Author: Martin Acevedo

Among the most critical decisions facing Greensboro voters at the ballot box July 26 is the fate of a $30 million bond proposal that would create desperately needed housing for our city’s workforce, increase access to home ownership and reinvest in the health and safety of our neighborhoods.

This investment could not come at a better time. Denver-based Boom Supersonic plans to open a $500 million, full-scale jet manufacturing facility at Piedmont Triad International Airport in 2024, the same year Toyota is slated to start production at its new $1.3 billion electric battery plant at the Greensboro-Randolph Megasite in Liberty. And Publix is on track to begin hiring workers as soon as October for its new $400 million distribution center in McLeansville.

All told, these three major employers plan to create at least 4,500 new jobs — and likely even more considering the ancillary suppliers expected to follow suit. New jobs generate new tax revenue: When workers choose Greensboro as a place to live, they grow our tax base and spend money in our city. They fuel our economic engine.

But new industries moving into our region depend on employees who can live and work nearby. And therein lies a serious problem. Greensboro’s current housing stock reached an alarming low during the past year, according to the Triad Multiple Listing Service, with inventory decreasing nearly 23% for single properties and nearly 28% for townhouses and condos. The condition of existing housing is equally bleak: A housing study commissioned by the city found the majority of multi-family units are more than 50 years old and sorely need rehabilitation. (See graphic.)

Couple this with the fact that prices for entry-level houses continue to skyrocket, and new workers moving to our community for these jobs will be hard-pressed to find decent, affordable places to live.

The Community Foundation of Greater Greensboro (CFGG) stands ready to work toward a solution. The housing bond is the first step toward leveraging private and public capital to provide low-interest loans for developers who commit to preserving existing multi-family housing in need of repair and building new affordable units.

As a next step, CFGG has already been connecting with other forward-thinking individuals, private foundations, financial institutions and investors who understand the nexus between good jobs and good places to live. These emerging investment partnerships will help Greensboro address the severe shortage of quality affordable housing facing our workforce. So, too, would the housing bond proposal on the ballot July 26.

Consider it a wise investment — in our city’s economy and collective quality of life — that will pay dividends for years to come.

Marcus Thomas

VANDERVEEN

Over the years, equity has become a hot topic amongst nonprofit organizations, but what is equity? No matter what industry or cause an organization supports, equity should be at the forefront and a driving force of how an organization operates.

In this edition of The Conversation, CFGG’s Vice President of Operations and Equity, Michael Humphrey, highlights how CFGG implements equity philanthropy.

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1. What does philanthropy mean to you?

Philanthropy to me is giving, caring, and playing an active role in the well-being of a community. It is defined as the desire to promote the welfare of others, expressed especially by the generous donation of money to good causes. Whether defined by me or by Merrian Webster, at its core philanthropy represents the good that can be attained for a community. The question for me came because I didn’t feel that philanthropy was a realm in which I could dwell as a person of color. My perception of philanthropy was that it was all ‘brick-and-mortar’ fundraising, reserved for very wealthy white people. I saw philanthropy as something that only families with names like Carnegie and Rockefeller, need bother with…and I could not have been more wrong, because I too am a philanthropist. While those wealthy American families utilized their wealth to help communities by building hospitals, colleges and universities, businesses, etc., that bear their names, it was their giving that directly impacted people, and that carries further with me.

It was not until my introduction to the Community Foundation of Greater Greensboro that I realized that philanthropy was within my reach, without being either wealthy or white. On the contrary, I am a Black man who isn’t wealthy, but as a native of Greensboro, I desire to witness, nurture, live, and create a better life in Greensboro for myself, my family and all citizens of this great city. I never imagined moving back to Greensboro, after nearly 25 years aways, and to be able to invoke change, and leverage my position as a platform to teach others about philanthropy is beyond my wildest dreams. This is also an opportunity to utilize various tools of philanthropy to not only raise money for important causes such as housing, workforce, and education, but to also see how it can be used to manifest change in public policy and give voice to issues of social justice. Philanthropy to me means greater opportunities for all.

