For more than six decades, the Kate B. Reynolds Charitable ...kbr.org/sites/default/files/annual-reports/Annual Report 2010.pdf · For more than six decades, the Kate B. Reynolds

For more than six decades, the Kate B. Reynolds Charitable Trust has worked to fulfill Mrs. Reynolds’ mandate to improve the quality of life and quality of health for low-income and underserved populations of North Carolina.

During her lifetime, Mrs. Reynolds was a leader in establishing and maintaining community hospitals to serve all residents of Forsyth County. She pushed for better wages and working conditions for factory workers, supported safe and affordable housing for young women, and promoted day care centers for the children of working mothers. The Trust has remained relevant through changing times by recognizing emerging needs and investing in proactive and often untried solutions, all the while, staying true to the spirit of Mrs. Reynolds’ progressive vision.

Letter from the trustee

Letter from the president

financiaLs

stories of impact

capacity BuiLding cohort

recLaiming futures

community heaLth center deveLopment

second Wind

suBstance aBuse and primary care integration cohort

2010 investments

executive advisory counciL

poor and needy division advisory Board

heaLth care division advisory Board

staff

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one of the most significant responsiBiLities that come to a corporate fiduciary is the responsibility for operating and administering perpetual charitable trusts and foundations at the request of a current or former client. As sole trustee of the Kate B. Reynolds Charitable Trust, Wells Fargo, and its predecessor bank Wachovia, have been given the respon-sibility of supporting the dream and life purpose of Kate Bitting Reynolds to provide her state and local community with resources to address the issues of poverty and health care over time.

For more than 60 years, the Kate B. Reynolds Charitable Trust has been an extraordinary advocate for needy and underserved people in Forsyth County and in North Carolina, advancing Mrs. Reynolds’ vision of a better, more just and equitable community. The Trust supports traditional pro-grams and initiatives that have accomplished Mrs. Reynolds’ purposes over time as well as organizations, initiatives and programs that have the poten-tial to do an even better job in the future of not only relieving the plight of those in need and without access to reasonable health care but of addressing and stemming the root causes of those conditions.

We count on a highly talented team of professionals in the office of the Kate B. Reynolds Charitable Trust to assist us in our responsibilities as Trustee. With the resources available to the Trust today (we distribute over $20 million each year within the State of North Carolina) and with the ever-changing field of national, regional, state, and local organizations that we can support and with whom we can collaborate, it is essential that we bring the best knowledge, experience, and insight, as well as high levels of focused passion and energy, to the task set by Mrs. Reynolds.

We are fortunate to have the sound leadership of Karen McNeil-Miller at the Trust as President, and the talented team she has attracted to the Trust’s staff, to support us in our work as Trustee. We are also appreciative of the commitment and support provided by volunteer leaders from across the state who assist us as members of our advisory council and boards in the formulation of strategy at the Trust and in the evaluation of potential grantees and partners in mission as we make decisions about how to apply the Trust’s resources to the community.

During the past year we have expressed our appreciation to some departing mem-bers of the Trust’s team and welcomed some new leaders to the work of the Trust. New to the Trust as Director of the Poor and Needy Division, Joseph D. Crocker is already mak-ing important leadership contributions. We have also welcomed Jon S. Abramson and Sue Henderson to the Executive Adviso-ry Council, and Becky Olson to the Health Care Division Advisory Board. Finally, we have thanked the following individuals for so generously and faithfully supporting the work of the Trust: John W. Burress, III, as member the Executive Advisory Council; Richard N. Davis, as member of the Poor and Needy Division Advisory Board; and Robert Greczyn, Jr., as member of the Health Care Division Advisory Board.

All of us at Wells Fargo are honored to have the responsibility of ad-vancing Mrs. Reynolds’ dream of a better community with the resources of her Trust. In the following pages, you will see how we seek to accomplish the Trust’s mission today and get a feel for the extent to which Mrs. Reynolds has provided a rich legacy of care and compassion to the communities she loved so deeply. We all owe her our heart-felt appreciation and our best efforts to support her dreams for all of us.

Sincerely,

H. KiNg MCglaugHoN, JR.SeNioR ViCe PReSiDeNT aND CHieF PHilaNTHRoPiC oFFiCeRWellS FaRgo PHilaNTHRoPiC SeRViCeS

2010 annuaL report 1

for individuaLs and famiLies across north caroLina suffering in poor health and poverty, all of us at the Kate B. Reynolds Charitable Trust know that we must not only do more, we must do things differently and better than ever before. This fundamental belief guided us throughout 2010. We also under-stand that the philosophical simplicity of our conviction is in constant battle with a variety of increasingly complex social and political realities. Investing in impact is not easy; it takes time, vision, and a willingness to face challenges every step of the way.

