The Support Center Development Plan · Executing)an)Annual)Campaign) 28!...

THE SUPPORT CENTER Key Findings on Fundraising Strategy Armstrong McGuire & Associates

The Support Center | Key Findings on Fundraising Strategy 2

Table of Contents Executive)Summary) 3!

Introduction) 5!

Organizational)Analysis) 7!

Annual)Campaign)Overview) 12!

Preparing)for)an)Annual)Campaign) 13!Strategic Planning 13!Board Development 13!Staff Development 15!Communications)Transformation) 18!Understanding Case Statements 18!The Support Center’s Case for Giving 19!Developing Donor-Focused Communications 21!Adopting a descriptive tagline 22!Building)an)Annual)Campaign) 24!Step 1: Identify the Donor Pool 24!Step 2: Set Campaign Goal and Benchmarks 25!Step 3: Recruit Campaign Chair 25!Step 4: Recruit Campaign Leadership Council 26!Step 5: Execute Board Campaign 26!Step 6: Develop campaign materials and infrastructure 27!Step 7: Solicit lead gifts 27!Executing)an)Annual)Campaign) 28!

Program)Changes)to)Support)Fundraising) 30!Startup Diversity research 30!Entrepreneurship events 30!Outreach and external relations plan 31!Appendix)1:)Borrower)Stories) 33!Jackie Green, Sweet Cheeks Bakery 33!Natassia Heweitt, Remedy Hair 35!Shirley Stokes, Health Care Options of the East 36!Appendix)2:)Major)Donor)Prospect)Lists) 37!

Appendix)3:)Case)Statement)Samples) 50!


Executive Summary

Based on interviews with 19 stakeholders, Armstrong McGuire recommends that The Support Center begin building a philanthropy program by launching an annual major giving campaign. Themed “Open for Business, Open for Opportunity,” the campaign can raise up to $200,000 in its first year and grow significantly in subsequent years. The campaign’s donor pools are banks and credit unions, self-made business, borrowers, and foundations.

Preparing for an Annual Campaign Before attempting to raise significant philanthropic dollars and to launch this annual campaign, Armstrong McGuire recommends that The Support Center invest significant time and resources in the following fundraising essentials:

• Board Development: The Support Center’s board needs to shift from being partner-based to being a fundraising board. Board members should be expected to make personally significant gifts of at least $1,000 annually, and board members should come from The Support Center’s donor pools.

• Staff Development: The Support Center’s staff needs to attend formal training on fundraising principles, develop a fundraising team to share responsibility among several staff members, contract with ongoing development counsel for coaching staff, and join professional development groups for mentorship.

• Communications Transformation: The Support Center’s materials must shift to donor-focused communications, featuring bold images of borrowers, proof points, and vivid success stories.

Building an Annual Campaign After investing in board development, staff development, and communications, The Support Center should recruit executive-level volunteers that will help the staff make personally significant gifts of at least $1,000 and solicit others in their networks who can make similar gifts. To support this campaign, The Support Center must solicit its board to make major gifts and develop campaign materials and infrastructure, including a case statement and a customer relationship management solution.

Executing an Annual Campaign The Support Center’s staff should support the executive-level volunteers in making solicitations through a major gift process. Specific supports include hosting a campaign kickoff event, holding prospecting meetings, developing individual solicitation plans for each prospect, acknowledging gifts, and holding a recognition event.


Program Changes to Support Fundraising The Support Center should adopt program changes to support its fundraising case and engage major donor prospects. Program changes include researching diversity in North Carolina startups, hosting entrepreneurship events, and executing a comprehensive outreach and external relations plan.


Introduction!

About Armstrong McGuire Armstrong McGuire is a full-service consulting firm specializing in organizational planning, leadership development, executive recruitment and fundraising. Since 2003, we have maintained an unwavering commitment to combining experience with integrity and creativity to exceed the expectations of our clients. At Armstrong McGuire, we help clients effectively navigate the fundraising cycle in order to connect new and existing donors with your mission and vision. Our services are designed to strengthen resource development operations, develop strategy and key messages, and train your staff and volunteers in the roles necessary to execute successful campaigns. Our experienced team helps enhance the capacity of the organization and the builds the confidence and enthusiasm necessary to achieve success.

Project Team Two Armstrong McGuire team members have worked with The Support Center to develop these custom recommendations:

Bert Armstrong, Principal Consultant Bert Armstrong has served the nonprofit community for 25 years as fundraising professional and administrator, working in the fields of human services, child and family services, arts, and higher education. Bert served as Vice President for Advancement at the Methodist Home for Children, one of the largest and most respected child and family service agencies in North Carolina. Prior to joining the Methodist Home, he served as a development officer for Louisburg College and the NC Museum of Art as well as serving on the staff of a statewide political campaign. His volunteer service includes two years as the chairperson for the annual stewardship campaign at Edenton Street United Methodist Church in Raleigh, NC and serving for three years as president of the Middle Creek High School Stampede Club, the school's athletic booster club in Apex, NC.

Derwin Dubose, Project Lead Derwin Dubose brings a decade of experience in strategic planning, fundraising, communications, and leadership development. Derwin’s experience includes leadership roles in resource development and communications with respected regional nonprofits, including Habitat for Humanity of Durham and the Ronald McDonald House of Durham.


Derwin has also been active in North Carolina's public policy arena, serving as a policy and political advisor to two Council of State members on issues ranging from economic development, early childhood education, education reform, financial literacy, and environmental protection. Derwin’s volunteer activities include service as a member of the Board of Directors of the Methodist Home for Children and past board service with Conservation Trust for NC, Durham Partnership for Children, and State Employees Combined Campaign.

Interviews Led by senior advisor Derwin Dubose, Armstrong McGuire interviewed 18 stakeholders of The Support Center, including board members, borrowers, and prospective donors. Interviewees included:

1. Peter Skillern, Board Chair 2. Maurice Smith, Development Chair 3. Lynn Holmes, Board Member 4. Lucy Reuben, Board Member 5. Lenwood Long, Chief Executive Officer 6. Awamary Lowe-Khan, Chief Financial Officer 7. Roberta McCullough, Vice President, Business Services & Operations 8. Don Harrington, Small Business Lending Director 9. Sadaf Knight, Policy and Research Director 10. Eleanor Reid, Development Director 11. Vicki Lee Parker, Marketing and Communications Director 12. Nancy Welsh, Borrower, Builders of Hope 13. Ross McCarthy, Borrower, Humble Pig 14. Jessica McCarthy, Borrower, Humble Pig 15. Jackie Green, Borrower, Sweet Cheeks Bakery 16. Chuck ReCorr, Donor, Merill Lynch 17. Lori Jones Gibbs, Donor, PNC Bank 18. Damon Circosta, Donor Prospect, A.J. Fletcher Foundation

Organizational Analysis

Before launching an annual campaign, The Support Center must assess its strengths, weaknesses, opportunities, and threats as on organization. This analysis can impact a donor’s willingness to give to The Support Center.

Strengths To build a successful annual fundraising program, The Support Center should capitalize on the following internal characteristics that give the organization a fundraising advantage over other nonprofits:

• Niche market: No other organization fills The Support Center’s mission. Despite the perception that The Support Center is similar to other community development partners, no other organization offers lending options to The Support Center’s target market.

• Strong executive: Current stakeholders are very impressed with Lenwood Long’s leadership. Lenwood is seen as a well-connected, strong leader who has led The Support Center through a successful realignment.

• Legislative reception: The legislature’s continued funding lends credibility to

TSC. At a time when most nonprofit organizations are weathering budget cuts from the North Carolina General Assembly, The Support Center receiving bridge funding offers donors confirmation of organizational stability.


• Lending relationships: TSC has program- related investments with leading

financial institutions. Relationships with PNC Bank, Fifth Third Bank, Bank of America and other financial institutions provide a head start to philanthropic efforts.

• Borrower portfolio: Clients provide both proof points and a pool of sustainable

donors. The Support Center can use stories of successful borrowers to illustrate how donors’ contributions can make a tangible difference. The organization can also ask borrowers to make charitable contributions to The Support Center.

• Financial history: The staff of The Support Center has requested that Armstrong

McGuire mention the organization’s strong financial history as a strength.

Weaknesses To build a successful annual fundraising program, The Support Center should mitigate the following internal characteristics that place the organization at a fundraising disadvantage relative to other nonprofits:

• Common language: Key stakeholders describe The Support Center differently. When asked to describe what The Support Center does, interviewees offered varied answers, including:

o A supporter of credit unions o A community developer o A community development financial institution o A lender o Similar to the Institute for Minority Economic Development o An organization in transition

• Messaging: Communications collateral and messages are not engaging potential

donors, using corporate banking branding instead of nonprofit branding.

o The organization uses a communication style that caters to government reporting and banking, leading with statistics rather than human-focused stories.

o Materials like brochures and the website are text-heavy, overwhelming potential donors with words and details rather than images.

o Borrower stories are buried in the website and brochures.


o The visual brand uses “The Support Center” name without clarifying information on the mission or the populations served by the organization.

• Visibility: Key audiences and stakeholders are not aware of TSC or the breadth of

its work. Many stakeholders were aware of specific parts of The Support Center’s work but not aware of the comprehensive suite of services and programs it offers.

• Strong executive: Stakeholders are concerned about TSC’s sustainability after Lenwood Long. While Lenwood is regarded as a tremendous leader, stakeholders are concerned that the organization may not survive after his retirement. Other staff members are not seen as leaders within the organization, and some major donors are reticent to make a long-term investment without knowing there is sustainability beyond Lenwood’s tenure.

• Infrastructure: TSC lacks essential fundraising structure, planning and

processes. The Support Center does not have a fundraising database, an organized fundraising plan, gift acknowledgement procedures, an organized campaign, and fundraising materials including brochures.

• Board and staff development: Neither the board nor the staff is structured for

effective fundraising.

o While The Support Center has a competent and enthusiastic staff, the CEO, Development Director, and Communications Director lack formal training in non-profit development. The staff is also not structured like other nonprofit organizations that have fundraising programs with administrative support for the development function and shared fundraising responsibility among several staff members.

o The Support Center’s board is largely partner based, with most members

working for nonprofit organizations. Because the majority of members have responsibility to raise money for their employers, their ability to give leadership gifts to and raise money for The Support Center is limited.

Opportunities To build a successful annual fundraising program, The Support Center should seize the following external factors that to its fundraising advantage:


• Startup energy: North Carolina, particularly the Triangle, has become an entrepreneurial hotspot. The Support Center should adopt language common to the startup community and seek ways to partner with organizations like American Underground and the American Tobacco Campus, Bull City Forward, the Center for Entrepreneurial Development, and Triangle Startup Weekend.

• Diversity in startups: National concern is emerging over under-representation of minorities and women in startups. For example, Twitter’s IPO revealed that there were no women or ethnic minorities on its board, sparking a national conversation on diversity in the tech industry. The Support Center’s research and policy efforts should investigate diversity in North Carolina’s entrepreneurial sector.

• Legislative catalyst: Political shifts engendered a new approach to economic

development. The changing legislative climate gives The Support Center an impetus to change its operations and develop an annual fundraising program to replace government funding.

• Community reinvestment: Financial institutions and businesses have impetus to

give. Financial institutions can work with The Support Center to gain credit through the Community Reinvestment Act, and all businesses can gain publicity through charitable partnerships with the organization.