 

2. What is CFGG’s role and responsibility in fostering diversity and equity?

The Community Foundation of Greater Greensboro bears the responsibility of servicing a community that is majority-minority, with a population that is approximately 52% ethnic minority and 48% white. So, when it states that CFGG’s vision is a city where people work together to enrich the lives of all, there is an expectation of CFGG to look representative of the community in its staff and Board of Directors, and for CFGG’s work to benefit everyone. We work hard to be an organization with diverse leadership, inclusiveness in our partnerships and with our volunteers, and equitable throughout all our work and various initiatives. The theme and principles of equity are infused throughout all aspects of our work.

We have incorporated a ‘Diversity, Equity, and Inclusion Statement’ which reads:

“Our communities are diverse. They include people of all ages and abilities, creeds and religions, cultures, ethnicities, gender identities, national origins, and socioeconomic backgrounds. To pursue our mission, we will embrace our diversity, create opportunities for equity, commit us to fairness, and promote inclusion of all people.”

 

3. How can CFGG leverage partnerships to have a greater impact?

The Community Foundation of Greater Greensboro must use collaborative partnerships to achieve our vision of our city as a welcoming and thriving place where people work together to enrich the lives of all. The operative term in our vision is ‘enrich the lives of all’, not just some, but all! Through our role as fundraisers and granters, we can create financial resources to grant to local non-profits and help to finance the work of other organizations that do more of the programmatic grassroots work. We not only raise funds, but we also serve as convenors, pulling together key community stakeholders including local politicians, business leaders, civic and community leaders, and Greensboro residents, to create opportunities for all residents of Greensboro.

 

4. How does CFGG’s mission and values align with the needs of the community?

The mission of CFGG states: “The Community Foundation of Greater Greensboro inspires giving, maximizes opportunities and strengthens communities for every resident.” Greensboro, like many cities across the country, has its great points but faces some challenges as well. With an initiative like Guilford Jobs 2030, we are working to tackle one of those challenges. The challenge is a local workforce not adequately trained to fill skilled roles that are available now, and even more to come. Our goal here is to reach 60% of the local workforce being adequately trained/certified to fill these roles by 2030. There is a local affordable housing shortage that we are addressing with the creation of a housing fund used to fund builders in this type of development. We are also working to nurture and further develop local entrepreneurs, especially considering that most of the employers in Greensboro are entrepreneurs. This entrepreneurial sector must get our continued support.

The CFGG values include: Diverse and inclusive leadership, Strong entrepreneurial spirit, and Access to meaningful opportunities for every resident. I’ve talked a bit about CFGG’s diversity in leadership, and it is fact that diverse groups have proven more creative than groups of people with no diversity. It’s important that Greensboro and CFGG both remain creative and innovative entities. Likewise, a strong entrepreneurial spirit is needed both internally and externally as we go about our work in and around the Triad region. And finally, communities can’t thrive in a disparity-filled have and have-not environment. People generally are not looking for a hand-out, but more-so a hand-up and that is the definition of equity itself. It’s leveling the playing field, so that all can play in this game called life, and its truly organizations like CFGG and so many others that must figure how to invest in Main Street versus Wall Street. Philanthropy to me is about people and what vehicles can be used to enhance the lives of all citizens alike.

Over the years, society’s view of what philanthropy is and who can be a philanthropist has drastically changed.

 

Research has shown that women play a central role in the charitable giving space. There has been a shift in our culture whereas women are making more independent financial decisions. As a result, there has been a rise in the role women play in philanthropy. From donating to giving circles to holding leadership roles within charitable organizations, the presence of women in philanthropy is increasing.

 

In this edition of The Conversation, CFGG’s Director of ETWI and Guilford Apprenticeship Partners, Ann Flynt, provides insight into her journey and experience being a woman working in philanthropy.

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How does your career at CFGG help and/or influence your passion and goal in life?

 

All my life, I have felt the need to help people, but also wanted to excel in the business world.  I began my career as a commercial underwriter for a large insurance company right out of college, but then life happened — I got married and quickly became the mother of 2 children. I was lucky to be able to stay home and take care of my 2 children for 7 years while my husband worked to support the family. When I decided to re-enter the workforce, I switched from my business focus to becoming an educator. The daughter of a college professor who spent her entire life around college campuses, becoming an educator was in my blood — there were a number of family members who were educators.