But we carry on, now for more than six decades, adapting to what we see and learn. Determined to have solid, measurable impact on underserved people and communities across North Carolina, we have gradually been diversifying our portfolio of grants in order to achieve more influential involvement in the systems and institutions that affect people and communities. By challenging what is customarily expected—in how we fund, how we connect, how and where we involve ourselves—we are discovering new opportunities, new solutions, and new collaborations.

As we transform our perspective and process, we are transition-ing from a place of philanthropy to a position of influence. More than simply investors in goodwill, we now intend to be thoughtful partners in good action. Years of experience have shown us that familiar vehicles of social cause funding, while good-hearted, can often become stalled. For real and enduring impact, we must aim for broad, interconnected, and measurable systemic change.

We pledge to maintain what has always been the strength of the Trust—compassion and dedication to poor and underserved North Carolinians—while evolving new viewpoints and capabilities in order to effect positive change. This is about moving forward, transforming familiar landscapes, deepening our connections, investing in impact.

We do this because the time is right to be more than simply openhanded. We must be influential as well. Generosity without clear navigation often just spins in well-meaning circles.

I am honored to work alongside so many talented and caring people. What we are able to accomplish as a charitable trust is solely

dependent on the vision, passion, and hard work of our grantees— people like Claretta Wither-spoon at Reclaiming Futures in Guilford County; Ben Money at the North Carolina Community Health Center Association; and Brian Harris at the Rural Health Group in Roanoke Rapids. As you learn a little about the important work of these grantees featured in this report, notice the emphasis on outcomes, not just programs or initiatives. Notice the perspective of Ryan Eller at CHANGE, who sees the sustaining grant his small organization received for operational support as an important step toward becoming more self-sufficient—exactly what we would hope for a grassroots organiza-tion fighting poverty and injustice on a limited budget. When we focus on having a lasting and comprehensive impact in the communities we serve, we must think long-term.

My personal belief is that the stakes have become higher than we ever imagined. Issues of health among poor and underserved North Carolinians have reached a crisis point. We must rise to the occasion by adapting to the need, and we must reposition ourselves from being reactive grant-makers to deliberate change-makers. As always, the Trust looks forward to moving forward with you now and in the years ahead. Sincerely,

KaReN MCNeil-MilleR, PReSiDeNT

2 Kate B. reynoLds charitaBLe trust

summary of income, receipts, and disBursements for the fiscaL year ended august 31, 2010

08/31/10 08/31/09 Undistributed Income at Beginning of Year 2,225,158 1,882,381Income:

Dividends 1,970,237 2,654,831Interest 2,685 34,232Refunds of Prior Years’ Grants 64,961 179,098

Total Income 2,037,883 2,868,161

Other Receipts:

Transfer from Principal 20,949,995 27,668,270

Total Income and Other Receipts 22,987,878 30,536,431

Expenditures:

Administrative Expenses 2,400,723 2,829,677

Trustee Fees/Expenses 1,973,493 1,847,937

Federal Excise Tax 329,229 208,771

Transfers from income to principal Grant Disbursements:

Health Care Division 13,659,497 18,617,503

Poor and Needy Division 4,575,357 6,216,782

Strategic Initiative Fund 242,722 472,984

Total Expenditures 23,181,021 30,193,654 Undistributed Income at End of Year 2,032,015 2,225,158 Undistributed Grant Commitments 8,444,895 22,698,565 schedule of investments 8/31/10

market value8/31/09

market value

Equities 271,199,394 323,097,740

Fixed Income 119,910,592 136,075,127

Alternatives/Tangible Assets 81,011,892 3,938,868

Cash/Cash Equivalents 1,864,324 2,205,648

Total assets 473,986,202 465,317,383


o aLLeviate the symptoms of poverty without addressing the root causes and institutionalized patterns that reinforce the cycle of poverty is a momentary benevolence. intentions may be kind-hearted and short-term results may inspire, but unless efforts focus on long-term sustainable change, what is gained one day is often lost the next. the Kate B. reynolds charitable trust has been evolving from a traditional grantmaker to an influential change-maker for the last five years. this strategic repositioning of how we fund organizations comes from more than 60 years of experience, discovery, and learning. We are forever expanding our knowledge and abilities in order to meet more fully mrs. reynolds’ expectations of what her trust should be and do. today, our accomplishments absolutely dig deeper into the communities where we focus our efforts, improving the overall life and health of north carolina’s disadvantaged individuals and families. the following grantee stories illustrate the power of investing in impact. Whether it’s a new way of providing and integrating healthcare or a grassroots organization learning to focus on future sustainability and growth, the grant recipients profiled in this report are committed to delivering real and replicable outcomes, not just isolated actions of goodwill. With this organizational mindset, and by facilitating better interactions and collaborations, the trust will continue to make positive and lasting changes in forsyth county and across the state.