Threats To build a successful annual fundraising program, The Support Center should mitigate the following external factors that could impair the organization’s ability to raise money:

! Increased scrutiny: Government watchdogs are scrutinizing community development groups. The Support Center must be transparent with all business practices and be careful to avoid actions that could expose itself to media liability. Here are a few examples:

o The Civitas Institute has recently criticized the North Carolina Community Development Initiative for paying exorbitant salaries to its leaders. As a result, the organization has been severely crippled by legislative budget cuts.

o Civitas has also criticized The Support Center and the North Carolina

Institute for Minority Economic Development’s membership in Blueprint and the NAACP’s HK on J movement.


o The News & Observer criticized the Raleigh Business and Technology

Center for financial mismanagement and exorbitant salaries. As a result, the City of Raleigh terminated the organization’s lease and municipal funding.

o The News & Observer criticized the Raleigh Housing Authority for

exorbitant salaries, lavish spending, HR policies, and programmatic issues. As a result, Congressman George Holding has called for a federal investigation of the organization.

! Perception: Many stakeholders lump TSC with other community development

groups. While The Support Center’s staff and board see a clear distinction, donors have difficulty distinguishing The Support Center from other traditionally minority organizations such as the North Carolina Institute for Minority Economic Development and the North Carolina Community Development Initiative. The lack of clarity on what makes The Support Center unique may put the organization at a fundraising disadvantage. Donors may attribute negative news stories about these community development partners to The Support Center. Donors may also feel compelled to spread their contributions among all community development partners rather than making a significant contribution to The Support Center.

! Intense competition: Community development competitors are initiating new programs. Responding to the legislative funding changes, community development organizations are launching new programs to raise money, which directly compete with The Support Center. For example, the North Carolina Institute for Minority Economic Development has recently rebranded its marketing and communications collateral to feature more client and donor stories and to ask people to invest in its programs.

! Legislative climate: Loss of government funding could impair The Support Center’s operations. While The Support Center’s staff is confident about its chances with the State Department of Commerce’s competitive grant process, potential donors have expressed concern about the organization’s sustainability without government funding and may be reticent to invest without clarification of the organization’s sustainability.


Annual Campaign Overview

Armstrong McGuire recommends that The Support Center launch an annual fundraising campaign themed that raises gifts of $1,000 or above. Following a model perfected by the YMCA of the Triangle, the American Red Cross, and Ronald McDonald House of Durham, The Support Center can raise at least $200,000 in the first year and build upon that success to grow to $500,000 within five years.

Campaign Theme Armstrong McGuire recommends “Open for Business, Open for Opportunity” as a campaign theme for three reasons:

• The Support Center’s lending and coaching programs helps businesses open or remain open.

• The Support Center provides opportunity to entrepreneurs who have a business dream but cannot access capital in traditional ways.

• The Support Center is open for business and opportunity itself, dispelling the thought that government funding alone can sustain the organization.


Preparing for an Annual Campaign

Armstrong McGuire recommends that The Support Center undertake the following projects to lay the foundation for an Annual Campaign.

Strategic Planning Because key stakeholders describe The Support Center differently, the organization should develop a clear strategic plan for the organization and ensure both board and staff have a clear understanding of the plan. Effective planning is critical to The Support Center’s long-term success. Driven by leaders who are invested in the growth and sustainability, strategic planning will help The Support Center examine and reaffirm its mission and core values while building a dynamic vision for its future. Armstrong McGuire understands that The Support Center has a business plan and is working to develop a strategic plan. In addition, Armstrong McGuire also recommends that The Support Center’s board of directors and staff have a retreat to gain clarity and ensure consensus on the strategic plan and the business plan. Key questions to answer during a board/staff retreat include:

! What is the present condition and overall health of the organization?

! What is the vision for the organization and community, and what steps must be taken to achieve the desired future?

! What assumptions can be made about the environment in which the organization operates, and how do they impact the ability to achieve the desired vision?

! What strategies and action steps will be taken throughout the organization? Who is accountable for the ultimate success of the plan?

! What is the response to the plan among key stakeholders and the community at large?

Board Development Armstrong McGuire recommends that The Support Center aggressively recruit a diverse board that can contribute major gifts to an annual campaign through business and/or personal contributions. Board members set a clear standard for giving and should be required to make personally significant donations to The Support Center each year.


To accomplish The Support Center’s fundraising goals, the Board of Directors should be responsible for leading the annual fundraising campaign by contributing leadership gifts and soliciting donations from its networks. Each board member should be capable of at least two of the three requirements:

! Wealth: Making a gift of at least $1,000 annually and leveraging networks to raise at least $10,000 more.

! Wisdom: Technical expertise around The Support Center’s mission that can be used to lend credibility to potential donors.

! Work: A commitment to being active within The Support Center’s committee structure, particularly in soliciting gifts from others.

Through its normal attrition process, The Support Center should only recruit board candidates that reflect the organization’s potential donor base:

! Foundations that have funded The Support Center’s efforts

! Financial institutions, particularly banks and credit unions

! Borrowers, particularly those who have received large loans from The Support Center

! Self-made businesses, including Historically Underutilized Businesses registered with state and federal government

In addition, new board members should reflect North Carolina’s demographics, ideological and partisan diversity, and geographic diversity. As new board members are recruited, The Support Center’s leadership should invest in the following functions:

! Helping board members understand and embrace the privilege and the responsibility they have for ensuring their organization's future

! Developing effective plans for recruiting, educating, and nurturing talented board leaders


! Ensuring that a healthy and productive relationship exists between board members and the executive team as they work in partnership to fulfill their organization's mission

Staff Development Armstrong McGuire recommends that The Support Center invest in intensive staff development to build a fundraising program.

Training Because the CEO, Development Director, and Communications Director lack formal training in non-profit development, Armstrong McGuire recommends that each of those leaders be sent to an intensive development program. Based upon The Support Center’s organizational analysis, Armstrong McGuire recommends the following training programs:

! First Course on Fundraising, Association of Fundraising Professionals: The First Course in Fundraising is a comprehensive learning experience giving professionals a fundamental understanding of the entire development process. The First Course is typically offered at the North Carolina Philanthropy Conference in August.

! Principles & Techniques of Fundraising, Lilly Family School of Philanthropy at Indiana University: This course is an intensive four-day, A-through-Z training program that provides nonprofit professionals with the framework for operating a successful total development program. It will teach the staff how to:

o Identify and validate prospective donors o Manage the fundraising process o Use research to match a donor's interests & needs with your nonprofit 's

mission and goals o Build an annual fund donor base that renews gifts o Manage the process of raising money o Recognize planned giving benefits to your donors and to your nonprofit o Structure a successful solicitation o Respond to challenges and ethical dilemmas with professional skill.

Building a Development Team Armstrong McGuire recommends that The Support Center organize an internal Development Team to manage various aspects of its fundraising program. The Development Director cannot manage all aspects of launching an annual giving program without support.


Because The Support Center’s leadership is unable to employ additional staff to help with fundraising, Armstrong McGuire recommends that aspects of the fundraising program be divided between the following staff members:

Development Director ! Annual campaign management ! Writing proposals for lead gifts ! Gift acknowledgement and data entry ! Soliciting entry-level gifts ($1,000+) from

borrowers and self-made businesses

Chief Financial Officer ! Management and oversight of the development program*

! Soliciting major gifts ($2,500+)

Chief Executive Officer ! Soliciting lead gifts ($25,000+) ! Engaging the board in fundraising activities ! Managing government relations

Communications and Marketing Director

! Development communications collateral ! Email solicitations and online giving ! Outreach to local and regional decision-makers

Policy and Research Director

! Assistance with proposals and donor communications based on research

Vice President, Business Services and Operations

! Soliciting charitable donations from banks and credit unions that already invest in The Support Center

* Through our interviews, Armstrong McGuire learned that the current Chief Financial Officer served as interim Vice President of Development for the American Red Cross chapter in Durham. This knowledge and expertise uniquely qualifies her to provide oversight and guidance to The Support Center’s development program. Armstrong McGuire strongly recommends that the organization use her strengths and talents for fundraising.

Ongoing Counsel and Coaching Armstrong McGuire recommends that The Support Center retain ongoing fundraising counsel to work directly with the Development Director, Director of Marketing and Communications, Chief Financial Officer, and Chief Executive Officer. Because The Support Center’s fundraising program is in nascent stage, Armstrong McGuire


recommends that The Support Center hire a senior development professional with at least 10 years of experience in fundraising and direct experience with setting up a fundraising operation.

Professional Association Membership and Mentorship The Support Center’s staff should join the Association of Fundraising Professionals (AFP), the premiere professional association for nonprofit development officers. The organization should become familiar with and adopt AFP’s ethical standards, including the Code of Ethical Principles and Standards, then Accountable Nonprofit Organization, and the Donor Bill of Rights. In addition, the Development Director should participate in the Triangle Chapter’s mentorship program.


Communications Transformation

The Support Center’s current communications collateral and messages are not engaging potential donors, using corporate language and branding instead of nonprofit branding. Armstrong McGuire recommends that The Support Center invest in a new website and communications collateral that succinctly and effectively describe the organization and compel donors to give.

Understanding Case Statements To launch an annual fundraising program, The Support Center must develop a “case for giving” – messaging and communications strategies to engage donors with your work. "A case statement or case for support is the core document sitting at the center of your fundraising strategy. It explains to potential supporters what you need money for and what the benefits will be to the beneficiaries if they donate to your cause."

-- The Influential Fundraiser by Bernard Ross & Clare Segal The “case” should answer essential donor questions, including:

• Identity: What does The Support Center do? What is The Support Center’s mission in action? (Not the mission statement, but the fulfillment of The Support Center’s mission)

• Impact: Who does The Support Center serve—both directly and indirectly? What is the impact? Is there a ripple effect?

• Brief Organizational History: What gives The Support Center credibility to deliver the services it provides? Why is The Support Center the best organization to deliver these services?

• Call to Action: Why is The Support Center’s work urgent and important? Why should I give to The Support Center?

• Opportunities to Invest: How much does it cost to support the mission in action? How can you break that cost into various investment levels? What is the appropriate range of investment opportunities?


The Support Center’s Case for Giving Armstrong McGuire recommends that The Support Center use the following succinct messages to form its case for giving:

Our Programs: The Support Center provides loans and business coaching to entrepreneurs who can’t access capital in traditional ways. Our History: The Support Center was founded in 1990 on a simple premise: all people, regardless of wealth or race, should be able to launch their own businesses. The organization has loaned more than $8 million to more than 100 North Carolina entrepreneurs, creating or maintaining more than 363 jobs. Our Borrowers: The Support Center has helped more than 100 entrepreneurs build and grown their own businesses in North Carolina.


Our Nonprofit Designations: Because The Support Center is a 501(c)(3) charitable organization, 100% of your investments is tax deductible. The Support Center is also a U.S. Treasury-certified Community Development Financial Institution (CDFI), providing loans to individuals and businesses that are unable to access capital in other ways. Call to Action: Help us support the next entrepreneurs by investing in The Support Center today. Your tax-deductible donations to The Support Center allow us to loan more capital to entrepreneurs who are turned away from traditional lenders.


