Past Campaigns
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Ain Dah Yung (Our Home) Center
This nonprofit organization, based in St. Paul, serves American Indian children and youth in family crisis situations. Its excellent programming includes a children's emergency shelter, a youth development program, a family support program, and an independent living program for youth and young adults. We worked with Ain Dah Yung in 1994 and 1995 to plan, organize and conduct a $732,000 Organizational Development Campaign, which exceeded its goal by $93,000. Both capital and program expansion funds were secured. In 1999, we contracted with this agency to raise additional program development funds. This $384,000 goal also was exceeded.
Alliance Housing, Inc. (AHI)
Alliance Housing is a Minneapolis community developer whose mission is to create, own, and operate affordable housing for low and very low income single adults and families. Since it began in 1991, Alliance Housing has provided stable, affordable housing to those most in need: single adults and families in shelter, people struggling with mental illness and/or addiction, low-wage workers priced out of the housing market, and chronic homeless people who are ineligible for housing provided by other affordable housing organizations. The Capital Campaign's focus was to raise $2.96 million in order to make necessary building improvements to 11 aging duplexes, an eight-plex, and a 27-unit rooming house. CWH began working with AHI in 2006 to raise $1.1 million of the $2.5 million project cost. Approximately $2.7 million has been secured. These capital improvements, when completed, will make it possible for Alliance Housing to continue offering affordable scattered site housing to the very poor.
American Indian Neighborhood Development Corporation (AINDC)
AINDC launched a 25th Anniversary Capital Campaign in 2000. This grassroots economic development agency is committed to providing quality manufacturing, warehouse, office, studio, and retail space on East Franklin Avenue, in the heart of Minneapolis's Phillips neighborhood. In addition to providing safe, efficient, and affordable space, job creation is augmented. The $4 million goal has been reached.
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Centre for Asians and Pacific Islanders (CAPI)
This multi-faceted human service agency has provided thousands of refugees and immigrants opportunities for skill building, literacy, and other personal growth activities since 1982. The organization is renovating its building on East Lake Street in order to serve a growing number of clients. CWH worked with CAPI in 2005-07 on the $1.5 million Capital Campaign. Campaign commitments total $1.493 million, and renovations are underway. The newly renovated CAPI building will re-open in the Summer of 2008.
Clare Housing
In late 2000, CWH began working with Clare Housing to lay the groundwork for a Capital Campaign to raise funds for Clare Apartments, which provides housing with related supportive services for persons living with HIV/AIDS. The Capital Campaign generated $6.5 million in a substantial amount of public dollars in addition to foundation, corporate, and individual support. Clare Apartments is the first supportive housing of its kind for individuals with HIV/AIDS in Minnesota.
COMPAS
COMPAS is a longstanding community arts organization serving over 300,000 children, youth, and adults throughout Minnesota each year. Writers and Artists in the Schools (WAITS) and ArtsWork are the organization's best known programs. In 2005-06, Crowley, White & Helmer, Inc. worked with COMPAS to raise $1 million for the Points Forward Campaign, which focused on organizational and program development and expansion. A total of $1,075,000 was raised.
Comunidades Latinas Unidas En Servicio (CLUES)
CLUES is a leading provider of linguistically and culturally competent services for the Chicano Latino community. Services are offered in five core areas: Mental Health, Chemical Health, Employment, Education and Elder Wellness. With the Chicano Latino population growing exponentially in the Twin Cities, CLUES' services are increasingly in demand. CWH and CLUES raised approximately $500,000 on a Program and Operating Support Drive, and approximately $3.33 million was raised for a Capital Campaign which was completed in 2005. (Due to costs beyond the original estimates, additional capital funds are being sought by CLUES at this time.) This Capital Campaign enabled CLUES to establish and operate permanent service sites at 797 East Seventh Street in St. Paul, and in South Minneapolis.D
Dakota Communities, Inc. (DCI)
DCI is recognized as a leader in responding to the needs of people with developmental disabilities, and in the movement toward smaller, more suitable living arrangements. Approximately 190 low-income individuals are served on a permanent basis. DCI's capital effort has allowed the organization to "de-institutionalize" through the closing of a 48-bed facility and the construction of nine homes serving approximately 50 people. Of the $3.8 million project cost, $1.1 million was sought from local foundations, corporations, and individuals. The Capital Campaign exceeded its goal by $500,000.E
East Metro Opportunities Industrialization Center (EMOIC)
EMOIC is a well-established human service organization and accredited postsecondary institution that focuses on preparing traditionally hard-to-place individuals for sustainable employment and self-sufficiency. A $1.33 million three-year Program Development Campaign was completed in early 2001, which allowed the agency to expand staff, curriculum, and outreach, and increase technology. Approximately 95% of the goal was secured. In 2005-06 CWH successfully completed another Program Development Campaign with EMOIC to raise $360,000 toward that fiscal year's program and operating needs.