the Bumper sticKer on Dr. Laura Early’s car gives more than a telling insight into her personality; it also challenges readers to consider their own potential: “I can clean 30 stalls before breakfast. What can you do?” Early, Executive Director at The Place of Possibilities in rural Aulander, North Carolina, is a spirited visionary with unstoppable can-do energy. But she flatly rejects any suggestion that the remarkable success of this grassroots organization is hers alone. “I received the seed of a dream and spoke it,” she insists, having just mucked five horse stalls and allowing herself a rare moment of stillness. “From there, so many others made it happen and continue to do so. I might be the spark, or sometimes the irritant. But when people see genuine commitment, they take ownership and run with it.”

With a mission to alleviate suffering and educate young people living in poverty so they can become responsible, productive citizens, The Place of Possibilities received a grant from the Trust in 2010 to build their capacity to provide health and wellness programs. As a result of their capacity building work, the Place of Possibilities is attempting to expand current offerings and strengthen their organizational impact.

Making the most of limited resources has been Early’s strength for fifteen years, but the Trust now hopes to help The Place of Possibilities grow stronger and more effective through strategic planning, board development, and succession planning. “People sometimes wonder what happens when I’m gone,” Early admits. “But my team will tell you this mission belongs to the people. We’re proving that grassroots efforts can make a difference. The Place of Possibilities transforms everyone that comes into contact with it.”

The Trust wants to assist in a transformation, too, helping evolve Early’s inspirational faith and conviction into an organizational structure that can achieve systemic change for years to come. “The power of this place pen-etrates into people’s hearts and minds,” Early almost sings. “These programs are planted. Now watch them grow.”

“When people see genuine commitment, they take ownership and run with it.”

—DR. lauRa eaRly, exeCuTiVe DiReCToR oF THe PlaCe oF PoSSiBiliTieS

impact Beyond inspiration


representing the trust’s first major affiLiation with the judicial system as it pertains to juvenile health and wellbeing, as well as one of the first collaborations with a national funder—the Robert Wood Johnson Foundation—Reclaiming Futures is an outcomes-driven initiative to help teens engaged in drug and criminal activity change directions and achieve a better quality of life. “For many reasons, young people sometimes make terrible mis-takes and get involved in unhealthy habits,” says Claretta Witherspoon, Project Director for Reclaiming Futures in Guilford County. “But life isn’t over because you got arrested. With the right guidance at the right time, a young person can get back on track.”

By bringing together and assuring communication between all the services involved with issues of juvenile crime—courts, police, Department of Social Services, school systems, medical and mental health providers, faith centers, and families—Reclaiming Futures is much more than a case-based program for individual needs. Rather than reinvent the wheel, the goal is to change how existing social systems work and interact, thereby achieving positive, ongoing, and replicable results. “We’re connecting all the public partners that have histori-cally been working in isolation and showing what happens when they approach complex problems as a team,” Witherspoon explains. “The causes of juvenile drug use and crime are multifaceted, so the solutions must be, too. It’s about being proactive in our communication and cooperation.”

With six sites across North Carolina, it’s also about gathering measurable data and conducting broad evaluations of effectiveness. As an initiative working construc-tively within the Trust’s mental health/substance abuse focus area, one significant result is that every young person who enters the judicial system within a Reclaim-ing Futures’ community is now screened to assess their mental health, identify any substance abuse issues, develop a behavioral profile, and recognize past experiences with crime or violence. Compared to little screening before Reclaiming Futures implementation, over 1,220 young people were screened and connected to treat-ment within 14 days in pilot site counties in 2009-2010. Reclaiming Futures is a joint endeavor between the Health Care and Poor and Needy Divisions of the Trust.

“Life isn’t over because you got arrested. With the right guidance at the right time, a young person can get back on track.”