Developing Donor-Focused Communications Armstrong McGuire believes that The Support Center can build upon its strong communications foundation and compel donors to support the organization by adopting the following recommendations:

Start with the stories Donor communications need to appeal to the heartstrings. While The Support Center’s performance metrics and technical work are important, they are secondary to stories about the people it serves. Donors need to connect with people and feel like they are directly helping individuals achieve their dreams. One of our favorite fundraising adages is “People give to people – not institutions.” Let's lead with one of the many success stories you have. Please see borrower profiles in the appendices to see how Armstrong McGuire suggests you craft compelling stories while delivering your impact points. The Support Center needs to craft several stories with classic elements: passion, a protagonist, an antagonist, awareness of your issues, and transformation led by The Support Center.

Feature images of your borrowers Leading with pictures is very important, and we would encourage you to refrain from stock photos or photos of your events. Investing in good photography of your borrowers will make a more compelling piece. When Armstrong McGuire imagines the perfect brochure for The Support Center, we see Jackie Green on the front, holding a pan of cookies. Another option might be Ross McCarthy in front of his food truck or Ben Whisener installing some windows. Please review sample case statements in the appendices.

Reinforce your key messages Every piece of communications collateral should reinforce the key messages:

1. The Support Center is in the business of making dreams come true.

2. The Support Center helps entrepreneurs who have a dream but can’t access capital.

3. The Support Center focuses your investments on building small businesses across North Carolina.

4. Help make dreams come true by investing in The Support Center today.

Don't lose people in the details The Support Center has many moving programmatic parts, and donors will get lost in the intricacies. Armstrong McGuire encourages the Support Center to use aggregate numbers and general descriptions in its donor communications, reserving clarifying details for in-


person conversations. For example, rather than listing the 7 small business lending vehicles you have through state and federal sources, you can succinctly discuss "small business lending" in the brochure.

Make it easy to understand Armstrong McGuire wants to make it easy for donors to understand what The Support Center does. The organization uses language and acronyms that are hard to grasp for people who are not versed in financial services or community development (e.g. CDFI, PRI, service-disabled-veteran). A good rule of thumb: explain your programs in a way that the average eighth grader can understand.

Write for short attention spans While The Support Center’s work is important, Armstrong McGuire knows that donors are inundated with information from countless charities seeking their money. The Support Center’s message will get through if it can be delivered succinctly. Armstrong McGuire encourage images, bullets, and metrics. When prose is necessary—with donor stories, for example—The Support Center should use short paragraphs that do not exceed five lines of text.

Focus on The Support Center instead of partners While The Support Center’s nonprofit partners are valuable, Armstrong McGuire discourages mentioning partners by name in donor communications. Donors may get confused on which charity they are being asked to support, and The Support Center should shine in its own communications. For example, instead of saying that a borrower talked to Generations Community Credit Union, The Support Center should say that they spoke with "a local credit union that partners with The Support Center."

Think outside of the box with format The Support Center should not limit itself to a trifold. What if a quad-fold works? What about a 4-panel 8.5x11 piece? What about a square booklet? What about including a QR code with a link to a video? Armstrong McGuire recommends that The Support Center consider innovative options for donor communications.

Adopting a descriptive tagline Armstrong McGuire recommends that The Support Center use a tagline that directly clarifies the organization’s mission and programs. The current tagline uses broad terms. Potential donors might confuse the general term “support center” with human services organizations. Also, there are innumerable ways to serve, strengthen, and sustain communities, leading to confusion with other community development groups such as the North Carolina Institute for Minority Economic Development and the North Carolina Community Development Initiative.


Building an Annual Campaign

Armstrong McGuire recommends that The Support Center launch an annual leadership giving campaign that raises gifts of $1,000 or more.

Step 1: Identify the Donor Pool Armstrong McGuire recommends that The Support Center identify specific donor prospects from the following sources:

• The Board of Directors, who should lead an annual giving campaign with personally significant gifts

• Foundations, including the A.J. Fletcher Foundation, Z. Smith Reynolds Foundation, Mary Babcock Reynolds Foundation, and the Skoll Foundation

• Banks and Credit Unions, who might be motivated to give based on Community Reinvestment Act credit

• Self-made businesses, who might be motivated by a desire to “pay it forward” for other entrepreneurs


Armstrong McGuire has provided a specific list of prospects in the appendices of this report.

Step 2: Set Campaign Goal and Benchmarks Based on where The Support Center is organizationally, Armstrong McGuire recommends that the organization’s first “Open for Business, Open for Opportunity” annual campaign set a goal to raise $200,000 in $1,000+ gifts in its first year. The Support Center should use the following fundraising pyramid to guide its first annual campaign. The pyramid details the gifts needed at various giving levels, the number of prospects to solicit, and proposed giving level names for promotional materials.

Step 3: Recruit Campaign Chair Armstrong McGuire recommends that The Support Center engage a high-profile business leader as a volunteer Campaign Chair. The chair will help the organization build new funding relationships and solicit gifts for the “Open for Business, Open for Opportunity” Annual Campaign. A successful Campaign Chair for The Support Center will have all of the following qualities:

• Make a leadership gift of $2,500 or above to The Support Center • Solicit 10-15 comparably sized leadership gifts to The Support Center

• Be a self-made businessperson or entrepreneur that has achieved financial success in North Carolina

• Serve as a spokesperson for the annual campaign and for The Support Center by lending his or her personal and business name


• Be well networked in North Carolina, specifically in the entrepreneurship and start-up communities

• Have connections to one or more of The Support Center’s donor pools (banks and credit unions, self-made business, borrowers, and foundations)

• Advise The Support Center’s staff on fundraising prospects and solicitation techniques

• Host donor cultivation events at his or her home or office • Assist with recruitment of Campaign Leadership Council members

Step 4: Recruit Campaign Leadership Council Armstrong McGuire recommends that The Support Center, working with the Campaign Chair, engage 5-7 volunteer leaders to join the Campaign Leadership Council. Successful Campaign Leadership Council members for The Support Center will need to perform all of the following duties:

• Lend Name. Campaign Leadership Council members will agree to allow the organization to use their name in all public relations materials and in solicitation of key prospects across North Carolina.

• Spokesperson. Campaign Leadership Council members members need to speak positively about The Support Center and the campaign, and be prepared to answer questions they may be asked.

• Open Doors. After agreeing to serve on the Campaign Leadership Council, members will review the prospect list and indicate those with whom they can arrange a meeting. They will also suggest 10-15 new prospects in their own networks. Ideally, Campaign Leadership Council members will also attend donor engagement meetings with The Support Center’s staff.

• Gift. Each Steering Committee member will make a gift up to his or her financial ability at a minimum of $1,000 annually.

Campaign Leadership Council members should be reflect or have access to The Support Center’s donor pools (banks and credit unions, self-made business, borrowers, and foundations).

Step 5: Execute Board Campaign Armstrong McGuire recommends that The Support Center execute a targeted board campaign. Led by the Board Chair—who should make a leadership gift of at least $1,000—each member of The Support Center’s Board of Directors should be individually asked to make a gift of $1,000 and above and to raise at least $10,000 from his or her networks.


Board campaign asks should be individualized, done one-on-one in a lunch setting or meeting, and should include a specific ask amount. Each board member should be expected to make a personally significant gift to The Support Center. The Support Center needs to enter into lead gift solicitations being able to say that 100% of the board has made a personally significant gift to the organization.

Step 6: Develop campaign materials and infrastructure Armstrong McGuire recommends that The Support Center develop the following materials in preparation of the “Open for Business, Open for Opportunity” Annual Campaign:

• Case statement: The Support Center needs to develop a printed brochure that can be shared with donors to engage them to give. Armstrong McGuire recommends that The Support Center use the “case for giving” language and recommendations outlined in this report. Two sample case statements are included in the appendices.

• Reply card and envelope: The Support Center needs to develop a reply card that captures donor contact information, outlines methods of giving, and provides an envelope to send a gift to the organization.

• Recognition gift: The Support Center needs to develop a business appropriate gift to thank donors for major gifts. Armstrong McGuire recommends that The Support Center develop lapel pins reserved only for $1,000+ donors and an office-ready donor acknowledgement piece for $2,500 donors. Ideas for office-ready pieces include a plaque, paperweight, or coaster that can be displayed in the donor’s office.

• Donor database: The Support Center needs to build a customer relationship management solution to track donors and donor prospects. Armstrong McGuire recommends that The Support Center look into purchasing a cloud-based solution like eTapestry, Boomerang, or NonProfitEasy that costs no more than $100 per month.

Step 7: Solicit lead gifts Armstrong McGuire recommends that The Support Center solicit lead gifts of $25,000 or more prior to going public with the “Open for Business, Open for Opportunity” Annual Campaign. Based on our interviews, The Support Center should solicit PNC Bank, it’s largest financial institution partner, and one of several foundation partners to serve as lead sponsors of the campaign. The lead gifts should be solicited as challenge or matching gifts with the donors providing $10,000 as an outright gift and matching all other contributions up to $15,000.


Executing an Annual Campaign

Armstrong McGuire recommends that after The Support Center completes all activities to build the “Open for Business, Open for Opportunity” Annual Campaign, it execute a campaign through the following steps:

Kickoff event Armstrong McGuire recommends that The Support Center announce the “Open for Business, Open for Opportunity” at its annual Small Business Luncheon. The Campaign Chair should announce the campaign and goal, acknowledge Campaign Leadership Cabinet members, and invite those in attendance to donate to the campaign. Campaign materials should be made available for all those in attendance.

Prospecting with volunteers Armstrong McGuire recommends that The Support Center staff engage the Campaign Chair and Campaign Leadership Council in a prospecting session to accomplish the following:

• Reviewing The Support Center’s prospect list to identify which volunteers have relationships with each

• Identifying 5-10 new prospects from each volunteer

To develop new prospects, volunteers should be asked to review their networks in the following categories:

• Business associates • Friends and neighbors • Family members • Classmates and alumni networks • Church and synagogue • Social clubs and fraternities • People who owe them a favor

The Support Center’s staff should record each volunteer’s prospect relationships in its customer relationship management solution and manage the volunteers in soliciting each prospect within a set time frame—typically three to six months.

Donor solicitation strategies Armstrong McGuire recommends that The Support Center staff work with each volunteer to develop the most effective solution to solicit each prospect. Solicitation strategies may include, but are not limited to:

• Volunteers making their own solicitations without The Support Center staff


• The Support Center staff making solicitations, referencing the volunteers’ names • Volunteers arranging meetings with donor prospects for The Support Center’s

staff • Volunteers hosting private events such as a business luncheon or social event for

prospects

Committee meetings and benchmarking Armstrong McGuire recommends that The Support Center convene the Campaign Leadership Council monthly during the campaign to track fundraising solicitation progress. Led by the Campaign Chair, the meetings should be short—no more than 75 minutes—and focus solely on solicitations and campaign progress.

Donor acknowledgement Armstrong McGuire recommends that The Support Center send donor acknowledgement letters to each donor within 48 hours of receipt. Armstrong McGuire also recommends that all donors be given a thank-you call from the CEO and personal delivery of any acknowledgement pieces, such as lapel pins or plaques, within one month of each gift.

Recognition Event Armstrong McGuire recommends that The Support Center host an end-of-campaign recognition event to announce the campaign’s fundraising performance and thank the Campaign Chair, Campaign Leadership Council, and major donors for their support. This event should feature a successful borrower and provide The Support Center with an opportunity to publicly announce its fundraising success.

Rinse and repeat Immediately after completing the first “Open for Business, Open for Opportunity” campaign, The Support Center should repeat all steps to begin launching the next year’s campaign.