East Side Neighborhood Service (ESNS)
ESNS is the community center for Northeast and Southeast Minneapolis. Originally established in 1917 as a settlement house, the agency currently serves over one-third of Minneapolis's geographic area. Crowley, White & Helmer was fortunate to be involved with this capital project from the initial stages. CWH conducted a Community Needs Assessment that showed a dire need for a new building, and coordinated a Feasibility Study that anticipated strong support from foundations, corporations, and government sources. Originally, a $4.2 million Capital Campaign was launched. Building costs increased, and the campaign was successful in obtaining approximately $6.5 million in commitments. The Capital Campaign was completed in early 2001.F
Family Alternatives
In early 1998, CWH began working with Family Alternatives -- a Minneapolis-based foster care agency committed to providing nurturing family settings for Twin Cities area children who must be placed outside their family of origin. The centerpiece of the Program Development Campaign was the "Kids Capacity Initiative", a national model that focuses attention on kids' strengths, talent, and potential rather than on problems or challenges. The $732,284 campaign goal was exceeded. In 2000, CWH worked again with Family Alternatives to secure support for a two-year, $355,000 "Fund Development Plan."
Freeport
Freeport serves approximately 2,500 individuals per year from five counties. These youth and their parents have experienced poverty, oppression, institutionalization, and violence, and are attempting to achieve personal and community improvement. After a successful $2 million Capital Campaign, Freeport re-contacted CWH to work on funding for a comprehensive technology initiative.G
Genesis II for Women
Genesis II for Women is a longstanding nonprofit dedicated to serving women who have histories of abuse and/or being abused; in addition, the organization provides child development and child care services for these families. During 1998, the firm worked with Genesis II on a Capital Campaign for the purchase and renovation of its facility on University Avenue Southeast in Minneapolis. The campaign came to a successful conclusion in mid-January 1999 by exceeding its goal of $600,000.
Green Institute
CWH worked with Green Institute to raise funds for the Phillips Eco-Enterprise Center (PEEC). This 64,000 square foot office and manufacturing center is one of the most energy- efficient and environmentally sound facilities in the nation. Green Institute works with PEEC tenants to recruit and hire residents from the Phillips neighborhood and surrounding low-income communities. Of the $5.8 million project cost, $1.3 million was sought through the Capital Campaign. Approximately 60% of the Capital Campaign goal amount was attained.
Guardian Angels of Elk River
Guardian Angels of Elk River (GAER) is a comprehensive senior care organization that serves clients regardless of religious affiliation or economic status. GAER serves approximately 1,200 senior Minnesotans each year through a variety of facilities, programs and services. About 20 percent of GAER's clients pay for services out-of-pocket; at least a portion of services for the remaining 80 percent are subsidized by various government programs. CWH worked with GAER in late 2006 and early 2007 to guide them through a series of exploratory meetings with potential funders to determine the likelihood of raising approximately 10-12 percent of a $4.5 million capital expansion initiative from individuals, corporations and foundations.H
Hmong American Partnership (HAP)
In 2001, CWH began working with HAP on a $3 million Capital Campaign to build a 47,000 sq.ft. building on St. Paul's East Side. The building will serve as a prominent Community Center, serving the Twin Cities' growing Hmong population. HAP uses approximately 25,000 sq.ft., and leases the remaining space to other organizations. The original goal amount was increased to approximately $5 million. The minimum $3 million Capital Campaign goal was reached.