 

I began my career as a teacher assistant, and I worked my way up from a teacher assistant to a teacher, to assistant principal, to finally principal, earning additional college degrees and credentials along the way. But being the CEO of a school was not all that I thought it would be. So, I went looking for something new that would not only challenge me but also use my business and education knowledge and background. I was lucky enough to find that perfect position here at CFGG when I was hired as the Four County Youth Apprenticeship Coordinator with the Eastern Triad Workforce Initiative. I could not believe how lucky I was to not only find the perfect position, but also the best mentor and boss in Donna Newton who was the Director of Workforce Initiatives at CFGG. In my new role, I would be working with students, parents, educators, business-people, and community members. It was the perfect fit — a balance of education and workforce — with a focus on apprenticeships.

 

Apprenticeships are the gold standard of the workforce, and how blessed was I to have the opportunity to help develop Guilford Apprenticeship Partners (GAP) youth apprenticeship program. Helping young people find their career pathway and giving them the opportunity to earn a college degree with no debt, while also building a career for themselves — how powerful and rewarding! The work that GAP does is life-changing and truly inspirational as I get to see young people find their calling while also blossoming into adulthood! Additionally, I get to use both my business and education background.

 

How do you overcome the challenges you face?

 

I believe with hard work, faith, and determination you can overcome and survive any challenge you face. My family is a source of strength to me when I have had to deal with difficult situations, and I know that they will always be there cheering me on, telling me that I can do it! I am so thankful to have such a supportive family— Family means everything to me!!

 

What is a quote that empowers/inspires you?

 

This quote from Winston Churchill truly inspires me:

Success is not final

Failure is not fatal

It is the courage to continue that counts.

 

What advice would you like to give to other women?

 

I would like to encourage women to support each other, encourage each other, and band together to continue to make our community stronger and stronger each day!

After my husband and I moved to Greensboro in 1985, I soon learned of the fight for civil rights that took place right here in my newly adopted town. One person, in particular, was Dr. George C. Simkins, Jr., who was a community leader and civil rights activist. Born in Greensboro in 1924, Dr. Simkins was a well-known and respected dentist. In 1955, he and several other black men were arrested for trespassing after they played nine holes at the all-white, municipal Gillespie Golf Course. The men appealed their convictions all the way to the U.S. Supreme Court, which ruled against them in a 5-to-4 vote. Rather than integrate Gillespie, the city closed the course, reopening seven years later with Dr. Simkins the first to tee off.

Most notably, Dr. Simkins was involved in a court action to desegregate Moses Cone and Wesley Long Community Hospitals. You can find a permanent reminder near Cone Hospital where a plaque describes the role Dr. Simkins played in this landmark case.

In 2010, Dr. Simkins’ friends and family chose the Community Foundation as a home for The George C. Simkins, Jr. Scholarship. To date, almost $200,000 in scholarships have been awarded to high school students of color. This scholarship is a permanent reminder that there was once a brave, dedicated African American who was committed to equality and would surely be proud to see that his legacy is being honored in this way.

Connie Leeper, Donor Services Manager

There was a study done decades ago that discovered that children who thrived after traumatic events had one thing in common:  An adult who was a constant positive presence in their lives.  Upon hearing this, one of our more prominent nonprofit leaders remarked,” Where is my adult?  I need that too!”  We all need that “Adult” in our lives we can turn to for guidance and support.  One of the tenets of the Guilford Nonprofit Consortium is that good training for nonprofits must be supported by opportunities for individual coaching and mentoring.  While the Consortium offers forty different “classroom style” training events each year, much of the benefit of that training are the hundreds of hours of mentoring, coaching, and support that is built into every event.

The Executive Leadership Academy is a year-long leadership development program that allows participants to attend training at the Center for Creative Leadership.  After a battery of online assessments, participants meet for day-long seminars on developing their own leadership skills. Supporting the training is a program that gives each nonprofit leader an individual coach to work with during the training to implement what they’ve learned.  Participants are also placed in small “Peer Coaching” groups where they learn how to coach and support each other in their development.  Many of these Peer Groups continue to meet years after the Academy is over.

In 2020, Triad Coaching Connection, an organization of local professionals in leadership and organizational development, partnered with the Consortium to provide 24 nonprofits with individualized coaching to help them navigate the early days of the pandemic and economic crisis. These professionals volunteered their skills and support to help local nonprofits keep the doors open in those early dark days.