Program Changes to Support Fundraising

Startup Diversity research Armstrong McGuire recommends that The Support Center’s research function shift to enterprising research on diversity among North Carolina’s entrepreneurs, specifically in the startup sector. Donor prospects have shared that this research would spark their interest in investing in The Support Center. By discussing the lack of diversity in the startup community, The Support Center will strengthen its case for giving by demonstrating a key need in the state’s economy. Shifting this research will also allow The Support Center to engage startups and business incubators as potential donors. This research will likely resonate with foundation donors like the A.J. Fletcher Foundation and corporate donors like the American Tobacco Campus. After conducting the research, The Support Center should release it to statewide media and share it individually with the aforementioned donor prospects. Examples of national research that The Support Center should emulate include:

• Insight: Tech start-ups show little imagination on board gender diversity (Reuters, 12/6/13)

• Do Tech Startups Need More Diversity? (NPR, 2/26/14) • On Startup Boards, Laziness And Bias Trounces Gender Diversity (Forbes,

1/21/13) The Support Center should also consult the NewME Accelerator as a model for engaging donors in the discussion of diversity in the startup movement. The fundraising opportunity: Armstrong McGuire recommends that The Support Center approach major donor prospects, particularly foundations, to fund this research and implement programs that increase the number of women, minorities, and rural entrepreneurs in the startup community.

Entrepreneurship events Armstrong McGuire recommends that The Support Center drastically raise its profile across North Carolina by hosting annual entrepreneurship events in each of North Carolina’s five major media markets: Charlotte, Greensboro/Winston-Salem/High Point, Greenville/Washington/New Bern, Wilmington, and Raleigh/Durham Fayetteville.


The Support Center’s entrepreneurship events should allow the public to pitch business ideas and get input from the organization’s board and staff. The Support Center could also add a competitive element that would allow the best pitch to win start-up funding and free business coaching from the organization’s staff. Examples of entrepreneurship events that The Support Center should emulate include:

• Startup Weekend • San Francisco Pitch 2013 • Startup Pitch Night

The fundraising opportunity: Armstrong McGuire recommends that The Support Center approach major corporate donors, particularly banks and credit unions, to sponsor these entrepreneurship events across the state. The Support Center should also partner with television and radio stations in each market to increase exposure and provide additional value to event sponsors.

Outreach and external relations plan Armstrong McGuire recommends that The Support Center launch a comprehensive outreach and external relations plan that ensures that the organization build relationships with the following entities and leaders within its service area:

• Legislators • Local elected officials, including mayors, city councilors, and county

commissioners • Local chambers of commerce • Local and regional economic development agencies • Local community foundations • Local newspaper editorial boards


The fundraising opportunity: Armstrong McGuire recommends that The Support Center approach local community foundations to fund entrepreneurship efforts in their community. This approach will only work after relationships have been built with key local leaders.


Appendix 1: Borrower Stories

Jackie Green, Sweet Cheeks Bakery Baking is Jackie Green’s calling. Just one taste one of her red velvet cupcakes will quickly show you why The Support Center was excited to help Jackie achieve her entrepreneurial dreams. Using generations-old family recipes, Jackie started a small pastry business out of her home kitchen, using a conventional oven. Within a few years, Jackie's cookies, cupcakes, and pies gained media coverage, and her phone rang with hundreds of orders. Jackie kept up with the demand, but two phone calls would change her life. Whole Foods and Ben & Jerry's, two of the world’s largest food brands, wanted to place Jackie's baked goods in their stores. Jackie's good work was being recognized, but it posed a business challenge. She couldn't fulfill those big orders using her home oven. Jackie needed to purchase more equipment to keep up with demand, but she didn't have the cash to do it quickly. Jackie went to her local bank, but they turned her down for a loan to purchase a commercial oven. Jackie simply didn't have the collateral required as banks have tightened their lending standards. Without a traditional bank, how could Jackie keep her Whole Foods and Ben & Jerry's contracts? That's where The Support Center came in. The Support Center helped Jackie’s business dreams come true. Despite being turned down by her bank, Jackie qualified for a TSC-backed loan from her credit union—$40,000 for that commercial oven. Business with the national chains went so well that Jackie needed to expand her operations, and The Support Center provided her with a $160,000 loan to open a storefront bakery.


Thanks to donors like you, Sweet Cheeks Bakery is thriving in Apex. Orders are at an all-time high, press coverage keeps coming, and 5 people have a job. Most importantly, Jackie is achieving her dream. Help us support the next Jackie Green by investing in The Support Center today.


Natassia Heweitt, Remedy Hair Hair is Natassia Hewitt's calling. Women across the Research Triangle were running to Remedy Hair, Natassia's salon outside of Durham, for the latest styles. Pretty soon, her business grew faster than her space could hold. There simply wasn't room for the customers who came in the door—a testament to her good work, but a problem for any business owner. She didn't have the cash on hand to expand her space, hire new stylists, and purchase new hair dryers, chairs and sinks. Natassia went to her local bank, but she was turned down for a business loan because she had not been in business long enough. She wanted to keep her new customers, but what could Natassia do? That's where The Support Center came in. The Support Center helped Natassia’s business dreams come true. Natassia found out about The Support Center's programs at her local credit union. After meeting with the branch manager and completing a business plan, she was approved for a $20,000 loan. As a result of funding from The Support Center, she was able to create two new positions, an administrative assistant and a hair stylist, and she currently employs a staff of five. Help us support the next Natassia Hewitt by investing in The Support Center today.


Shirley Stokes, Health Care Options of the East Service is Shirley Stokes' calling. As the co-owner of Health Care Options of the East, Shirley built one of the state's largest non-medical home care agencies. Her passion for helping elderly and disabled residents stay in their homes not only helped individuals, but it grew Eastern North Carolina's economy. Shirley was successful, but she wasn't immune to the economic crisis. In 2011, Shirley was on the verge of closing one of her three offices in Wilson, which would mean 12 home health aides would lose their jobs. Shirley didn't want to close the office, but cash-flow options were limited. She tried to obtain a loan from a regional bank, but she was turned down because had been in business for less than five years. How could she keep her business afloat without layoffs? That's where The Support Center came in. The Support Center helped Shirley’s business dreams come true. Shirley shared her situation with her local credit union, which qualified her for loan funding from The Support Center. Shirley got the loan she needed to keep the office open and all 102 of her team members employed. Shirley has since paid off the loan and has been approved for a second. Help us support the next Shirley Stokes by investing in The Support Center today.


Appendix 2: Major Donor Prospect Lists

Armstrong McGuire presents the following resources for The Support Center to supplement our fundraising recommendations.

State-recognized Historically Underutilized Businesses (HUBs) There are more than 2,000 Historically Underutilized Businesses (HUBs) registered with the State of North Carolina that are not classified as small businesses. Armstrong McGuire recommends that The Support Center solicit all large HUBs. Attached to this report is an Excel spreadsheet with 643 donor prospects.

Federally-chartered holding companies Armstrong McGuire recommends that The Support Center engage the following banks in its annual campaign: Company Name Headquarters 1st Financial Services Corporation 101 Jack St.

Hendersonville, NC 28792 Phone: (828) 697-3100

AB&T Financial Corporation Post Office Box 1099 Gastonia, NC 28053 Phone: (704) 867-5828

American National Bankshares, Inc. 628 Main St. Danville, VA 24541 Phone: (434) 792-5111

ASB Bancorp, Inc. 11 Church St. Asheville, NC 28801 Phone: (828) 254-7411

Bank of America Corporation 100 North Tryon St. Charlotte, NC 28255 Phone: (980) 386-5000

Bank of the Carolinas Corporation Post Office Box 129 135 Boxwood Village Drive Mocksville, NC 27028 Phone: (336) 751-5755

BB&T Corporation 200 West Second Street, Post Office Box 1290 Winston-Salem, NC 27101 Phone: (336) 733-2400


BNC Bancorp 3890 Premier Dr., Suite 210 High Point, NC 27265 Phone: (336) 476-9200

Capital Bank Financial Corporation 121 Alhambra Plaza, Suite 1601 Coral Gables, FL 33134 Phone: (305) 670-0200

Carolina Bank Holdings, Inc. Post Office Box 10209 Greensboro, NC 27404 Phone: (336) 288-1898

CB Financial Corporation 3710 Nash St., North Wilson, NC 27896 Phone: (252) 243-5588

F & M Financial Corporation 221 N.Main St. Salisbury, NC 28144 Phone: (704) 633-1772

Fidelity BancShares (N.C.), Inc. Post Office Box 8 Fuquay-Varina, NC 27526 Phone: (919) 552-2242

Fifth Third Bancorp 38 Fountain Square Plaza Cincinnati, OH 45263 Phone: (513) 534-4300

First Bancorp 200 SW Broad Street Southern Pines, NC 28387 Phone: (910) 576-6171

First Carolina Financial Services 171 N. Winstead Ave. Rocky Mount, NC 27804 Phone: (252) 451-2971

First Citizens BancShares, Inc. Post Office Box 27131 Raleigh, NC 27611-7131 Phone: (919) 716-7541

First Community Bancshares, Inc. Post Office Box 989 Bluefield, VA 24605 Phone: (276) 326-9000

First South Bancorp, Inc. Post Office Box 2047 1311 Carolina Ave. Washington, NC 27889 Phone: (252) 946-4178

FNB United Corp. 150 S. Fayetteville Street Asheboro, NC 27203 Phone: (336) 626-8300

Four Oaks Fincorp, Inc. 6114 U.S. 301 South, Post Office Box 309 Four Oaks, NC 27524 Phone: (919) 963-2177

High Point Bank Corporation Post Office Box 2270 High Point, NC 27261 Phone: (336) 881-3300


J.P. Morgan Chase & Co. 4 Chase Metrotech Center, Floor 15 Brooklyn, NY 11245 Phone: (718) 242-4048

KS Bancorp Post Office Box 661 1031 N. Brightleaf Blvd. Smithfield, NC 27577 Phone: 919-938-3101

Live Oak Bancshares, Inc. 1741 Tiburon Rd. Wilmington, NC 28403 Phone: (910) 790-5867

M&F Bancorp, Inc. 2634 Durham-Chapel Hill Blvd. Post Office Box 1932 Durham, NC 27707 Phone: (919) 687-7800

Macon Bancorp Post Office Box 1559 Franklin, NC 28744 Phone: 828-524-7000

New Century Bancorp, Inc. Post Office Box 1988 Dunn, NC 28335 Phone: (910) 892-7080

NewBridge Bancorp 1501 Highwoods Blvd. Suite 400 Greensboro, NC 27410 Phone: (336) 369-0900

North State Bancorp 6204 Falls of Neuse Rd. Raleigh, NC 27609 Phone: (919) 855-9925

Oak Ridge Financial Services, Inc. Post Office Box 2 221 Oak Ridge Rd. Oak Ridge, NC 27310-0002 Phone: (336) 644-1245

Paragon Commercial Corporation 3535 Glenwood Ave. Raleigh, NC 27612 Phone: (919) 788-7770

Park Sterling Corporation 1043 E Morehead St., Suite 201 Charlotte, NC 28204 Phone: (704) 323-4238

Peoples Bancorp of North Carolina, Inc.

Post Office Box 467 Newton, NC 28658-0467 Phone: 828-464-5620

Piedmont Community Bank Holdings, Inc.