HOPE Adoption and Family Services
Since 1978, HOPE has assisted individuals and families involved in the adoption process. Serving the Twin Cities, Greater Minnesota, and Western Wisconsin, HOPE reduces or eliminates many of the arbitrary barriers that once kept (and often still keep) parents from adopting. HOPE's Capital Campaign allowed the agency to purchase and renovate an existing building to house HOPE's client-related services and administration. The original cost of the project was approximately $1.3 million; design changes increased the cost to $1.6 million. Approximately $1.1 million was secured.
Hospice Minnesota
Hospice Minnesota is a statewide association of hospice providers in all of Minnesota's 87 counties. Hospice Minnesota serves as a resource for the general public and consumers by providing information about hospice care and access to hospice programs. In addition, Hospice Minnesota provides educational programs and technical assistance to hospice programs and hospice care providers, and community outreach services. It works collaboratively and disseminates critical information to community, health care and human service professionals and organizations to increase awareness about end-of-life care. In 2006, CWH worked with Hospice Minnesota on a series of exploratory meetings with potential funders to determine the potential of raising $343,000 over three years for organizational and program development purposes. After several positive meetings, and the submission of several requests, Hospice Minnesota is well on its way to achieving this goal.I
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Jewish Community Action (JCA)
In 2001, CWH began work to plan, organize, and successfully complete a series of exploratory meetings with potential funders, identify campaign committee members, and develop a fundraising plan for the agency. This pre-campaign work focused on the feasibility of raising annual operating funds, with a priority of raising a substantial sum in new funding. JCA is committed to social and economic justice. It is an effective voice in addressing affordable housing, homelessness, gun violence, immigration, and other issues -- bringing possible solutions to the forefront.
Jewish Family and Children's Service of Minneapolis (JFCS)
This Capital Campaign was launched as JFCS celebrated its 90th Anniversary. JFCS served over 8,500 individuals in 2000, most of whom live at or below the poverty level. The agency purchased 56% of the Ridgeview Building in Minnetonka; The Minneapolis Jewish Federation is the owner of 44% of the property. The facility, which houses most programs and staff of the agency, allows JFCS to improve current services, develop new programs, and create a more stable financial foundation for its extensive and vital work in the community. The capital fundraising plan encompassed three distinct sources from which to secure a total of $3.33 million; CWH worked on a $1.2 million goal from non-Jewish resources. Over 90% of the goal was secured.
Juel Fairbanks Services, Inc.
Juel Fairbanks is a chemical dependency treatment program primarily for American Indian adults. We have successfully completed three fundraising campaigns with Juel Fairbanks. All of the campaigns exceeded their goals. The most recent campaign, completed in 1999, provided funds for an Employment and Housing Drop-In Center on St. Paul's East Side and a variety of improvements to other facilities. This campaign exceeded its $830,000 goal by approximately $180,000.K
Katahdin
Katahdin is an organization serving at-risk youth from the Minneapolis area. Day treatment programming, family education services, individualized counseling and goal-setting, an alternative school, and other opportunities are provided. Our firm worked on the planning, organizing, and coordination stages of a campaign to purchase a large facility in the heart of Minneapolis' inner city. A minimum goal of $900,000 was established; approximately $1,000,000 was committed. Crowley, White & Helmer, Inc. has since worked with Katahdin on smaller fundraising efforts.
KFAI Radio
This progressive, volunteer-based community radio station launched a $900,000 Capital Campaign in 2000. KFAI offers music, news, commentary, and other programming in 11 languages to Twin Cities listeners. KFAI offers a true community service to the increasing number of immigrants and refugees in the area. Due to the campaign, the number of production studios increased from two to six, production and engineering equipment is now state of the art, and Internet site programming has been expanded. Approximately 80% of the goal was secured.
