Let Us Begin

On November 9, 2011, the 2010-2011 Hull Fellows officially graduated from the Southeastern Council of Foundations’ (SECF) yearlong intensive program designed for philanthropy’s rising leaders. As a member of the 2010-2011 Hull Fellow class, I followed in the footsteps of four other former Hull Fellows from the Sisters of Charity Foundation of South Carolina and countless other Hull Fellows from across the Southeast. The Hull Fellows program is the only philanthropic leadership development program of its kind open exclusively to SECF members.

As part of the Hull Fellows experience, my understanding of the breadth of the field of philanthropy increased tremendously. We read multiple books and articles, followed by in-depth discussions which helped shape our understanding of the philanthropic sector. The readings provided a specific lens on the unique history, strengths and challenges specific to philanthropy in the South, equipping me with a deeper understanding of the Foundation’s work within a regional and national context. During the weeklong retreat and monthly capstone calls, we had a unique opportunity to dialogue with visionary leaders who inspired us to lead authentically from the seat we are in. Together we discussed a range of issues facing the philanthropic sector (e.g. servant leadership, diversity, mentoring the next generation of philanthropists to attract and ensure diverse representation of perspectives, talent and leadership in the field, nonprofit capacity building, etc.) as well as a wide range of professional development topics (e.g. understanding individual leadership styles, maintaining work/life balance, etc.).

As the next generation of emerging leaders in the field of philanthropy, I am confident this cohort will continue forward to make a difference in each of our corners of the world through philanthropy. As a graduate of this leadership program, I walked away with additional leadership tools and strategies that I was able to apply directly to my work at the Foundation. I was also able to build collaborative relationships with my 19 fellow peers in a safe place where creative ideas could be exchanged. My Hull mentor, Maria Elena Retter, executive director of the Goizueta Foundation, shared her vast expertise and wisdom, and became a trusted sounding board for me on the intersection of research, evaluation and strategy within the context of the field. I know I will draw from my Hull mentor, Hull Fellows and the many others I connected with as a resource in the years that lie ahead.

I left the 42nd Annual Meeting of SECF as a Hull alumnus, inspired and encouraged, and deeply aware of the great privilege it is for me to serve in this sector. The field of philanthropy tackles some of the most difficult issues in our communities, such as reducing poverty, addressing social injustice and ensuring that the disenfranchised have a voice and a seat at the table. The Sisters of Charity Foundation of South Carolina seeks to be equal partners with communities we care deeply about. We recognize our vision, families in South Carolina have the resources to live out of poverty, may take years to flourish in order to achieve measurable impact. Regardless of the challenges and setbacks we will undoubtedly face to achieve our mission, we continue pressing forward, applying the principle Mother Teresa once shared, “Yesterday is gone. Tomorrow has not come. We have only today. Let us begin.”

Stephanie Cooper-Lewter is the senior director of research at the Sisters of Charity Foundation of South Carolina

15 Years, $42 Million; Foundation Celebrates 15 Years in Philanthropy

In celebration of National Philanthropy Day, today, this post is taken from the Sisters of Charity Foundation of South Carolina's release announcing the Foundation's 15-year anniversary.  

The Sisters of Charity Foundation of South Carolina, a ministry of the Sisters of Charity Health System, celebrates 15 years in philanthropy this fall. The Foundation, formed out of the sale of fifty percent of Providence Hospitals in 1996, is the only statewide grantmaker having awarded grants to nonprofit and faith-based organizations in all 46 South Carolina counties.

“The work of this Foundation has been inspiring, rewarding and challenging,” said Tom Keith, president of the Sisters of Charity Foundation of South Carolina. “We have learned a lot about ourselves and the communities we serve. While we have adapted to change over the past 15 years, we have always remained steady to our mission to reduce poverty in the state.”

Since its beginning, the Sisters of Charity Foundation has awarded more than 1,400 grants and over $42 million to faith-based and nonprofit organizations throughout the state. “It is one thing to understand the disparity of the poor, but it is quite another to invest tremendous energy and resources to affect change in their lives,” said Yvonne Orr, a Charleston native and board chair. “We have supported organizations at all levels and have witnessed many triumphs and change.”

The Foundation’s Fatherhood Initiative is an example of recognizing a need and continuing to support it. Since 1998, the Foundation has invested more than $19 million in the Fatherhood Initiative, a statewide initiative working to strengthen relationships between low-income fathers and their families in South Carolina. The Fatherhood Initiative has received national recognition for its innovative approach and is viewed as a best practice. In 2002, the Foundation established the South Carolina Center for Fathers and Families, a nonprofit organization which develops and supports a statewide infrastructure that strengthens relationships between fathers and families throughout South Carolina. The Center currently oversees six fatherhood programs through 11 sites across the state.