3600 Glenwood Ave., Suite 300 Raleigh, NC 27612 Phone: (919) 659-9000

Premara Financial, Inc. 13024 Ballantyne Corporate Place, Suite 100 Charlotte, NC 28277 Phone: (704) 752-9292


Regions Financial Corporation 1900 Fifth Ave., North Birmingham, AL 35203 Phone: (205) 326-7206

SCBT Financial Corporation 520 Gervais St. Columbia, SC 29201 Phone: (800) 277-2175

Select Bancorp, Inc. 3600 Charles Blvd. Greenville, NC 27858 Phone: (252) 353-5730

South Street Financial Corp. Post Office Box 489 Albemarle, NC 28002 Phone: 704-982-9184

Southern BancShares (N.C.), Inc. Post Office Box 729 Mount Olive, NC 28365 Phone: (919) 658-7000

Square 1 Financial, Inc. 406 Blackwell St., Suite 240 Durham, NC 27701 Phone: (910) 597-7469

SunTrust Bank Holding Company 200 South Orange Ave. Orlando, FL 32801 Phone: (404) 813-6735

Surrey Bancorp 199 N. Renfro St., P. O. Box 1227 Post Office Box 1227 Mount Airy, NC 27030 Phone: (336) 783-3900

TD Bank US Holding Company P. O. Box 9540 Portland, ME 04112 Phone: (207) 535-3805

The Bank of Nova Scotia One Liberty Plaza, 165 Broadway, 26th Fl. New York, NY 10006 Phone: (212) 225-5085

The PNC Financial Services Group, Inc.

One PNC Plaza, 249 Fifth Ave. Pittsburgh, PA 15222-2707 Phone: (412) 762-6369

TrustAtlantic Financial Corporation 4801 Glenwood Ave., Suite 500 Raleigh, NC 27612 Phone: (919) 844-1699

United Community Banks, Inc. Post Office Box 398 Blairsville, GA 30514 Phone: (706) 745-2151

Uwharrie Capital Corp Post Office Box 338 Albemarle, NC 28002 Phone: 704-983-6181

VantageSouth Bancshares, Inc. 3600 Glenwood Ave. Raleigh, NC 27615 Phone: (919) 659-9000


Wells Fargo & Company 420 Montogomery St. San Francisco, CA 94104 Phone: 612-667-2350

Yadkin Financial Corporation Post Office Box 888 Elkin, NC 28621 Phone: (336) 526-6300


State-regulated banks Armstrong McGuire recommends that The Support Center engage the following banks in its annual campaign: Company Name Headquarters AAFMAA Wealth Management & Trust LLC Richard J. Convy CPA, Chartered :10/1/2012

639 Executive Place Suite 200 Fayetteville, NC 28305 Phone: 910-307-3500 Fax: 910-307-3599

Alliance Bank & Trust Company Don Harrison Chartered :9/8/2004

292 W. Main Avenue Gastonia, NC 28052 Phone: (704) 865-1634 Fax: (704) 867-6155

Aquesta Bank James C. Engel Jr. Chartered :8/1/2006

19510 Jetton Rd. Post Office Box 700 Cornelius, NC 28031 Phone: (704) 439-4343 Fax: (704) 439-4344

Asheville Savings Bank, SSB Suzanne S. DeFerie Chartered :3/1/1936

11 Church St. Asheville, NC 28801 Phone: (828) 254-7411 Fax: (828) 252-1512

Bank of Commerce Wesley W. Sturges Chartered :2/7/2006

100 Queens Rd. Charlotte, NC 28204 Phone: (704) 971-7000 Fax: (704) 971-7011

Bank of North Carolina Richard D. Callicutt II Chartered :12/3/1991

831 Julian Ave. Thomasville, NC 27360 Phone: (336) 869-9200 Fax: (336) 841-1118

Bank of Oak Ridge Ronald O. Black Chartered :4/10/2000

2211 Oak Ridge Rd. Oak Ridge, NC 27310 Phone: (336) 644-9944 Fax: (336) 644-6644

Bank of the Carolinas Stephen R. Talbert Chartered :12/7/1998

135 Boxwood Village Dr. Mocksville, NC 27028 Phone: (336) 751-5755 Fax: (336) 751-4222

Black Mountain Savings Bank, SSB M. Wendell Begley Chartered :4/4/1923

200 E State St. Black Mountain, NC 28711 Phone: (828) 669-7991 Fax: (828) 669-6974


blueharbor bank Joe I. Marshall Jr. Chartered :1/8/2008

106 Corporate Park Dr. Mooresville, NC 28117 Phone: (704) 662-7700 Fax: (704) 799-7096

Boys, Arnold Trust Company Thomas C. Arnold Chartered :11/1/2000

1272 Hendersonville Rd. Post Office Drawer 5277 Asheville, NC 28803 Phone: (828) 274-1542 Fax: (828) 274-9233

Branch Banking and Trust Company Kelly S. King Chartered :1/1/1872

200 W. Second St. Winston-Salem, NC 27101 Phone: (336) 733-2000 Fax: (336) 733-2279

CapStone Bank Michael S. Patterson Chartered :8/1/2006

4505 Falls of Neuse Rd., Suite 150 Raleigh, NC 27609 Phone: (919) 256-6800 Fax: (919) 871-1031

Carolina Bank Robert T. Braswell Chartered :10/1/1997

101 N Spring St. Greensboro, NC 27401 Phone: (336) 288-1898 Fax: (336) 387-4359

Carolina Premier Bank John S. Kreighbaum Chartered :8/29/2007

13024 Ballantyne Corporate Place, Suite 100 Charlotte, NC 28277 Phone: (704) 752-9292 Fax: (704) 697-5080

Carolina Trust Bank Jerry Ocheltree Chartered :12/8/2000

901 E Main St. Lincolnton, NC 28092 Phone: (704) 735-1104 Fax: (704) 735-1258

Coastal Bank & Trust W. Keith Betts Chartered :4/13/2009

2414 N. Marine Blvd. Jacksonville, NC 28546 Phone: (910) 577-3200 Fax: (910) 577-3211

Cornerstone Bank Norman B. Osborn Chartered :3/15/2000

3710 Nash St. N Wilson, NC 27896 Phone: (252) 243-5588 Fax: (252) 243-7811

Davenport Trust Company Eddie Eddins Chartered :1/1/2010

628 Green Valley Rd., Suite 410 Greensboro, NC 27408 Phone: (804) 780-2119 Fax: (804) 549-4319

Farmers & Merchants Bank J. Steven Fisher Chartered :7/15/1909

138 N Salisbury Ave. Granite Quarry, NC 28072 Phone: (704) 633-1772 Fax: (704) 633-7705


First Bank Richard H. Moore Chartered :8/23/1935

300 SW Broad Street Southern Pines, NC 28387 Phone: (910) 576-6171 Fax: (910) 576-0662

First Carolina Bank Ronald A. Day Chartered :11/29/2000

171 N Winstead Ave. Rocky Mount, NC 27804 Phone: (252) 937-2152 Fax: (252) 937-4567

First South Bank Bruce Elder Chartered :4/7/1997

1311 Carolina Ave. Washington, NC 27889 Phone: (252) 946-4178 Fax: (252) 946-5909

First-Citizens Bank & Trust Company Ed Willingham Chartered :1/1/1893

239 Fayetteville St. Mall Post Office Box 27131 Raleigh, NC 27611 Phone: (919) 716-7520 Fax: (919) 716-2844

Forest Commercial Bank John D. Kimberly Chartered :3/5/2008

1127 Hendersonville Rd. Asheville, NC 28803 Phone: (828) 255-5711 Fax: (828) 255-5713

Four Oaks Bank & Trust Company Ayden R. Lee Jr. Chartered :6/24/1912

6144 US 301 S Four Oaks, NC 27524 Phone: (919) 963-2177 Fax: (919) 963-2768

Franklin Street Trust Company M. Rex Teaney II Chartered :9/20/1993

1450 Raleigh Rd., Suite 300 Chapel Hill, NC 27517 Phone: (919) 489-2600 Fax: (919) 490-4415

Great State Bank C. Greg Edwards Chartered :7/2/2008

1422 US Hwy. 421 Business Wilkesboro, NC 28697 Phone: (336) 903-4948 Fax: (336) 990-0949

Hertford Savings Bank, SSB Vivian D. Sutton Chartered :1/1/1923

121 N Church St. Hertford, NC 27944 Phone: (252) 426-5403 Fax: (252) 426-5279

High Point Bank and Trust Company Mark L. Williamson Chartered :9/2/1905

300 N Main St. High Point, NC 27261 Phone: (336) 881-3210 Fax: (336) 885-2030

Home Savings Bank of Albemarle, SSB David L. Smith Chartered :1/1/1911

103 N Second St. Post Office Box 489 Albemarle, NC 28001 Phone: (704) 982-9184 Fax: (704) 983-1308


Investors Trust Company Stephen E Pike Chartered :2/17/2004

121 N Columbia St. Chapel Hill, NC 27514 Phone: (919) 968-2200 Fax: (919) 968-4880

Jackson Savings Bank, SSB Phyllis Morgan Chartered :1/1/1955

741 W Main St. Post Office Box 757 Sylva, NC 28779 Phone: (828) 586-2451 Fax: (828) 586-2055

KS Bank, Inc. Harold T. Keen Chartered :4/28/1924

1031 Brightleaf Blvd. Smithfield, NC 27577 Phone: (919) 938-3101 Fax: (919) 938-2681

Live Oak Banking Company James S. Mahan III Chartered :5/12/2008

1741 Tiburon Dr. Wilmington, NC 28412 Phone: (910) 790-5867 Fax: (910) 790-5868

Lumbee Guaranty Bank Larry R. Chavis Chartered :12/22/1971

403 E Third St. Pembroke, NC 28372 Phone: (910) 521-9707 Fax: (910) 521-6102

Macon Bank, Inc. Roger D. Plemens Chartered :1/1/1922

220 One Center Ct. Franklin, NC 28734 Phone: (828) 524-7000 Fax: (828) 524-6590

Mechanics and Farmers Bank Kim D. Saunders Chartered :8/8/1908

116 W. Parrish Street Durham, NC 27701 Phone: (919) 687-7800 Fax: (919) 687-7821

Morganton Savings Bank, S.S.B. Michael P. Ayotte Chartered :6/6/2012

100 South King St. Morganton, NC 28680 Phone: (828) 437-1426 Fax: (828) 437-1430

Mount Gilead Savings and Loan Association Albert F. Johnson Chartered :1/1/1914

Post Office Box 97 Mount Gilead, NC 27306 Phone: (910) 439-6165 Fax: (910) 439-4811