One of the most valued Consortium programs is our Executive Director Roundtable Series.  This is a “closed door” meeting for the Executive Directors of nonprofits where they can safely and confidentially discuss the challenges they face in their day-to-day work.  Topics may include human resources issues, relationships between Directors and their Boards, financial management, and fundraising.  There may be no topic at all!  During the pandemic, many roundtables were just opportunities to check in with each other and offer mutual support.

The staff of the Consortium spend much of their time mentoring and supporting nonprofit professionals.  The Consortium Director met with 289 individuals from 136 different organizations in 2021.  They may have heard from Board Chairs asking, “How can I get this Board member to participate in meetings?”  From Executive Directors they heard, “How do I lead my organization through Strategic planning?” The young nonprofit professional asked, “Can you help me develop the skills I need to build my career?”  The most common request for help came from the committed community member who asked, “How do I start a nonprofit?  Should I?”

There is the old adage “Tell me and I forget, teach me and I may remember, involve me and I learn.”  This is the heart of the work of the Guilford Nonprofit Consortium.  We do indeed train people, but more importantly, we help build the relationships that make training work.  We help find that “Adult” that our nonprofits need to thrive.

Could you be an “Adult” for one of our local nonprofits?  Organizations that rescue animals, mentor youth, develop our economy, provide the Arts, feed the hungry, ensure affordable, safe housing, and many other causes need your support.  One of the best ways to share your talents is by serving on a nonprofit board.  The Consortium can help you find that nonprofit that needs your help and shares your values.  We will even offer you training on how to be an effective board member.

January is National Mentoring Month.  We usually associate mentoring with providing young people with personal, academic, or professional support.  This is important, but our nonprofit community needs those same supports.  Consider being an “Adult” for a nonprofit by offering your skills in accounting, human resources, events planning, fundraising, or any of the myriad of ways that you can help.  The Consortium can help you find that “right fit.” Contact us at guilfordnonprofits@gmail.com  and start building those relationships.

Steve Hayes, Director Guilford Nonprofit Consortium

WOW – What a year!  Our minds, bodies, souls, spirits, will, drive, and, in some cases, our optimism and hope have all been tested like never before.  We endured a stress-filled election, a subsequent insurrection, pandemic-driven quarantines, division amongst our citizenry, continued remote learning for our children, lack of contact with family and friends, racial injustices played out live on television, lost jobs, failed and/or struggling businesses, and on, and on, and on.  We’ve learned new terms like “cancel-culture”, vaxers and anti-vaxers, sleep anxiety, and food insecurities.  It seems like so much negativity was mounted around and/or against us that it was too much to overcome.  But we fought to work through it all and return to some realm of normalcy, and just when it seemed things might take a turn for the better with the advent and distribution of various Covid vaccines, giving us a collective sigh of relief, we were once again emotionally pummeled with the discovery of the Delta Variant of Covid-19.  It left many of us feeling like… What’s next?

Well, as a parent of three kids, who spent the better part of 2020 and 2021 learning remotely, I have had major concerns about their emotional well-being, and how they would adjust having to contend with so much over the past two years, especially the alienation from family and friends. I have witnessed their stress, increased anxieties, and even depression, while trying to closely monitor their moods and emotional well-being, but who is monitoring me?

As adults, many times our focus is on caring so much for everyone in our lives that we neglect to properly monitor our own well-being or take the steps to care for ourselves.  One of the key things that I have found helps me is slowing my life down with intentionality, moving at a much slower pace with those things that have no deadline or real urgency.  Another well-being check is allowing myself some “grace”.  As I have aged, I’ve come to realize that what I don’t get done today, will be there tomorrow, and I am glad to have found a “self-effacing” spirit that allows me to find humor in my errors or mistakes that once were followed by feelings of guilt or self-condemnation. Enjoy your successes, including the small ones, and give yourself time to live in the moment and take it all in, before you are off to conquer your next task or endeavor.

October is Emotional Wellness Month, a celebration in which individuals are encouraged to take stock of one’s stress levels, set a plan to get healthier both emotionally and physically, and to make the necessary changes in our lives to be our best selves.  Below are some tips for monitoring and developing good emotional wellness.