Kilowatt Community Center
Granite Falls is a small city (population 3,000) located in Southwestern Minnesota. During the latter half of 1999, CWH assisted a volunteer group in raising approximately $3 million to build a multi-purpose Community Center for families of the Granite Falls area. The Center, owned by the City of Granite Falls and overseen by a volunteer committee, is now in operation addressing the needs of young children, adolescents, parents, elders, and people with personal and physical problems. This 32,000 square foot multi- purpose building fills a number of pressing needs - primarily in the areas of human services, health, community involvement, and recreation.In late July 2000, an F4 tornado devastated the Granite Falls area. The new Center was untouched by the force of nature -- it became the tornado relief center and a temporary haven for hundreds of families left homeless.
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Lifetrack Resources
In January of 1998, CWH began working with Lifetrack Resources (formerly St. Paul Rehabilitation Center) on the agency's 50th Anniversary Campaign. This milestone campaign was designed to support a number of critical programs serving low-income clients and their families. Lifetrack Resources serves individuals with physical, developmental, or occupational limitations, as well as those with challenging personal or family situations. The agency offers comprehensive programs in the following areas: welfare to work, job training and placement, direct employment through its Packaging First program, and an array of family-strengthening and child development programs. The campaign exceeded its $1.45 million goal by approximately $150,000.M
MACC, Alliance of Connected Communities (formerly Metropolitan Alliance of Community Centers)
In 2006 Crowley, White & Helmer, Inc. worked with Jan Berry, Executive Director, and the MACC Board of Directors to secure up to $1.7 million for the "Unleashing the Power" program and organizational development campaign. Funds were needed for development and operation of current and new MACC programming, all of which were focused, ultimately, on improvement of the lives of MACC organizational members' clientele. As of December 2007, approximately $1.25 million has been raised.
Metro Deaf School (MDS)
MDS is a longstanding pre-school through eighth grade charter school, using a proven method of effective instruction, integrating American Sign Language with English. The successful 1House2Hands Capital Campaign enabled the school to purchase and redesign a warehouse building that has become the school's permanent home. The school now includes a state-of-the-art Media Center and Library, a full-sized gymnasium and advanced teaching/learning equipment. As of January 2008, the Campaign has reached 99.6 percent of its minimum $630,000 goal, including funds secured independently by MDS, with additional sources pending.
Minneapolis American Indian Center (MAIC)
MAIC, a primary resource for urban American Indian people, launched a Capital Campaign in 2003 to support extensive interior and exterior remodeling and beautification of its facility on Franklin Avenue in Minneapolis. CWH contracted with MAIC to raise $3 million of the total project cost of approximately $5 million. Nearly $3.6 million has been committed to the project. It is expected that all funding needs will be secured shortly, and the renovations will be completed.
Minneapolis Urban League
From mid-1999 through 2000, CWH joined with Minneapolis Urban League to conduct its 75th Anniversary Capital Campaign. The campaign was developed to enable the Minneapolis Urban League to address all of its capital needs. The new, multi-purpose Glover-Sudduth Center was designed to house the agency's Employment and Training Division, space for start-up businesses, and administration and retail space. In addition, the campaign included the purchase and renovation of the agency's Academic and Health Education programs. The original goal of approximately $5.4 million was increased to over $6.7 million. The increased goal was attained.
Minnesota Diversified Industries (MDI)
MDI provides not only jobs, but careers, for persons with disabilities and those who are socially or culturally disadvantaged. In 2000, CWH worked briefly with MDI to develop a comprehensive proposal to a major foundation. MDI was awarded $250,000 in support of the extensive renovation of its new East Metro facility.
Minnesota Hospice Organization (MHO)
For 20 years, MHO has been advocating for the needs of the dying and their families. This means increasing access to hospice care, educating the public about compassionate and competent approaches to end of life care, and empowering individuals to influence state and national policy. In mid-2000, CWH worked with MHO on a series of exploratory meetings with funders to evaluate philanthropic interest in a three-year organizational development plan. A goal of $250,000 was determined. The goal was achieved.