Nantahala Bank & Trust Company Timothy Shawn Hubbs Chartered :10/4/2004

120 Siler Rd. Franklin, NC 28734 Phone: (828) 369-2265 Fax: (828) 349-9559

New Century Bank William L. Hedgepeth II Chartered :5/24/2000

700 W Cumberland St. Dunn, NC 28334 Phone: (910) 892-7080 Fax: (910) 892-8059


NewBridge Bank Pressley A. Ridgill Chartered :7/5/1949

1501 Highwoods Boulevard Greensboro, NC 27410 Phone: (336) 242-6215 Fax: (336) 242-6422

NewDominion Bank C. John Hipp, III Chartered :1/10/2005

1111 Metropolitan Ave. Post Office Box 37389 Charlotte, NC 28204 Phone: (704) 335-4030 Fax: (704) 335-4028

North State Bank Larry D. Barbour Chartered :6/1/2000

6204 Falls of Neuse Rd. Raleigh, NC 27609 Phone: (919) 855-9925 Fax: (919) 855-9929

Old North State Trust, LLC Denis R. de St. Aubin Chartered :2/2/2004

106 W Raleigh St. Post Office Box 378 Siler City, NC 27344 Phone: (919) 663-3996 Fax: (919) 663-3254

Oldtown Bank Charles D. Umberger Chartered :9/10/2007

2045 S Main St. Waynesville, NC 28786 Phone: (828) 456-3006 Fax: (828) 456-4088

Paragon Commercial Bank Robert C. Hatley Chartered :5/10/1999

3535 Glenwood Ave. Raleigh, NC 27612 Phone: (919) 788-7770 Fax: (919) 788-7755

Park Sterling Bank James C. Cherry Chartered :10/25/2006

1043 E Morehead St., Ste 201 Charlotte, NC 28204 Phone: (704) 716-2134 Fax: (704) 716-2138

Peoples Bank Lance A. Sellers Chartered :1/1/1912

518 W C St. Newton, NC 28658 Phone: (828) 464-5620 Fax: (828) 465-6780

Piedmont Trust Company R. Thomas Mayes Jr. Chartered :1/1/2004

701 Green Valley Rd Suite 300 Greensboro, NC 27408 Phone: (336) 274-5471 Fax: (336) 704-9853

Premier Commercial Bank Francis X. Gavigan Jr. Chartered :5/12/2008

701 Green Valley Rd., Suite 102 Greensboro, NC 27408 Phone: (336) 323-1115 Fax: (336) 323-1113


Providence Bank John A. Barker Chartered :3/14/2006

450 North Winstead Ave., P. O. Box 7727 Rocky Mount, NC 27804 Phone: (252) 443-9477 Fax: (252) 443-9242

Roanoke Rapids Savings Bank, SSB Ed Jackson Chartered :1/1/1914

325 Becker Dr. Roanoke Rapids, NC 27870 Phone: (252) 537-8061 Fax: (252) 537-8431

Roanoke Valley Savings Bank, SSB J. William Gossip Chartered :1/1/1929

828 Roanoke Ave. Roanoke Rapids, NC 27870 Phone: (252) 537-6146 Fax: (252) 537-0977

Roxboro Savings Bank, SSB Jane D. Long Chartered :1/1/1923

313 S Main St. Roxboro, NC 27573 Phone: (336) 599-2137 Fax: (336) 597-5037

Select Bank & Trust Company Mark A. Holmes Chartered :8/3/2004

3600 Charles Blvd. Greenville, NC 27858 Phone: (252) 353-5730 Fax: (252) 353-8417

Sound Banking Company S. Phillip Collins Chartered :9/4/2001

5039 Executive Dr. Morehead City, NC 28557 Phone: (252) 727-5558 Fax: (252) 727-5559

Southern Bank and Trust Company J. Grey Morgan Chartered :1/29/1901

100 N Center St. Mount Olive, NC 28365 Phone: (919) 658-7000 Fax: (919) 658-7065

Square 1 Bank Douglas H. Bowers Chartered :8/8/2005

406 Blackwell St., Suite 240 Durham, NC 27701 Phone: (919) 314-3040 Fax: (919) 314-3080

Surrey Bank & Trust Edward C. Ashby III Chartered :7/22/1996

145 N Renfro St. Mount Airy, NC 27030 Phone: (336) 719-2310 Fax: (336) 789-3687

Tarboro Savings Bank, SSB Ann G. Winstead Chartered :9/22/1906

501 Main St. Tarboro, NC 27886 Phone: (252) 823-3116 Fax: (252) 823-0513

Taylorsville Savings Bank, SSB Timothy H. Keever Chartered :4/1/1921

107 Main Ave. Dr. Taylorsville, NC 28681 Phone: (828) 632-4228 Fax: (828) 632-0065


The Fidelity Bank Mary W. Willis Chartered :10/10/1909

100 S Main St. Fuquay-Varina, NC 27526 Phone: (919) 552-2242 Fax: (919) 362-1968

the little bank, incorporated Vincent Robert Jones Chartered :11/9/1998

1101 W Vernon Ave. Kinston, NC 28501 Phone: (252) 939-3900 Fax: (252) 939-1255

The Trust Company of the South William H. Smith Chartered :8/28/1981

3041 S Church St. Burlington, NC 27215 Phone: (336) 538-1000 Fax: (336) 538-1010

TrustAtlantic Bank James A. Beck Chartered :5/22/2000

4801 Glenwood Ave. Raleigh, NC 27612 Phone: (919) 844-1698 Fax: (919) 277-8701

Union Bank & Trust Company Thomas M. Combs Chartered :4/3/2006

108 College St. Oxford, NC 27565 Phone: (919) 603-5030 Fax: (919) 603-5130

VantageSouth Bank Scott M. Custer Chartered :12/31/1998

1005 High House Rd Cary, NC 27513 Phone: (919) 467-7400 Fax: (919) 467-1024

Wakefield Trust Company Anna Spangler Nelson Chartered :1/3/2000

1110 E Morehead St. Charlotte, NC 28204 Phone: (704) 372-4500 Fax: (704) 372-8978

Yadkin Bank Joseph H. Towell Chartered :10/16/1968

110 W Market St. Elkin, NC 28621 Phone: (336) 526-6300 Fax: (336) 835-8858


Credit unions Armstrong McGuire recommends that The Support Center engage the following credit unions in its annual campaign: Company Name Headquarters Allegacy Federal Credit Union

1691 Westbrook Plaza Drive Winston-Salem, NC 27103 (336) 774-3400

Coastal Federal Credit Union 1000 Saint Albans Drive Raleigh, NC 27609 (919) 420-8000

Local Government Federal Credit Union

Quorum Center 323 West Jones Street, Suite 600 Raleigh, NC 27603 (919) 755-0534

Marine Federal Credit Union 4180 Western Boulevard Jacksonville, NC 28546 910) 577-7333

State Employees Credit Union SECU Foundation PO Box 27665 Raleigh, NC 27611-7665 (919) 839-5000

Truliant Federal Credit Union

3200 Truliant Way Winston-Salem, NC 27103 (336) 659-1955


Appendix 3: Case Statement Samples

Armstrong McGuire presents the following case statements for The Support Center to supplement our fundraising recommendations:

• University of North Carolina at Chapel Hill Division of Student Affairs • Camp Oak Hill (written by Armstrong McGuire)

A CAMPAIGN TO PURPOSELY STEWARD THE RESOURCES OF CAMP OAK HILLATTRACT GROW SUSTAIN

GOD PLANTS SEEDS

Camp Oak Hill is building the foundation for Christian leadership.

Over the next four decades Camp Oak Hill became known as a fun-filled, Christian-based summer camp. A place where the focus is clear and the mission—to make Christ known by lovingly presenting Him through God’s Word, Godly example, servant leadership, and building relationships in the camp setting— is lived out every day. With Christ as the model, campers learn how to become servant leaders in schools, communities, and in our world.

Today, Camp Oak Hill continues to plant seeds in the next generation of Christian leaders.

IN 1973 THE DOORS OF OAK HILL HIGH SCHOOL IN GRANVILLE COUNTY CLOSED AND GOD PLANTED A SEED IN THE HEART OF A RALEIGH BUSINESS MAN, GREGORY POOLE, JR., WHICH WOULD LEAD HIM TO DREAM ABOUT WHAT THIS VACATED PROPERTY COULD BECOME.

Leadership Program Growth

Number of Campers

Includes ACE, LIT, CAP and the new middle school leadership program (YLP) added in 2013

0 20 40 60 80 140120100

123

52

60136%

2013

2012

2011

ATTRACT GROW SUSTAIN

At Camp Oak Hill, we believe so strongly in our mission that we want to attract even more kids to camp. Allowing our programs to grow to full capacity offers more resources to sustain the ministry and to share the impact of Christ’s life-changing love.

Number of Campers (Beds)*capacity

Projected

Actual

0

CAMP HAS BEEN BLESSED WITH STEADY ENROLLMENT IN SUMMER CAMP. MORE CAMPERS= MORE IMPACT!

83% of all Christians make their commitment to Jesus between the ages of 4 and 14.—International Bible Society

200 400 600 800 1000 1200 1400

Yearly Camper Enrollment Growth

1330*

1035

1160

856

738

1276

924

2018

2015

2017

2014

2016

2013

2012

FACILITIES SUPPORT THE PROGRAMS

Camp Oak Hill is no different. The Board of Directors completed a thorough and strategic master site planning process to determine the best use of the land and facilities.

Knowing that feedback from parents and campers consistently cited water activities as most critical to the camp experience, the Board placed the greatest priority on replacing the original Camp swimming pool and completing the waterfront area of the new lake. In addition, the Board chose to upgrade the facilities most central to all campers—the dining hall and legacy cabin bathrooms.

Projected Attract Grow Sustain Budget

*$103,112 was already committed at the launch of this campaign.

THE STRONGEST CAMP PROGRAMS ARE DYNAMIC— CONSTANTLY CHALLENGING ITS LEADERSHIP TO PROVIDE THE HIGHEST QUALITY PROGRAMS TO SUPPORT ITS MISSION.

I want to be here because I get to have fun and learn about God at the same time.—Camper, Age 10

Rebuilding the swimming pool $391,603

Modernizing the waterfront $250,167

Dining Hall and bathroom upgrades $164,500

Campaign expenses, etc. $50,000

TOTAL INVESTMENT $856,270*

THE IMPACT POOL

� Better accommodate swimmers of all ages and abilities� More activity areas (vortex slide, volleyball, basketball,

rain tunnel)� Increased camper engagement� More diverse programming for camp-wide activities� Diverse depths that will maximize the overall pool usage� Saltwater system to help with camper allergies

Fun for a weekRelationships for a lifetime

TO ADDRESS THE CRITICAL NEED OF THE AGING AQUATICS FACILITIES, THE NEW POOL WILL OFFER THE FOLLOWING BENEFITS:

THE IMPACT WATERFRONT

THE WATERFRONT WILL:

� Provide much-needed programming for our oldest campers, a specific target population for enrollment growth� Increase camper retention� Make area accessible for longer periods of time and at

different times throughout the day with addition of open shelter and restrooms

� Create cool fun on those hot summer days with the addition of the Wet Willie Slide, boating/swimming docks, rope swing, and enlarged beach/swimming areas

I learned that God made me, He loves me, and He has something just for me.—Camper, Age 7

WATERFRONT DEVELOPMENT WILL ENHANCE THE OVERALL CAMPER EXPERIENCE.

THE IMPACT UPGRADES/REPAIRS

UPGRADES/REPAIRS� Much needed makeover of the eight legacy cabin bathroom shower facilities (27 years old)� Prevent water damage from an aging Dining Hall roof� Ward off further deterioration of Dining Hall siding

Original cabin bathrooms will be refreshed with new showers, tile, sinks and toilets to keep our facilities on par with our neighboring camps. And, the dining hall roof and siding will be replaced to repair the destruction caused from persistent woodpeckers and simple aging.

I learned that I am worthy to be His child through Christ and nothing can separate me from Him.—Camper, Age 7

DINING HALL, BATHROOM AND SHOWER UPGRADES WILL STRENGTHEN AND REINFORCE THE APPEAL AND EFFICIENCY OF OUR FACILITIES.

IT’S HOW OLD?

2731

YEAR OLD SHOWER FACILITIES

YEAR OLD DINING HALL ROOF/SIDING

WALK WITH US

The Board of Directors and the staff are fully committed to continuing to obediently deliver the mission that God has set for Camp Oak Hill. In order to ensure the continuous delivery of this precious mission, Camp Oak Hill must be able to attract campers, grow its programs, and sustain its operations.

