling our largest fundraiser of the year, our Celebration Gala. Canceling this event cost us the opportunity to raise the majority of our annual operating funds. Without the Celebration Gala, we found ourselves in need of creative fundraising ideas. We spent the next several months recreating our entire event as an online, video-first fundraiser. We hosted a silent auction, nonprofit partner highlights, client stories, and even our keynote speaker, Liz Murray, live on YouTube and Facebook. Our speaker, Liz Murray, shared her story of going from being homeless on the streets at 15 years old to receiving a full-ride scholarship and graduating from Harvard University. Her story was emotional and powerful and moved all of our viewers. While the virtual event did not raise the amount of funds that would have been raised at the physical event, it contributed to us being able to exceed our budgetary expectations that we had set for the year.
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Our 2020 Team Pat Smith Chief Executive Officer
Kinsey Adamson Partner Director
Carlie Kuban Chief Administrative Officer
Ian Harber Communication Director
Ana Rodriguez Client Navigator
Dale Schmeltzle Chief Finance Officer
Nick Arizaga Accounting Director
Sierra Karcz-Lumley Donor Relations Manager
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Cathy Kerley Development Director
Paul Tanis Property Director
Our Board Board Chair Melanie Vest, DATCU, Chief Financial Officer 1st Vice Chair Hank Dickenson, Denton Chamber of Commerce 2nd Vice Chair Paul Martinez, Calhoun Middle School, Principal Immediate Past Chair Michele Barber, Guaranty Bank & Trust, Vice President Treasurer Karin Archer, Retired CPA Secretary Roy Culberson, North Central Texas College, Dean of Denton County
Cheryl Aldridge Michele Barber Melissa Bradley Andrew Christman Stephen Coffey Charles Crouch Tim Crouch Sherrie Baker Dr. Roxanne Del Rio
Dr. Nancy DiMarco Kelly Dunham Dr. Tom Evenson Cynthia Foster Ricky Grunden Dr. Rob Houdek Kristen Howell Ron Johnson Patty Lovelace
Pam Marrufo Mike Paulson Lisa Polster Jeremy Pope Jeff Reecer Eddie Renz Amanda Robertson Doreen Rue John Ryan
Lorena Salas Priscilla Sanders Eric Schmitz Kayla Swenson Tiffany Thomson Anne Van Dyke Pat Smith
Advisory Council Judge Andy Eads Diann Huber Jackie Jackson Janet Shelton
Dr. Jean Keller John Baines Dr. Perry McNeill
Rebecca Stanley RL Crawford Rudy Rodriguez
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Trey Crawford Virgil Strange Rep. Lynn Stucky
Our Business Partners Denton County is home to some of the best small businesses any community could ask for. Our Business Partners are crucial to Serve Denton's success. These businesses support Serve Denton and make a lasting impact in our community. Without these businesses' support, Serve Denton would not be able to make services accessible for thousands of people in need. To all of these generous businesses and from the Serve Denton board and staff, Thank you.
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Capital Campaign Supporters Alex and Alexandra Lee Andrew and Clarissa Christman Anne Van Dyke Bank of America Bates & Martin Architects Ben E. Keith Bob and Joanne Moses Bruce and Brenda Eckel Charles Crouch Claude Pope DATCU David and K'Lynn Grant Deborah Crouch Dennis and Nancy DiMarco Diann Huber Don and Patty Lovelace Doug and Michele Barber Dr. Tom and Mrs. Merry Evenson Eric and Cynthia Foster Eric and Raquel Schmitz First United Bank Fred and Rebecca Stanley George and Diane Peckham
George and Kelly Dunham Glen and Cortney McKenzie Greg and Jacqueline Jackson Guaranty Bank & Trust, N.A Hank and Missy Dickenson Huffines Subaru Innovative Transportation Solutions, Inc. J. Newton Rayzor Foundation James Wood Autopark Jean Keller Jeff and Dena Reecer Jeff and Nancy Loch Jeremy and Shelly Pope John and Carol Ryan John and Lisa Polster John Williams Judy Smith Julie and Dave Anderson Ken and Melissa Bradley Kent and Cheryl Key Larry and Tonya Parker Little Guys Movers Lynn and Gene Gumfory Marcus Watson
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Mark and Victoria Rigsby Melanie and Zack Vest Michael and Tiffany Thomson Pat and Jana Smith Paul Martinez Perry and June McNeill Pete Kamp and David Gosdin Point Bank Priscilla Sanders Prudence and Alfredo Sanchez Rob and Peggy Houdek Robert and Jamey Wolf Ronald L Johnson Roy and Deborah Culberson Scott Haggard Jr. SERVPRO of Denton Stan and Karla Morton Stan and Patricia Walker Stephen and Jeannine Coffey Steven and Lynne Edgar Sumanpreet Kaur Suzan and Henry Rife Tim Crouch and Camille Milner Todd and Jill Hawkins Tyler and Carlie Kuban
Circle of support Kinsey Adamson Tanner Albus Ginger Araujo Nicolas and Christy Arizaga Sherrie and Austin Baker Brian Beck Lauren Christner Jainah Clark Franklin Cornett Timothy Crouch and Camille Milner Nicole Dampman Ellen and Bill Discher George and Kelly Dunham Cynthia and Eric Foster Kevin Gumienny Ian and Katie Harber Bret and Brooke Hawkins Robert and Peggy Houdek Sara Hurst Rebecca Jackson Lynda and Bob Johns Sierra Karcz-Lumley Cathy L. Kerley Tyler and Carlie Kuban Adrian and Kayla Laird Becca and Seth Littrell Patty and Don Lovelace Kristin Lumley Patricia Mansker McKena McLean
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Steve Menzies Mark Michniacki Mary Miller Mr. Stan and Mrs. Karla Morton Gordon Nickell Quentin Peterson Claude Pope Todd and Chris Price Pamela Province Michelle Reimer Eddie Renz Sherri Rice Amanda Robertson Michelle Rocha Erin and Conan Rooks Prudence and Alfredo Sanchez Priscilla Sanders Dale and Shelley Schmeltzle Michael and Katy Schmitz Emily and Bob Seiple John and Janet Shelton Pat and Jud Sherman Colonel Patrick and Jana Smith Ann Sorbera Valerie Stevenson Amy and Larry Stinson Eren Turner Gary Vickery Jesse and Rebecca Vogel Martha Woods
Thank You Last year was the most challenging year in Serve Denton's history. When the pandemic began, we were not sure what Serve Denton's future looked like. Throughout the year, time and time again, you stepped in with radical generosity to support the community, those in need and the nonprofits that help them. If it were not for your generous support, Serve Denton may not be here and thousands of people would not have the help they need. From the bottom of our hearts, thank you.