Minnesota Indian Economic Development Fund (MIEDF)
MIEDF was established in 1992 to expand the options of entrepreneurial activities to American Indians. MIEDF offers critical guidance and linkages to American Indian-owned retail, service, and manufacturing businesses in need of technical assistance, loans, or grants. In 2001, CWH began working with MIEDF on a series of exploratory meetings, and subsequently launched a $1.3 million Program Development and Loan Fund Campaign. Approximately $1 million was secured.
Model Cities Health Center (MCHC)
For nearly 35 years, MCHC has been providing health care to individuals regardless of their ability to pay. With increased demand for affordable health, dental, and mental health services, and outreach and education, MCHC located and purchased a site in the heart of St. Paul that will enable the Health Center to double the space it has to serve patients. Only about $750,000 of the $1.5 million to $2 million goal was secured.
Mona H. Moede Neighborhood Early Learning Center (NELC)
The Mona H. Moede NELC is a 19,000 square foot, two story facility built adjacent to North Star Elementary School in Minneapolis's Near North neighborhood. The NELC planned to house agencies that the neighborhood has chosen for their ability to provide much-needed services and programs to the community. It was expected that a drop-in childcare program, health center, dental clinic, mental health services, school readiness programs, and other resources will serve approximately 14,000 children and adults each year. The $3 million Capital Campaign goal was exceeded.N
Neighborhood Involvement Program (N.I.P.)
This nonprofit organization provides high quality human services, health care and educational opportunities for youth and families in South and North Minneapolis. In 2004-05 N.I.P. and Crowley, White & Helmer, Inc. conducted a Capital Campaign to renovate its headquarters in South Minneapolis and to provide program development funds for North Minneapolis operations. The $1.4 million goal was exceeded.O
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People Serving People (PSP)
PSP is the largest shelter for homeless families in the state of Minnesota. Located in downtown Minneapolis, PSP provides shelter and related programs to over 350 individuals in crisis each day. The average size of a family in shelter is 3.5 members. The Capital Campaign was launched in 2000, with a project cost of $14.1 million. The 110,000 square foot, 10-story building at 251 Portland has undergone significant renovation, and currently houses approximately 100 families per night. CWH's original task, in conjunction with PSP, was to raise $2.5 million from the philanthropic community. Approximately $7 million was secured.
Person to Person
The mission of Person to Person is to support the efforts of our neighbors with limited incomes who are striving to become self-sufficient through homelessness prevention advocacy and independent living skills education. In the past 16 years, Person to Person has served more than 10,000 clients (called neighbors) with programs designed to increase self-sufficiency, decrease homelessness, and break the cycle of poverty. In 2006, CWH worked with Person to Person on a series of exploratory meetings with potential funders to determine the potential of raising approximately $300,000 over three years to cover project costs, and a total of almost $900,000 in philanthropic support over three years to help cover all organizational costs. All potential donors with whom meetings or telephone discussions were held expressed positive perspectives regarding Person to Person and its Program Expansion and Enhancement plan.
Plymouth Christian Youth Center (PCYC)
In December 2000, CWH began working with PCYC to plan and implement an $8.5 million Capital Campaign to purchase and renovate facilities in North Minneapolis. PCYC has been, and continues to be, a catalytic force in the revitalization of neighborhoods of North Minneapolis, providing education, arts, and human service programs to over 3,000 young people and 1,000 adults. Over $7.8 million was raised toward the goal, including funds secured independently by PCYC.
Project Turnabout
This Granite Falls, Minnesota nonprofit is a pioneer in providing residential compulsive gambling treatment, as well as offering substance abuse treatment programs and domestic violence intervention. The $1.5 million Capital Campaign united all of the agency's Granite Falls operations on a single campus, enabling optimum quality and efficiency of programs and administration. The goal was exceeded.On July 25, 2000, an F4 tornado destroyed the newly built campus. Over $2.3 million was needed in addition to the insurance settlement. CWH was pleased to offer pro bono services in drafting a proposal and approaching selected Twin Cities-based foundations to help fund the reconstruction of the Project Turnabout campus.