• Reduce stress: Set goals and a plan to reduce stress in our lives.  Do some self-reflection and determine what your stress triggers are (finances, work, family, health, etc.) and put into play a plan to target those triggers and determine how to keep them maintained.
• Calculate your screen time: It’s a fact that social media and time spent online can absolutely impact one’s emotional health.  It is simply too easy to constantly tap into millions of media impressions from the palm of your hand, and unfortunately, they are not all positive.  Set limits on when and how long you engage in that online realm.  Replace screentime with activities like exercise, reading, yoga, meditation, prayer, or doing some other activity that brings you joy.
• Access resources available to you for help: Many employers now offer access to professional counselors and/or therapists, through company insurance and benefits. Sometimes improving one’s emotional health requires delving deeper to get to the root of one’s emotional state.  This can sometimes be achieved by talking through issues, especially when talking with a trained professional skilled at helping you make sense of things.
• Remember what’s really important: It is critical to look at our lives and determine what aspects of our lives add value, bring us joy, and are truly things that matter.  We’ve all heard the cliché, “Don’t Sweat the Small Stuff”. Well, age has shown me that so much of what I considered critical in my younger life was really a lot of small stuff and what a blessing it is for those who gain that self-awareness sooner.  Most of us must work, but it is critical to maintain a good work-life balance, or you need to find the career or job that allows you to do so.
• Helping others: There are so many people in the world who are in need in one way or another.  It is a fact that we feel a sense of belonging, caring, of goodness when we are helping others.  Take the time to get involved in your community and volunteer goods, services, and/or time and talents to enrich the lives of others.  It is truly an emotional boost.

As we celebrate Emotional Wellness Month, we all need to remember to:  forgive yourself, practice gratitude, spend more time with your family and friends, explore your beliefs about the purpose and meaning of our lives, rest regularly and develop good sleep habits, exercise regularly, build a strong support network, set goals, set schedules, and seek help before it’s needed.  At our core is humanity and love, and we all need to rediscover those and share them with the world.

Smile at someone today and see how joyful and contagious a simple smile can be, and revel in the moment knowing that your shared smile might be the only one that person receives that day!

Michael A. Humphrey, Sr., Vice President, Operations and Equity

The Community Foundation of Greater Greensboro is excited to announce that we have moved to 301 North Elm!

Our tenure at Foundation Place has helped us to grow tremendously. From helping with the creation of new nonprofits like Guilford Education Alliance to leading major projects like the Steven Tanger Center for the Performing Arts, CFGG has always had one goal: to make a lasting impact.

We are looking forward to continuing our journey of impactful growth and inspiration at our new home. As community connectors, being in the heart of Downtown Greensboro allows for better opportunities of collaboration, innovation, creativity, and change. While we will miss the rich history of our previous location, we are excited about our new larger, contemporary space.

We are honored and grateful for all the support and well wishes we have received during this transition. Due to COVID, we were unable to host a formal “office warming”. However, we have created a fun and special video to showcase our wonderful new space. Stick around until the end for some funny moments created by some of our wonderful staff members!

 

As the country is observing National Hispanic Heritage Month from September 15 to October 15, by celebrating the histories, cultures, and contributions of those whose ancestors came from Spain, Mexico, the Caribbean, and Central and South America, I pause to give thanks for these vibrant cultures and the organizations serving them.  They are core components of our diverse community.

Started in 1968 as Hispanic Heritage Week under President Lyndon Johnson, the observance was expanded by President Ronald Reagan in 1988 to cover a 30-day period starting on September 15 and ending on October 15.  It was enacted into law on August 17, 1988.

This month I am honored to conclude my terms of service on the Board of Directors for Hispanics in Philanthropy (HIP) – a transnational organization on a mission to strengthen Latinx leadership, influence, and equity by leveraging philanthropic resources.

I first got involved with HIP when I worked with the Council on Foundations based in Washington, DC and had the joy of working with HIP members on various conferences.  From the very beginning, I was welcomed with the informal greeting that “you don’t have to be Hispanic to be “HIP”!

Fast forward 30 years, I look back with gratitude on decades of learning and partnership opportunities for myself and for CFGG.