—ClaReTTa WiTHeRSPooN, PRoJeCT DiReCToR FoR ReClaiMiNg FuTuReS, guilFoRD CouNTy

impact through transformation


impact through transformation

isaiah, 15, with his mother and guilford County Reclaiming Futures Project Director, Claretta Witherspoon, take a moment to celebrate his success in the Reclaiming Futures program. He recently made honor roll at his school and applied to the early college program at guilford Technical Community College. He’s thankful for a local pastor who has become his mentor to help him stay away from drugs and alcohol.


anticipating hoW historic federal legislation in healthcare would impact North Carolina, in 2010 the Trust responded strategically to help health centers across the state meet new criteria for becoming federally-qualified, thereby entitling them to compete nationally for a coming wave of federal funding opportunities. By providing funding for training programs, technical support, and assistance with grant writing, the Trust’s investment fostered an incubation process tied directly to federal mandates still being negotiated in Congress. This timely envisioning of future developments is now positioning North Carolina to be a significant beneficiary of existing healthcare legislation while creating better, more comprehensive, and more accessible care for thousands of underserved people.

“By increasing the number of health centers that will submit success-ful applications, the Trust has made an investment in the future that should reap huge and ongoing benefits for our state,” says Ben Money, CEO of the N.C. Community Health Center Association. “Just one extra Community Health Center will bring in enough money to match the Trust’s grant, and we’re reasonably hoping to win as many as fifteen. Even better, once a center is qualified, it receives annual federal grant money as well as the right to apply for other types of funding. This means the Trust’s investment will multiply greatly as more counties across the state are awarded health centers, which means more of the most vulnerable people in our state will have an opportu-nity to receive high quality health care.”

Federally Qualified Health Centers are required to systematically report their results, such as how many people are being served and what medical protocols are being followed, giving the Trust a built-in measurement mecha-nism for this one-time grant. “It’s about as outcome-focused as you can get,” Money says. “As these new health center models integrate all service providers under one roof—medical, dental, mental health, pharmacies—people at risk of having inadequate or no healthcare at all can finally benefit from an approach that is both compassionate and cost-effective.”

“By increasing the number of health centers thatwill submit successful applications, KBr has made an investment in the future that should reap huge and ongoing benefits for our state.”

—BeN MoNey, Ceo oF THe N.C. CoMMuNiTy HealTH CeNTeR aSSoCiaTioN

impact from anticipation


When ryan eLLer taLKs aBout second Wind, the Trust’s 2010 initiative to provide funds for basic operating needs to community organizations that do big work with small budgets in Forsyth County, he calls it a perfectly named program. “It was exactly what we needed; a chance to catch our breath.” Eller, Executive Direc-tor for Communities Helping All Neighbors to Gain Empowerment (CHANGE), the smallest-staffed grassroots organization of its kind in the Southeast, credits the grant from the Trust’s Poor and Needy Divi-sion for enabling CHANGE to maintain its capacity to serve without having to let go of any employees. “Financially, 2010 was tough for civic organizations without deep pockets. The assistance we got from the Trust removed a lot of pressure by giving us the time and space to keep doing what we do—serving the poor and needy, helping children and families, growing social capital in our neighborhoods—without having to obsess over a deficit. Since we didn’t have to scramble for dollars, we could focus on having as much impact as possible in the community.”

CHANGE focuses much of its work on effective community orga-nizing. In 2010, their organizing work made great strides in addressing housing for homeless populations and for homeowners facing foreclosure. As CHANGE continued to fulfill all the core components of its mission, members were able to focus on developing strategies for long-term sus-tainability rather than rushing into a crisis mode of fundraising, which can be inefficient if not downright unsuccessful. “At CHANGE, we feel you can intelligently organize money for a good cause just like you orga-nize people, but it takes planning and strategy. The Second Wind grant made it possible for us to think smart rather than having to react fast.”

While Second Wind efforts were initiated during the 2010 fiscal year, funding will be reported in 2011.

“since we didn’t have to scramble for dollars, we could focus on having as much impact as possible in the community.”

—RyaN elleR, exeCuTiVe DiReCToR FoR CHaNge

impact of perpetuation


impact of perpetuation

Joe Crocker (right), Director of the Poor and Needy Division, discusses overcoming home foreclosure in Forsyth County with Ryan eller and Mustafa abdullah of CHaNge in front of green Street Church, a haven for those in need.

rethinKing the traditionaL practice of referring patients to outside specialists for treatment of substance abuse and/or mental health issues, the Trust invested in coordinating these services under one roof in order to improve the overall quality and accessibility of care. By integrating the unique skills of a behaviorist into the familiar setting of the primary care provider, medical issues such as addiction and depression can be addressed naturally within the overall context of a patient’s care.