The successful completion of the Attract Grow Sustain Campaign will position Camp for decades of faithful service. However, realizing the dream of this campaign will require the collective resources of those who love Camp Oak Hill and share its conviction to deliver its mission.

For those who connect our faith, ideals and values to the people and experiences of Camp Oak Hill, now is the time to step forward as stewards in support of this effort.

With God’s grace and our combined support, we can position Camp Oak Hill to impact the hearts of kids for Christ for decades to come. We invite you to prayerfully consider your own participation and to walk with us on this journey.

FOR NEARLY 40 YEARS CAMP OAK HILL HAS FAITHFULLY DELIVERED GOD’S WORD AND REVEALED GOD’S LOVE TO ITS CAMPERS, COUNSELORS, AND FAMILIES.

We will tell the next generation the praiseworthy deeds of the Lord, His power, and the wonders He has done. —Psalm 78:4

The Division of Student Aff airs

The University of North Carolina at Chapel Hill104 Steele Building, CB 5000Chapel Hill, NC 27599-5000(919) 966-4045http://studentaff airs.unc.edu/giving

Join the Community Leaders SocietyThe Community Leaders Society is a way to say “Thank You” to those who

contribute gifts of $1,000 or more during the calendar year to the Parents Fund or any department or program within the Division of Student Aff airs.

For more information about Community Leaders, please visit http://studentaff airs.unc.edu/giving.

Other Ways to GiveUnrestricted Gifts – Allows the greatest fl exibility in order

to direct resources where the need is greatest

Restricted Gifts – Supports one or more departments or programs

Gifts Pledges – Enables donors to make gifts through a fl exible schedule over several years

Matching Gifts – Can be matched either in part or fully by your employer

Gifts of Real Property and Appreciated Assets – Real property as a bequest or lifetime transfer

Planned Gifts and Bequests – Supports Student Aff airs at Carolina while you support your needs as a donor

How to GiveIf you want to know more about our priorities and giving opportunities, please contact the Division of Student Aff airs Director of Development and External Relations at (919) 966-4045.

Additional information and on-line giving options are available at www.studentaff airs.unc.edu.

Give to student aff airs and develop the community seen

T h e U n i v e r s i t y o f N o r t h C a r o l i n a a t C h a p e l H i l l

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D I V I S I O N O F S T U D E N T A F F A I R S

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Statement on Equal Education Opportunity: The University of North Carolina at Chapel Hill is open to people of all races, is committed to equality of educational opportunity, and does not discriminate against applicants, students, or employees based on age, race, color, sex, national origin, religion, or disability. It is the policy of the University of North Carolina at Chapel Hill that sexual orientation be treated in the same manner. Any complaints alleging failure of this institution to follow this policy should be brought to the attention of the General Counsel. Policy on Nondiscrimination: The University of North Carolina at Chapel Hill is committed to equality of employment and educational opportunity. Consistent with federal laws, state laws, and University policy, the University does not discriminate against applicants, students, or employees based on race, color, national origin, religion, sex, sexual orientation, age, disability, or veteran’s status in its programs and activities. Any inquiries regarding the nondiscrimination policies should be brought to the attention of one of the following administrators, as noted. Discrimination in employment and educational programs and activities: University EEO/ADA Offi cer, CB#9160, 100 Pettigrew Hall, Chapel Hill, NC 27599-9160; tel. 919.966.3576. Discrimination involving students: Dean of Students, CB#5100, 01 Steele Building, Chapel Hill, NC 27599-5100; tel. 919-966-4042. Sex discrimination in educational programs and activities: University Title XI Offi cer, CB#5000, 104 Steele Building, Chapel Hill, NC 27599-5000; tel. 919.966-4045. Discrimination in employment: Associate Vice Chancellor for Human Resources, CB#1000, 300 South Building, Chapel Hill, NC 27599-3000; tel. 919.962.1554.

2,500 copies of this public document were printed at a cost of $13,850 or $5.54 per copy.

We are the ca mpus community.This publication is available in alternate accessible formats.

Please contact:The Division of Student Aff airs104 Steele Building, CB 5000Chapel Hill, NC 27599-5000(919) 966-4045

The Division of Student Affairs is

one of Carolina’s greatest assets.

They enhance, support, and invest in

our students’ lives from the

moment students arrive on campus.

— Chancellor Moeser

mpus community.

We are the web that forms the Carolina community.

We are the community OUR PROMISE > Students learn both in and out of the classroom.

Within the Division of Student Aff airs, we help provide a campus-wide

focus on the student experience.

seen.

Housing and Residential Education M I S S I O N > Creating an inclusive on-campus housing environment that promotes learning, citizenship, involvement, and leadership

Housing and Residential Education is an integral part of the academic and social life at UNC Chapel Hill. We strive to build a community that balances respect for the individual as well as the rights and interests of the whole community.

Campus Health Services M I S S I O N > Promoting lifelong health results in student learning, retention, and success through a comprehensive and integrated approach to health care including services for physical health, mental health, and wellness

Campus Health Services promotes and maintains the optimal health of students through a commitment to an inclusive environment and high quality, aff ordable, confi dential, and compassionate service. Our services feature a comprehensive, JCAHO accredited, ambulatory care center with functional areas including Clinical Medicine, Sports Medicine (Physical Therapy and Athletic Training), Counseling and Wellness Services, Orthopedics, Obstetrics and Gynecology, After Hours Care, Nutrition, Dermatology, Health Education and Wellness, Pharmacy, Laboratory, X-Ray, and the International Travel Clinic.

Dean of Students M I S S I O N > Supporting, inspiring, and empowering students to take leadership in their communities, in the University, and beyond

The Offi ce of the Dean of Students works to educate the entire University community, including faculty and staff , about relevant policies and ways of responding to student-related matters, and serves as an initial point of reference for students who have concerns about issues concerning their campus experience. Through a wide variety of educational programs, the supervision of campus functions such as the Offi ce of Fraternity Life and the Student Judicial System, and enforcement of University policies such as the Racial Harassment Policy, the Sexual Harassment Policy, and the Student Alcohol Policy, we promote a positive learning environment in which students may achieve their full academic and personal potential.

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Student Affairs provides the following

departments with services and facilities

to enhance student learning.

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“Student Aff airs supports students in accomplishing our dreams.”

Adam Turner Recipient of Travel Fellowship

D E P A R T M E N T S

Carolina Union M I S S I O N > Building community through the provision of programs, services, and facilities since 1932 and working with students and colleagues to support implementation of ideas that foster individual and community growth

The Carolina Union is an organization of students, professional staff , and part-time student staff who provide programs, services, and facilities that all members of the campus community need in their daily lives. We advise the student leaders of over 600 organizations; the many co-curricular programs off ered impact the intellectual environment of the campus and create opportunities for campus members to engage in debate, conversation, and interaction around the issues of the time.

Disability Services M I S S I O N > To make all programs and buildings accessible to anyone with a disability

The Department of Disability Services (DDS) works with departments throughout the University to assure that the programs and facilities of the University are accessible to every student in the University community. We provide accommodations so students with disabilities who are otherwise qualifi ed may, as independently as possible, meet the demands of University life.

University Career Services M I S S I O N > Helping students with all of their career needs

University Career Services provides progressive services and resources to help students choose and prepare for their careers, learn job search skills and fi nd employment. We serve all undergraduates, seniors, graduate students and alumni who have graduated within fi ve years.* Our services include individual career advising, internship and employment assistance, workshops on job-seeking skills, resumé mailing service to employers, information about on-campus interviewing, online internship and job listings, and occupational and employer information.

*Students and alumni in the MAC, MBA, Law, Medical, and Dentistry programs are served by separate career offi ces.

New Student and Carolina Parent Programs M I S S I O N > Empowering students to succeed and parents to partner in the experience

The Offi ce of New Student & Carolina Parent Programs provides new undergraduate students the information and activities needed to transition smoothly to the University of North Carolina at Chapel Hill. We promote an on-going relationship between the families of all Carolina students and the University.

Our goals are to:

• Introduce new students and their families to the University’s educational opportunities, policies, procedures, and services

• Foster a feeling of belonging to the Carolina community for new students and their families

• Encourage parents to be appropriately involved in their students’ college experience

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7

4

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Campus Recreation M I S S I O N > Enhancing students’ lives through a wide range of recreational activities and employment opportunities as they develop fi tness, team work, leadership, and other personal skills they will need throughout and beyond their years at Carolina

Campus Recreation’s goal is to provide numerous avenues for physical recreation for all students at UNC. These avenues include Carolina Adventures – programs off ering students, university groups, and outdoor enthusiasts a variety of invigorating and empowering opportunities in outdoor education through a process of experiential learning, or “learning by doing;” Carolina Fitness – fi tness orientations, personal training, special events, and a variety of group exercise classes to help you reach your fi tness potential; Intramural Sports – a variety of recreational and competitive activities for all skill levels; and Sport Clubs – including over 50 active clubs.

Campus Y M I S S I O N > Opening doors for students to interact with others and explore issues outside their social norms and with the world at-large

For 150 years, Campus Y students have led UNC eff orts to address social justice issues and encourage volunteerism throughout the community and around the world. The Campus Y owes its origins to the YMCA and YWCA, which were organized at UNC in 1859 and 1935 respectively and joined together in 1963. Since the 1970s, we have worked for social justice as a recognized student organization and a department in the Division of Student Aff airs.

LGBTQ Center M I S S I O N > Working to foster an inclusive environment for UNC-Chapel Hill community members of all sexualities, gender identities, and gender expressions

The LGBTQ Center provides social, educational, and Safe Zone programs to make the University community a more supportive place for all people. The Center houses a Resource Library for personal use and academic and research needs, and also provides student/organizational support to facilitate programming with other campus departments and organizations.

Offi ce of Fraternity and Sorority Life M I S S I O N > Serving 52 fraternity and sorority organizations at Carolina in cooperation with students, alumni, faculty, and parents

The Offi ce of Fraternity and Sorority Life provides advice, service, and programs that ensure all members of fraternities and sororities with a high-quality, positive undergraduate fraternal experience which reinforces principles of scholarship, community service, campus involvement, and sisterhood/brotherhood.

Technology and Systems Support M I S S I O N > Being transparent – if you don’t see us, then the technology is working

The Department of Technology & Systems Support provides computing technology support to the Division of Student Aff airs and the student organizations. We are organized into three main areas of support: Desktop Computing, Database Solutions, and Web Development. We also assist the Division with implementing and maintaining any other types of enterprise software packages needed to better facilitate day-to-day offi ce functions.

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Diversity

Health and Wellness

Our Focus

Student Life

Leadership and Service

As Vice Chancellor, I am often asked what exactly the Division of Student Aff airs does for The University

of North Carolina at Chapel Hill. To phrase it simply, I say we are the campus community.

The education of a college student is a combination of an excellent academic program with the application

of learning to everyday life. We work in partnership with the faculty and the academic administration to

provide a holistic educational experience for all students. The development of students of all ages into

educated, engaged, and committed leaders requires all of us; Student Aff airs seeks to provide the optimal

conditions and environments in which learning and growth can take place.

We need your support. Investing in our students is an investment in our collective future. We want to transform

their education into a lifetime of learning.

A N O T E F R O M T H E V I C E C H A N C E L L O R

“Investing in our students is an investment in our collective future.”