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RS Eden
RS Eden (formerly Eden Programs and Reentry Services) provides substance abuse treatment, alternative corrections programs, and affordable supportive housing throughout the Twin Cities. In 2005, CWH worked on its third campaign with RS Eden. After successful collaborations to secure capital and program development funding for the agency's work in the late 1990's, CWH and RS Eden worked on an effort to raise up to $1.3 million toward construction of Lindquist Apartments in North Minneapolis; this site also is the organization's new headquarters. Unfortunately, only a modest percentage of the goal was reached.
Reuben Lindh Family Services (RLFS)
RLFS's commitment to preserving and nurturing families in the context of their culture is apparent in the array of services provided. The demand for RLFS's effective work with kids and adults alike continues to grow. In late 2000, CWH began working with RLFS on a Capital Campaign to renovate two of their facilities and add a handicapped accessible playground and "Continuity of Care Fund" to the Four Directions Family Center. Of the $3.8 million project cost, CWH worked through September 2002 to secure approximately $2.2 million. Over $2.5 million was committed, including $275,000 from a Community Drive.S
Southside Family Nurturing Center (SFNC)
For many years, SFNC has worked diligently with families who have realized the devastating effects of physical, emotional, and sexual abuse and neglect, as well as those families who are at risk for this behavior. The agency offers an array of services to individuals and families in the Phillips community of Minneapolis. In 2001, CWH began working on a Capital Campaign with a goal of $1.5 million. Restoration and repair of the building that houses programs and administration will have a dramatic, positive impact for years to come. Over $1.5 million was secured.T
Two Feathers Endowment
The mission of the Two Feathers Endowment is to provide a culturally-sensitive, community responsive philanthropic vehicle for addressing the needs within the Indian communities of Minnesota. Created in 1996, the Two Feathers Endowment is one of five endowments within SpectrumTrust, an initiative of The Saint Paul Foundation. At the heart of the Two Feathers Endowment's mission is the proactive desire to create wealth in the American Indian community, from the ground up and in a way that is sustainable over the long term. The Endowment's grantmaking is focused on educational programs, scholarships, and efforts to preserve indigenous culture-in itself a form of wealth. CWH worked with Two Feathers Endowment from late 2004 through 2006, attempting to increase the fund's principal to $1.5 million. Although the process of approaching many foundations, corporations, and individuals for support was important, financial results were modest.U
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Vinland Center
Vinland Center is located in suburban Hennepin County and provides vocational rehabilitation, chemical dependency treatment, and community integration services for people with disabilities. In late 1998, CWH began working to prepare this well-established nonprofit agency for a Capital Campaign. The project cost was $1.1 million. Exploratory meetings held with potential funders were positive, and the campaign was launched in mid-1999. The focal point of the capital project was to build an addition to the main facility that would bridge the gap in the continuum of care for this client population. The capital project was reduced in scope in late 2000, and all of the necessary $400,000 was secured to complement Vinland's own contribution of $300,000.W
West Side Community Health Services (WSCHS) - La Clinica
WSCHS is a leading provider of health care services to immigrants and low-income people throughout the Twin Cities. CWH began working with WSCHS in late 2000 on a fundraising plan to upgrade, expand, and establish new medical and dental clinics. In 2001, WSCHS launched a Capital Campaign that enabled the agency to serve the rapidly growing Latino community in South Minneapolis and to expand the capacity of its health and dental clinics in St. Paul. CWH worked with WSCHS to attempt to raise at least $2 million of the project cost from the philanthropic community. Over $3 million was secured.X
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Youth Express
Youth Express is a non-profit, community-based youth organization, available to young people ages 7 to 18, located in the Lexington-Hamline neighborhood of St. Paul. Youth Express offers a variety of programs designed to help young people maximize their potential. In addition to after school programs, summer programs, a program for girls, youth roundtables, and a camp program, Youth Express operates a number of social enterprises. These are businesses that allow urban youth the opportunity to learn and participate in all aspects of small business operation while earning wages. In 2006, CWH began working with Youth Express on an $814,000 Capital Campaign to purchase and renovate new headquarters and program facility on Selby Avenue. Over $950,000 was raised.Z
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