When CFGG had the chance to help build the North Carolina site in HIP’s Funders Collaborative for Strong Latino Communities, it was an honor to be at the table as a founding member for over fifteen years.  Through this model, HIP partnered with over 150 local and national funders to raise and regrant over $40 million dollars to build the capacity of Latino nonprofits nationwide working to strengthen their local communities.  When the national Collaborative came to a close, NC funders wanted to continue our work in a new way, and now CFGG serves as the fiscal agent for the NC Collaborative for Strong Latinx Communities. This grantmaking endeavor includes participatory grantmaking featuring local Latinx leaders from across the state collectively allocating funds for Latinx-led programs.

I served on the HIP Board for two six-year stretches for a total of twelve years.  When I received my first Board Meeting docket, I reviewed a chart of Board Member demographics noting, amongst other attributes, the various Hispanic cultural heritage affiliations . . . Puerto Rican, Cuban, Mexican, Argentinian, etc.  HIP has always strived to maintain a very diverse Board and noting demographics can be a tool for assessing and monitoring that diversity.  When I scrolled down to the entry about me, I noticed that I was listed as “Other”.  It’s a useful growth experience for a “white” person to be noted as an “other” and to serve in a minority capacity.  I have learned so much and garnered infinite respect for my Latinx colleagues.  It has helped me to be a better ally and a better funder of community opportunities.

HIP has an unwavering focus on social justice and shared prosperity across the Americas.  As the leader of a network of foundations, donors, and nonprofits, it stands for making impactful investments in the Latinx community and developing leaders to effectively address the most pressing issues impacting communities in the U.S., Latin America, and the Caribbean. Latinx equity, participation, and inclusion are essential for widely shared democracy and prosperity in the U.S. and the Americas. HIP is a forum for all funders to learn, support, and advocate for Latinx communities.  Programs include HIPGive, PowerUp Fund, Leadership Conferences, Lideres Program, human rights initiatives, and international site visits.  Triad-based Latinx leader Irving Zavaleta was selected for a fellowship in the Lideres Program, and many local nonprofits in Guilford Country received funding through the Collaboratives.  I am sure that these programs and HIP’s role as advocate caught the eye of philanthropist MacKenzie Scott who recently awarded HIP a grant of $15 Million.

CFGG and I salute Hispanic Heritage Month and we are proud to be a member of HIP, to be a partner in the NC Collaborative, to be the home for two Latinx-led giving Circles (The Immigrant Fund and LEAF: Latino Education Advancement Fund), and to support our local nonprofit grantees that celebrate Latinx cultures and support Latinx communities.  Please join me in giving thanks.

Tara McKenzie Sandercock

 

Take a second to consider what “back to school” means to you.  I am transported back to my childhood. I remember my mother dragging me to the mall for new clothes, the excitement of choosing school supplies and the anticipation of seeing friends on the first day. It may take you to your college years or the responsibilities you feel as a parent to ensure your child has all the tools needed for success. As we prepare for a new school year, I ask you to consider a population that may not normally come to mind – adult learners.

This is one of the target demographics for the Community Foundation’s newest county-wide initiative. Guilford Jobs 2030 (GJ30) has one overriding goal: Increase the percentage of the population with post-secondary credentials from its current rate of 46 percent to 60 percent by the year 2030. While this includes any education above high school, much of our focus will be on certifications and Associate degree-level achievement.

While success will add $1 Billion to the local economy annually, along with a total of 14,000 jobs, our ambitious goal means it’s more than a workforce and economic development initiative. Reaching 60 percent amounts to helping 30,000 additional people earn credentials, meaning we must make education available and accessible to all our neighbors. This includes overcoming disparities in Guilford County’s educational attainment between white and minority populations. African American, Latino and refugee populations are currently more than 50 percent less likely to earn post-secondary credentials.  GJ30’s goal is to have all demographics at 60 percent by 2030. Finally, while achieving this goal will include working with school age children, it also requires we focus on adults aged 25-44.

Outcomes and goals matter. They influence the planning phase of an initiative, who sits at the table, populations most effected and, maybe most importantly, the services required to achieve success. We chose an educational achievement goal that reaches the entire community and requires an all-hands-on deck response.  So as the school year approaches, consider what it would take to change the direction of your children’s lives as a single mother working two jobs to make ends meet.  How would you prepare to further your education? What kind of assistance would you need to make that happen? How would that change what “back to school” means to you?

System implementation will begin in Greensboro and High Point next year. We look forward to demonstrating what “back to school” means to the 40 organizations that have been at the table developing GJ30.

David Bolton – Director, Workforce Initiatives