“It removes the stigma of being treated for these problems,” says Brian Harris, CEO of Rural Health Group (RHG), which received a grant from the Trust in 2010 to improve community health through its participation in a substance abuse and primary care integration cohort. “If someone is misusing alcohol and needs help, we now don’t send them somewhere else, which not only calls attention to the treatment but also delays it and lessens the likeli-hood it will happen. Unlike the typical primary care office, we have someone on-site and ready to help, so it’s structured within the regular appointment.”

Prior to receiving the grant and new directive, RHG did not generally screen for substance abuse or depression. But in 2010—after extensive staff development and training—the provider screened over 12,000 patients. “Most every physical illness has a mental health component,” Harris explains. “A patient’s diabetes might cause depression. Or someone with back pain might be self-medicating with alcohol. When we treat these matters together, we have a much better chance of making a lasting impact on someone’s health.”

With substance abuse and mental health services being reduced across North Carolina due to tightening budgets, the Trust recognizes the critical im-portance of innovative solutions to meeting community health needs. RHG is one new model that is working, and the Trust is also funding organizations that are bringing primary care to existing mental health providers—maximizing the power of reverse integration. “KBR is ahead of the curve on this,” Harris says. “By focusing on the whole person at once, we’re humanizing healthcare.”

“a patient’s diabetes might cause depression. or someone with back pain might be self- medicating with alcohol. When we treat these matters together, we have a much better chance of making a lasting impact on someone’s health.”

—BRiaN HaRRiS, Ceo oF RuRal HealTH gRouP

impact through integration


heaLth care division

DIABETES

center for heaLth and heaLing, inc. $55,000

jacKson county department of puBLic heaLth $82,500 piedmont heaLth services, inc. $80,465 WaKe heaLth services, inc. $55,000 freedom house recovery center, inc. $107,800 graham county heaLth department $28,248

macon county puBLic heaLth center $38,592 puBLic heaLth authority of caBarrus county $99,000 toe river heaLth district $92,959 MENTAL HEALTH AND SUBSTANCE ABUSE

aLL souLs counseLing center $25,000 BaKersviLLe community medicaL cLinic, inc. $44,000

johnston county mentaL heaLth center $137,500

WiLmington heaLth access for teens, inc. $82,500 coastaL horiZons center, inc. $137,500

Baart community heaLthcare $132,897

centerpoint human services $124,576

community cLinic of rutherford county $137,500 dare county heaLth department $126,250 duKe university $73,017 gaston county heaLth department $137,500 guiLford aduLt heaLth $137,500

ruraL heaLth group, inc. $137,500

southLight, inc. $123,435

WiLKes county heaLth department $137,500

ACCESS TO PRIMARY CARE care share heaLth aLLiance $100,000 davidson medicaL ministries cLinic, inc. $25,000

eLderhaus, inc. $155,100

north caroLina community heaLth center association $400,000 opportunities industriaLiZation center, inc. $110,000

the free cLinic of transyLvania county inc. $55,000 n.c. institute of medicine $70,986

mdc, inc. $110,000 aLLiance medicaL ministry, inc. $55,000 cape fear heaLth net $124,300

SMALL ORGANIZATION CAPACITY BUILDING

heaLth support center , inc. $16,500

shepherds care medicaL cLinic $16,500 american indian mothers inc. $16,500 an open door community deveLop-ment corporation, inc. $16,500 the pLace of possiBiLities $16,500

carenet counseLing center of WiLKes $7,700

the cornerstone ministry, inc. $16,500 crossWorKs, inc. $14,300

success dynamics community deveLopment corporation $16,500 WiLson county suBstance aBuse coaLition, inc. $6,930 LaKe area counseLing, inc. $5,500

OTHER

the food BanK of centraL and eastern n.c. $25,000

Continues on next page

impact through integration


Dr. laura early with akyia, one of the kids that attend the afterschool literacy program at The Place of Possibilities in Bertie County. The center is a place where kids can study, play, get a snack, and spend time with friends.

poor and needy division

iNCReaSiNg SelF-ReliaNCe EDUCATION

the Winston-saLem foundation $25,000 JOB TRAINING

haBitat for humanity of forsyth county, inc. $82,500

SUPPORTIVE HOUSING

united Way of forsyth county, inc. $49,500

the Winston-saLem foundation $30,000

PRoViDiNg BaSiC NeeDS HEALTH CARE

community care center for forsyth county $49,500

Winston-saLem/forsyth county Board of education $12,716

OTHER

Winston-saLem/forsyth county Board of education $193,860


(left to right)