Dr. Peggy Jablonski Vice Chancellor, Student Aff airs

BUILDING THE COMMUNIT Y > There are many ways you can support

Student Aff airs. When you contribute to any of these departments’ funds,

you directly impact student lives.

S T U D E N T A F F A I R S G I F T F U N D

Contribute to the Student Aff airs Gift Fund and support student needs and emerging priorities and initiatives. This fund is managed by the Vice Chancellor for Student Aff airs to cover all areas of priority, including Leadership and Service, Diversity, Health and Wellness, and Student Life.

Some examples of current priorities and annual needs for the Student Aff airs Gift Fund include:

• $25,000 – Funding for Carolina United, a groundbreaking program that brings together student leaders from across campus to learn about and support unity, diversity, and collaboration opportunities

• $50,000 – Funding for the Campus Union Activities Board, supporting CUAB’s grants to over 600 student organizations

• $100,000 – Funding for the Student Life Speakers Series, a program that helps student organizations and departments bring high-profi le and important speakers to campus

• $250,000 – Funding for enhancing and developing artistically creative spaces in public and recreational areas around campus in order to improve the quality of student interaction and engagement

Leadership and Service

Leadership Development ProgramsS U P P O R T > Contribute to Leadership Development Programs and support a central resource for all students and student organizations. This programming promotes eff ective leadership and citizenship through experiential learning, services, training, and resources. Examples of leadership and services in programs are: 1) Student Retreats, 2) North Carolina Fellows Internships, 3) Leadership Assessment, and 4) Carolina United.

Campus Y FundS U P P O R T > Contribute to the Campus Y Fund and support an integral part of the UNC campus. When you support the Campus Y, you are investing in student leadership and learning with global impact. As the largest student organization on campus, there is constant need for increased funding to support the student-led leadership and service programs in areas such as youth mentoring, race relations, and human rights.

11. Leadership and Service Carolina students are leaders through their involvement with the Campus Y, fraternities, sororities, cultural groups, or one of the other 600+ student organizations. Developing caring and talented student leaders through service initiatives is at the heart of the Carolina educational experience.

2. Diversity Our students need to understand and be confi dent in dealing with all aspects of diversity in order to be eff ective leaders and citizens of North Carolina, the United States, and the world. We strengthen their ability by challenging them with diverse speakers, arts events, travel opportunities, and other diversity programs.

3. Health and Wellness In order to promote the development of the mind, body, and spirit, we provide an array of educational programs from stress management, to nutrition and fi tness, to making healthy choices while in college through individual and group counseling eff orts. We also provide students with the best in sports medicine to support their involvement in team sports, intramural activity, and individual fi tness goals.

4. Student Life Student Life at Carolina seeks to remain cutting edge and supportive of our future generations of student leaders. In order to develop the whole person, we support engagement with areas such as the arts, cultural programs, recreation activities, and internship experiences.

C O R E A R E A S F O R S T U D E N T A F F A I R S I N I T I A T I V E S

Diversity

Student Life Enhancement FundS U P P O R T > Contribute to the Student Life Enhancement Fund and support educational opportunities for student groups and individual students. These student-initiated grant proposals for undergraduate and graduate students are supported and approved through input and guidance. Current divisional funds only allow partial funding for a handful of excellent grant proposals.* Additional contributions will allow the Division to support more of the grant proposals submitted by students every year.

Recent funding examples include:

• Funding for student attendance at the 2006 Urban Planners Network Conference

• Funding for students to travel to southern Mexico to fi lm and produce a documentary fi lm

• Funding for students to attend the National Leadership Forum on Faith and Values

* For example, in 2006 there was only enough funding to support 30 of the 171 eligible applications for travel fellowships and scholarships administered by the Division of Student Aff airs.

“As an RA, it is my job to ensure that the

department of Housing and Residential Education is both benefi cial and helpful to the residents. I have seen residents, through Residential programming,

become informed about various topics that they had never been affi liated with before.”

Antoine DoveHousing and Residential Education

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> Endowment naming opportunities are available in all areas.

Residential Learning CommunitiesS U P P O R T > Contribute to Residential Learning Communities and support Experiential Learning in the new undergraduate curriculum. The Residential Learning Communities are collaborations with academic departments and Student Aff airs to promote a seamless learning environment across campus. The Department of Housing and Residential Education needs approximately $250,000 annually to fully fund Residential Learning Communities.

The Learning Communities have local and global impact through programs such as:

• The Global Business Scholars Community

• The South America Malaria Education and Inoculation Project

• The Environmental Sustainability Community

Health and Wellness

Student Health Initiatives Fund S U P P O R T > Contribute to the Student Health Initiatives Fund and support campus programs, seminars, activities, and treatments that promote holistic health to all students. These initiatives provide students with essential information and resources in the areas of physical and mental health, prevention, and healthy behaviors, promoting overall individual wellness and health-related learning opportunities.

Some current priorities for the Student Health Initiatives Fund include:

1) $50,000-$100,000 – Funding for the Campus Health Data Management System will enhance the eff ectiveness and effi ciency of care by improving service alignment with student need, lifestyle, and culture.

2) $40,000 (annually) – $300,000 (for named endowment) – Funding for the Pre-Doctoral Intern Program in Counseling and Psychological Services will expand counseling services to students and provide training to doctoral candidates.

3Campus Recreation Fund S U P P O R T > Contribute to the Campus Recreation Fund and provide resources to update campus recreation facilities, exercise centers, fi tness equipment, health and fi tness programs, and the Carolina Adventures programs. The Campus Recreation Fund also provides need-based grants to ensure that all students are able to participate in the variety of recreation programs and club sport teams available to UNC students.

Some current annual priorities for the Campus Recreation Fund include:

• $25,000 – Funding to provide all students the opportunity to participate in Club Sports, Carolina Challenge Courses, Expedition Programs, and the Climbing Wall

• $50,000 – Funding to build a pavilion at the Outdoor Education and Recreation Center

• $50,000-$100,000 – Funding for fi eld and equipment maintenance

Student Life

Career Services Internship Endowment S U P P O R T > Contribute to the Career Services Internship Endowment and allow students to pursue essential national and international internship experiences. Today, students must have internship experience before they graduate in order to be competitive in the job market; by supporting the Career Services Internship Endowment, you are helping provide a large number of internship opportunities for students to gain valuable work experience.

Student Emergency FundS U P P O R T > Contribute to the Student Emergency Fund and help ensure that emergency situations do not negatively impact the academic progress of students. Emergencies and unplanned events can leave students with fi nancial diffi culties that aff ect their personal and academic lives. This fund provides immediate fi nancial assistance to enrolled students who are experiencing emergency situations such as an accident, illness, travel for a funeral, fi re, temporary housing, etc.

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“In my experiences with the Campus Y, Greek Aff airs, and

being a student employee in the Offi ce of the Vice Chancellor,

I’ve seen the determination and loyalty

each department demonstrates in maintaining

the prestige of Carolina. They inspired me to better

serve the Carolina family and surrounding communities.”

Lauren Russell Campus Y

When you contribute to the Carolina Parents Fund, you support the grants that enrich the campus environment by providing opportunities for student life and learning. Student groups and campus departments submit requests for grants from the Parents Fund annually to develop new programs and enhance those already serving students. With the growth of the Parents Fund, we are able to continue enhancing the best programs for students for years to come.

Current annual priorities the Carolina Parents Fund supports include:

• Summer Undergraduate Research Fellowships

• Student-Worker Alliance for the Tutoring Students Helping Students program

• Late Night Carolina to encourage alcohol-free events

“Working as an Orientation Leader in the New Student and Carolina Parent Programs offi ce, I’ve been

amazed at how many departments, programs, and student opportunities the Parents Fund supports

across campus. It’s exciting to see how the University is committed to student success and to see the

opportunities for parents to be engaged with campus life at Carolina.”

Kareemah Lewis Carolina Parent Programs

C A R O L I N A P A R E N T S F U N D

The Carolina Parents Association and Parents CouncilThe Carolina Parents Association and the Parents Council are proud to work in conjunction with the Division of Student Aff airs to make parents feel at home at UNC. The Parents Council (the association’s leadership arm) helps give parents a voice on campus.

Our service such as regular e-mail updates, publications and orientation programs keep parents informed. Family Weekend, Summer Send-Off s and Parents Clubs give parents the opportunity to get involved on campus or in their local communities.

The Carolina Parents Fund off ers another way for

parents, alumni, and friends of the University to have

an impact on student life.

The Division of Student Aff airs

The University of North Carolina at Chapel Hill104 Steele Building, CB 5000Chapel Hill, NC 27599-5000(919) 966-4045http://studentaff airs.unc.edu/giving

Join the Community Leaders SocietyThe Community Leaders Society is a way to say “Thank You” to those who

contribute gifts of $1,000 or more during the calendar year to the Parents Fund or any department or program within the Division of Student Aff airs.

For more information about Community Leaders, please visit http://studentaff airs.unc.edu/giving.

Other Ways to GiveUnrestricted Gifts – Allows the greatest fl exibility in order

to direct resources where the need is greatest

Restricted Gifts – Supports one or more departments or programs

Gifts Pledges – Enables donors to make gifts through a fl exible schedule over several years

Matching Gifts – Can be matched either in part or fully by your employer

Gifts of Real Property and Appreciated Assets – Real property as a bequest or lifetime transfer

Planned Gifts and Bequests – Supports Student Aff airs at Carolina while you support your needs as a donor

How to GiveIf you want to know more about our priorities and giving opportunities, please contact the Division of Student Aff airs Director of Development and External Relations at (919) 966-4045.

Additional information and on-line giving options are available at www.studentaff airs.unc.edu.

Give to student aff airs and develop the community seen

T h e U n i v e r s i t y o f N o r t h C a r o l i n a a t C h a p e l H i l l

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D I V I S I O N O F S T U D E N T A F F A I R S

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Statement on Equal Education Opportunity: The University of North Carolina at Chapel Hill is open to people of all races, is committed to equality of educational opportunity, and does not discriminate against applicants, students, or employees based on age, race, color, sex, national origin, religion, or disability. It is the policy of the University of North Carolina at Chapel Hill that sexual orientation be treated in the same manner. Any complaints alleging failure of this institution to follow this policy should be brought to the attention of the General Counsel. Policy on Nondiscrimination: The University of North Carolina at Chapel Hill is committed to equality of employment and educational opportunity. Consistent with federal laws, state laws, and University policy, the University does not discriminate against applicants, students, or employees based on race, color, national origin, religion, sex, sexual orientation, age, disability, or veteran’s status in its programs and activities. Any inquiries regarding the nondiscrimination policies should be brought to the attention of one of the following administrators, as noted. Discrimination in employment and educational programs and activities: University EEO/ADA Offi cer, CB#9160, 100 Pettigrew Hall, Chapel Hill, NC 27599-9160; tel. 919.966.3576. Discrimination involving students: Dean of Students, CB#5100, 01 Steele Building, Chapel Hill, NC 27599-5100; tel. 919-966-4042. Sex discrimination in educational programs and activities: University Title XI Offi cer, CB#5000, 104 Steele Building, Chapel Hill, NC 27599-5000; tel. 919.966-4045. Discrimination in employment: Associate Vice Chancellor for Human Resources, CB#1000, 300 South Building, Chapel Hill, NC 27599-3000; tel. 919.962.1554.

2,500 copies of this public document were printed at a cost of $13,850 or $5.54 per copy.

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