The Sisters of Charity Foundation has impacted nonprofits and South Carolina beyond grantmaking. Through its Carolina Academy for Nonprofits, created in 2008, the Foundation has provided training and technical assistance to hundreds of nonprofit staff and volunteers at no cost. A partnership was even formed with Columbia College to give nonprofit leaders an opportunity for formal, graduate-level education and the potential to earn certificate in Nonprofit Leadership Training from Columbia College’s Organizational Change Management graduate program. This certificate program is now in its third year, and nonprofits―and the communities they serve―reap the benefits.

“We look for ways to build the capacity of organizations in which we invest. Many of the groups have an inspiring mission but lack the necessary skills to implement programs effectively,” said Orr. “Our job is to help bring them to a level where they can make their program successful, and ultimately impact their community and the people they serve.”

Additionally, the Foundation has spearheaded the start of several new organizations to meet targeted needs and foster collaboration. The Foundation was instrumental in the creation of the South Carolina Grantmakers Network, formed in 1997. The South Carolina Grantmakers Network is a group of more than 40 philanthropic grantmaking organizations across the state who come together to discuss current issues and common concerns. The Foundation aided in forming the South Carolina Center for Grassroots and Non-Profit Leadership at Clemson University, the South Carolina Afterschool Alliance and the Fatherhood Policy Project Office.

The Foundation finds itself in the position as one of the largest South Carolina-based foundations with assets of $82 million. “It is not about our size. It is about our role as a funder, a convener, an advocate and change maker. It is about seeing the state as a whole, and finding ways to reduce poverty and be a voice for the underserved,” said Keith. “We have never attempted to do this on our own; any success the Foundation has witnessed has been the result of working with others at multiple levels.”

About the Sisters of Charity Foundation of South Carolina
The Sisters of Charity Foundation of South Carolina, established in 1996, is a ministry of the Sisters of Charity Health System. The Foundation is committed to addressing the needs of the poor and underserved in all 46 South Carolina counties, and strategically uses resources to reduce poverty through action, advocacy and leadership.

Courageous Leadership

"The wisest mind has something yet to learn"
-George Santayana

In the fall of 2010, in partnership with Columbia College, the Sisters of Charity Foundation of South Carolina’s Carolina Academy for Nonprofits expanded as a result of implementing a nine-credit graduate level certificate program. The Nonprofit Leadership Training Certificate program was designed for nonprofit leaders who were recognized as having great potential and who were ready to take their nonprofit leadership to the next level.  Through the collaborative partnership with Columbia College, we have seen first-hand the transformative power of bringing nonprofit leaders together to enhance their knowledge, skills and framework to lead nonprofit organizations in an ever-changing society. 
 
However, as we reflect upon the overwhelming success of the program to date, a dynamic truth emerged as it relates to leadership. When I considered the core values of both entities, this Foundation (collaboration, compassion, justice, respect and courage) and Columbia College (commitment, confidence, competence and courage), I quickly recognized that there was one core value in which we both shared and was interwoven throughout our work – COURAGE. 
 
Each year since the inception of the Nonprofit Leadership Training Certificate program, I have watched as nonprofit leaders entered our doors not knowing what to expect, but with a determination to go through the process and to graduate stronger and more empowered to lead. Whether from a very large organization or from an organization that was just getting off the ground, these leaders met the challenge offered to them. While they brought with them various missions, characteristics and principles that helped them succeed, the Academy faculty, the curriculum, the class sessions, the assignments, the discussions, the activities – were all grounded in ways in which the student/leader could glean the skills to lead with courage. 
 
So you may be asking, “What makes a courageous leader?” To begin, it may be helpful to share with you what Ron Edmonson, leadership strategist calls the 7 characteristics of Cowardly Leadership:

•  Says “I’ll think about it” rather than “No”…even though no is already the decided answer 
• Avoids conflict…even when it is necessary for the good of relationships and the organization 
• Never willing to make the hard decisions 
• Pretends everything is okay…even when it’s not 
• Bails on the team when things become difficult 
• Refuses to back up team members 
• Caves in to criticism…even if it is unfounded

On the other hand, Ron Edmonson offers 7 Traits that Separate a Leader of Courage: 

• Takes risks others are unwilling to attempt 
• Invest in people others are willing to dismiss 
• Empowers people while others wait for them to completely prove themselves 
• Faces conflicts others avoid 
• Challenges the status quo with which others have grown contented 
• Embraces change others ignore 
• Remains steadfast when others are departing

So here we are, 15 graduates later and with 9 students currently enrolled in the program, continuing our commitment to inspire nonprofit leaders to lead courageously. After all, Samuel Johnson said it best, “Courage is the greatest of all virtues, because if you haven't courage, you may not have an opportunity to use any of the others.”  