CHRiSToPHeR W. SPaugH Senior Vice President, Senior Trust Team Manager, Philanthropic Services, Wells Fargo Wealth Management T. Ray MCKiNNey Retired ExecutivelauRa CaRPeNTeR BiNgHaM Retired, Peace College PresidentDaViD l. CoTTeRill Retired ExecutiveH. VeRNoN WiNTeRS Retired ExecutiveKaReN MCNeil-MilleR President, Kate B. Reynolds Charitable TrustSaNDRa T. SHell Senior Vice President, Chief Operating Officer, Philanthropic Services, Wells Fargo Private BankJoN S. aBRaMSoN, M.D. Chair, Department of Pediatrics, Wake Forest University School of MedicineRoBeRT S. KNieJSKi Retired ExecutiveSue HeNDeRSoN Senior Vice President and Regional Managing Director, Wells Fargo Wealth Management, The Private Bank

NoT PiCTuReD:

H. KiNg MCglaugHoN, JR. Senior Vice President, Chief Philanthropic Officer, Philanthropic Services, Wells Fargo Private Bank

(left to right)

RoNalD J. DRago President and CEO, United Way of Forsyth County, Inc. SaNDRa T. SHell Senior Vice President, Chief Operating Officer, Philanthropic Services, Wells Fargo Private BankSCoTT F. WieRMaN President, The Winston-Salem FoundationFeRMiN BoCaNegRa Senior Pastor, Iglesia Cristiana Wesleyana ChurchJoe H. RayMoND Director, Forsyth County Department of Social ServicesJaNeT P. WHeeleR Retired ExecutiveMiCHael l. JoyCe Senior Vice President, Senior Investment Manager, Wells Fargo Private BankCHRiSToPHeR W. SPaugH Senior Vice President, Senior Trust Team Manager, Philanthropic Services, Wells Fargo Wealth Management

NoT PiCTuReD:

BRooKe BuRR Leonard, Ryden, and Burr Real Estate

2010 executive advisory counciL 2010 poor and needy division advisory Board


2010 heaLth care division advisory Board staff

(left to right) eDgaR g. VillaNueVaSenior Program Officer

elizaBeTH a. SCHieMaNNResearch & Communications Associate & Fellow

JoSePH D. CRoCKeRDirector, Poor and Needy Division

SuSie goRDoNAdministrative Assistant

Joel T. BeeSoNDirector, Operations and Administration

SHiRley H. WoMaCKExecutive Assistant

alleN J. SMaRTDirector, Health Care Division

DeBRa B. laDDAdministrative Assistant

loRi V. FulleRDirector, Evaluation and Research

JoHN W. FulKProgram Associate & Fellow

KaReN MCNeil-MilleRPresident

SuSaN J. RiCHaRDSoNSenior Program Officer

aBeNa K. aSaNTeSenior Program Officer alaN g. WelCHInformation Systems Manager

(left to right)

a. Ray RogeRS District Director to Representative G.K. Butterfield WilliaM “Bill” a. Pully President, N.C. Hospital Association, Inc.THoMaS J. BaCoN Director, North Carolina Area Health Education CentersliSa C. Bell District Court Judge, 26th Judicial DistrictMoSeS CaRey, JR. Secretary, N.C. Department of AdministrationBeCKy olSoN Executive Director, Good Samaritan Clinic of Jackson CountyeugeNe W. CoCHRaNe President, The Duke EndowmentMaTTHeW a. JoHNSoN Senior Vice President, Senior Wealth Management Director, Wells Fargo Private BankSaNDRa T. SHell Senior Vice President, Chief Operating Officer, Philanthropic Services, Wells Fargo Private BankRaMoN Velez, M.D., MSC Professor of Medicine, Medical Center of Bowman Gray School of Medicine and N.C. Baptist HospitalRoBeRT W. SeligSoN Executive Vice President, North Carolina Medical Society, Inc.JaNelle a. RHyNe, M.D. Medical Director, Cape Fear HealthNetCHRiSToPHeR W. SPaugH Senior Vice President, Senior Trust Team Manager, Philanthropic Services, Wells Fargo Wealth Management


staff

design: m creative; illustration: josé ortega; photography: Will and deni mcintyre; Bernard carpenter

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