Katrina Spigner is senior program officer for the Sisters of Charity Foundation

Choices for the Poor Are Often Difficult

We all face scarcity. It is the fundamental economic problem of having unlimited wants or needs and limited resources. However, the choices a person or family struggling financially faces are quite different than the average income person or family. And with the current economy and high unemployment rate many more families are now faced with these difficult decisions.

Some people have the luxury of going to a grocery store and purchasing items because they like them. If they want to save some money, they may opt to purchase a generic brand of the item, but they still make the purchase.  A person who lives in poverty faces very different “trade-offs” and often the choices are not easy ones to make. For example, a low-income individual may have to choose between filling a much needed prescription or paying the electric bill. It may be the choice of getting  a meal or going hungry. Maybe they have a part-time job and need to pay for child care to work.  The wage earned to work may not be much more than the cost for a child care provider.

Therefore, low-income families must decide what is most important at that very moment. It is not what they like or desire, but what their current greatest critical need is. If they don’t pay the electric bill then they won’t have heat and lights. If they are fortunate to have a job, how much will child care cost? What about transportation costs and if the only option is public transportation, is it available? If you add into the equation a sick child or other unpredictable expenses then the choices become even more precarious. 

Many times we read about poor people being irresponsible. But I believe that, in many cases, it is not about responsibility but about priorities, and the priorities are driven by financial challenges which require complex decision-making. Choosing between your job, your health, your child’s health, food, medicine or electricity are pretty hard decisions.  I recently met a lady that lost her job and home because two of her children became severely ill at the same time and she had no support system or safety net. She is currently living in a homeless facility in the upstate and trying to get back on her feet. Her circumstances left her with few choices and life as she knew it quickly cascaded out of control. There are thousands of people in the same boat.

As we think about the challenges we have in our own lives, it is important to put those challenges into perspective. Even though we often show empathy to those less fortunate, I am not sure we truly understand their plight. I will never forget the words of the lady in the upstate, “I live by faith and I want to be the best mother I can be, and work hard every day so I can provide for my children and live without depending on others for help.”

Difficult decisions and monumental consequences are a way of life for those living in poverty, day in and day out. Their hopes and aspirations may be no different than ours but their path to getting there is very different. Being mindful of the choices others have to make is part of the learning landscape. If we understand what it might be like to walk in someone else’s shoes, then I think we will be more apt to respect their circumstances a bit more.

Tom Keith is the president of the Sisters of Charity Foundation of South Carolina

Today’s New Reality

As a nonprofit organization, you have been successful for many years. You have raised millions of dollars from an array of sources. You are well respected in the community and are doing wonderful things to help many people in need. Then, in 2008, the recession hits and the game changes. Grant funds from government and private funders begin to dwindle. Individual donors become reluctant to give because their own investment portfolios have suffered and dropped significantly. Your income drops by 50% in a one-year period. The demand for your services increases by 150% due to the recession. This is your new reality.

You are not alone; nonprofits throughout the country are faced with this new reality. It is the start of a tornado of events. First, there is panic. You start calling funders and begging for an exception to the grants process and try to convince them of the urgency of your situation. They are sympathetic but cannot change their processes just for you. You frantically search for other funding sources at the federal and state level.  There are a few options but the timing is not good and the competition fierce. It is a long shot for you. You call current and past donors to convince them of your urgent situation but their resources are limited and they are not much help, if help at all. You meet with big businesses and corporations to try and get support but they too are strapped. This is your new reality.

The fact of the matter is today’s new reality means less money for all. It also means you must operate your nonprofit with maximum efficiency by cutting costs, reducing services, using more volunteers and, if necessary, downsizing your operation. This is not good news but it is the truth. There are no quick fixes or easy solutions for today’s nonprofit leaders. One thing is clear though, business as usual is a recipe for failure. You must be creative, strategic and malleable if you want to survive today. This goes for small and large nonprofits. Better times may lie ahead but you have to get to those better times to be able to benefit from them.

Today’s new reality is not the end of the world. It is seeing the world in another way and figuring out how to utilize your skills and the tools available to you to find better ways to be successful. Anything is possible if you can find your niche and focus your efforts differently. Be willing to try new things and create new relationships. Nonprofit leaders are resilient and they are warriors. Go fight the tough battles of today’s new reality and come back a winner. After all, that is why we are in this business in the first place; to fight for the benefit of others in need, even if we have to reinvent ourselves to get there.

Tom Keith is the president of the Sisters of Charity Foundation of South Carolina

2011 KIDS COUNT Data Book Reveals Impact of the Recession on South Carolina's Children

Today, Annie E. Casey Foundation released the 2011 KIDS COUNT Data Book which tracks the well-being of children at the national, state and local levels using indicators in the areas of education, employment and income, health, poverty and youth risk factors.

South Carolina continues to rank 45th in the nation for child well-being based on the KIDS COUNT 10 key indicators.  Most upsetting is that approximately 260,000 children, one of every four, live in poverty. What’s more, half of all South Carolina's children (approximately 520,000) live in low-income families at twice the poverty line. (According to the 2011 Federal Poverty Guidelines, the 2011 poverty level for a family of four is $22,350 which breaks down to $1,863 a month. The income for a family of four at 200 percent of the poverty level is $44,700 or $3,725 a month.)

As a result of the Great Recession, the annual KIDS COUNT data also examined two additional indicators:  unemployment and foreclosure. Some key highlights include the following:

• 140,000 children in South Carolina are in families with one or both parents unemployed.
• 11 percent of children (113,000) in South Carolina had at least one unemployed parent during 2010. 
• South Carolina had the 2nd highest percentage in the nation (6.6%) of children with all resident parents unemployed and the 3rd highest percentage in the nation (13.6%) with at least one resident parent unemployed in 2009.
• The foreclosure numbers are also troubling, as 3 percent (53,000) of children were affected by foreclosure during 2007 through 2009, ranking South Carolina tied for 14th in the U.S.

South Carolina's worst rankings are for low birth weight (47th), infant and child deaths (47th), single parent families (47th), and child poverty (41st).  Since the release of the KIDS COUNT data books beginning 20 years ago, South Carolina has consistently ranked 45th.

"The results are startling,” according to Baron Holmes, project director for KIDS COUNT South Carolina. “Increased child poverty resulting from the Great Recession highlights long-existing curses of low education, low employment and persistent poverty. Until education and employment are improved dramatically in South Carolina, the wellbeing of children in South Carolina will remain in the bottom 6 or 8 states, as it has been over the past two decades."

A coalition of organizations supporting children and families across South Carolina, including the Sisters of Charity Foundation of South Carolina, are reviewing the economic data and mitigation efforts in order to identify opportunities for improvement.


SC Kids Count is sponsored by the Office of Research and Statistics of the S.C. Budget and Control Board. For release of the 2011 Kids Count Data Book, SC Kids Count is collaborating with the Children’s Trust of South Carolina and the USC Children’s Law Center.

Sticking to the Fundamentals While Becoming More Than Just a Grantmaker

This is a follow up from the Foundation’s January 19 post, The Beginning.

Celebrating 15 Years in Philanthropy
1996-2011

As the Sisters of Charity Foundation of South Carolina progressed from its early phase, the Foundation began to develop its own identity. We certainly used our early grantmaking decisions as an incubator for future decision making and direction. We learned from the grants we made and tweaked our process many different times. Our fundamental focus of working to alleviate poverty in South Carolina has never changed but how we approach it has.

We have gone from 100% of our dollars going to grantmaking to a combination of grantmaking, public policy work, communications, capacitybuilding and research and evaluation efforts. It is the Foundation’s belief that the more comprehensive and diversified the work becomes, the greater impact we can have on poverty. Grant dollars are important but they are not and should not be the only plan of action. There are just not enough grant dollars to go around. With this knowledge, the Foundation has invested in a host of programs, initiatives and partnerships that have created a philanthropic platform that transcends our dollars and allows us to create change in multiple ways.

Below are five key factors that were taken from the Foundation’s early grantmaking to the current, more-established organization:

• Have an engaged and dedicated board that embraces the mission and helps you strategically evolve as an organization. The Foundation’s board (even as the faces change) has always been completely immersed in the Foundation’s work and committed to the goals and principles. 
• Have a capable staff that can see the big picture and use their skills and ability to affect the overall mission. The Foundation’s staff is built on integrity, ability, mission effectiveness and teamwork. 
• Be willing to change direction as needed. A plan that is not working is not good for anyone. So, at times, the Foundation has changed course and improved its work. 
• Plan your work and implement it with the end in mind. Know where you want to go. The Foundation board and staff have truly grasped the idea of collective thinking and determining what kind of organization the Foundation becomes given multiple variables, including declining assets and a huge demand for Foundation resources. 
• Have an open door policy. Be willing to talk to people about their ideas and plans. Be willing to meet everyone as if they are a potential partner or friend. Sometimes it is not a good fit but many times it is. If the Foundation had been “hands off” with its approach to philanthropy, there would have been many missed opportunities.

This Sisters of Charity Foundation strives to change lives and communities each and every day. We do it with conviction and we do it with compassion and respect for others. We make mistakes like everyone else but I like to believe that we learn from our mistakes and grow from our experiences. That is what makes a good grantmaking organization.

Tom Keith is the president of the Sisters of Charity Foundation of South Carolina