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For Keily, getting her 8-year-old ready for school had become a dreaded ritual. She’d find him in bed instead of getting dressed or playing instead of eating breakfast. Nagging escalated to shouting; knowing that she’d be late for work — again — made her temper boil. When Keily heard about The Incredible Years, a training program that builds effective parenting skills, she signed up.

“Something had to change,” the North Carolina mom says. “I learned how to develop clear schedules and better communicate expectations about behavior. Our relationship is stronger and there’s much less tension between us.”

“These cross-sector groups are committing to a shared mission, with everyone contributing different resources and expertise,” says Ravenel Curry, chair of the Endowment’s Committee on Child and Family Well-Being. “Everyone is at the table to help children thrive and families succeed.”

In North Carolina, the Endowment, the N.C. Division of Social Services (DSS) and the North Carolina Partnership for Children are funding The Incredible Years and Strengthening Families Program. DSS, the Division of Public Health and the Endowment are also funding the Triple P Positive Parenting Program. For each program, the Endowment’s funding focuses on implementation support offered by The Impact Center at UNC Chapel Hill’s Frank Porter Graham Child Development Institute (FPG) and Prevent Child Abuse North Carolina.

In South Carolina, beginning with three counties, the Endowment is working with Children’s Trust to expand Triple P across the state. The Impact Center at FPG is partnering with Children’s Trust to ensure implementation support. The Endowment, the S.C. Department of Social Services and Children’s Trust are also supporting the Strengthening Families Program statewide.

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“We’ve tried business as usual for decades — a single organization’s program here; a state agency initiative there,” Aldridge says. “But even with pockets of excellence, nothing has been sufficient to create success at scale. Working arm-in-arm — doing ‘business unusual’ — is key to what we’re accomplishing now.”

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As a community health worker in Greenville, South Carolina, Barb Dendy spends her days supporting at-risk patients in their homes, helping them navigate their medical and social needs. “Miss Barb,” as her clients call her, arranges transportation to clinics. She makes sure prescriptions are refilled. She lines up access to nutritious meals.

“To truly change someone’s health status, you must also address food insecurity, stable and safe housing, literacy, transportation, personal relationships and supports,” she says. “My goal is to be the trusted person who can confront those challenges, connect patients to resources and help people make positive changes for good health.”

Amid national health care reform efforts, and with a bigger spotlight on how social determinants impact our health, community health workers have emerged as a promising way to reduce disparities, lower costs and improve outcomes for vulnerable patients. By encouraging healthy behaviors and focusing on holistic needs, community health workers can be important members of care delivery teams, especially in rural and underserved areas.

In 2023, The Duke Endowment partnered with the BlueCross BlueShield of South Carolina Foundation and the University of South Carolina’s Arnold School of Public Health to help South Carolina take a leading role in rigorously testing and demonstrating the model.

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At many colleges and universities, professors who accept leadership positions within their departments or as members of the administration receive little training for their new roles. While they may have had successful careers as teachers and researchers, they face new challenges when it comes to managing an academic unit or leading a university committee.

Davidson College, Duke University, Furman University and Johnson C. Smith University have been working together to address this important training need. With funding from The Duke Endowment, they’ve launched initiatives focused on building essential leadership skills needed for today’s higher education landscape.

“After hearing from the chief academic officers at all four schools that leadership development was a critical issue for recruiting, developing and retaining top faculty, we knew that the Endowment could contribute to the solution,” says Bill Barnet, chair of the Endowment’s Committee on Educational Institutions. “The Endowment’s support has allowed the schools to create programs that address their unique campus priorities, while sharing insights and best practices along the way.”

At Duke, the grant supports the initiatives of the university’s first Vice Provost for Faculty Advancement, hired to oversee efforts that strengthen faculty recruiting and provide tools for success. His office hosts the university’s “Leading an Academic Unit” program, which offers a year-long workshop series with sessions on topics such as effective communication strategies and fostering a respectful teaching and learning environment.

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Davidson and Johnson C. Smith, with campuses just 20 miles apart, chose to work together, pairing faculty from each school for dialogue and problem-solving. Along with individualized executive coaching, the program offers group sessions on managing change, approaching difficult conversations and developing a leadership vision. The first cohort began working together in 2023.

Program evaluation is ongoing, but the Faculty Leadership Development initiative is already contributing to the higher education sector. At a recent conference of the Association of American Colleges and Universities, for example, representatives from the four schools presented their work in a session moderated by a Duke Endowment program officer.

“The payoff comes as department chairs, program leaders and deans continue to build the leadership skills to engage most effectively with each other and with all faculty,” says Fuji Lozada, an associate dean at Davidson. “Ultimately, this strengthens the experience for our students.”

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In one rural town, a vacant church will reopen as a much-needed women’s shelter. In another, an empty fellowship hall will offer space for community health services. Unused land at a third church will give rise to affordable housing for seniors.

Those are just a few of the successes coming from Seeds of Change, a training program that helps United Methodist churches in North Carolina find innovative ways to use their property and reclaim a vital role in their communities.

The program began in 2015 with a $415,000 grant from The Duke Endowment to Wesley Community Development, a nonprofit that was founded with Endowment support in 2002. With research showing that church real estate is often underused and overlooked, the Endowment wanted to help the denomination find a better system for managing its property. The work is part of the Endowment’s Church Legacy Initiative, which seeks to support congregations as they learn how to use their assets for the communities they serve.

“For many congregations, especially in some of our rural regions, unused land and empty buildings have become more of a burden than an asset,” says Dr. Dennis Campbell, chair of the Endowment’s Committee on Rural Church. “The Endowment wants to help them discover ways to use those resources in meaningful ministry to others.”

Pastors and lay leaders from more than 40 churches have participated in Seeds of Change. During workshops, they calculate the percentage of time their facilities are used during the week — on average, it’s 12 percent — and study demographics to learn about pressing community challenges. They share concepts with each other and develop action plans to discuss back home.

Some participants leave with ideas for repurposing existing space. Others see potential in selling. Congregations have launched outreach programs, built community gardens and leased empty space for coworking.

Several projects are in the pipeline. One church is modifying a structure to help a food bank provide meals. In Gaston County, a congregation is transitioning its church into offices for local nonprofits. Another church is redeveloping a 20,000-square-foot building to house a mix of retail and offices.

“Churches can foster new futures for families, provide safe housing for seniors and contribute to healthier and more resilient communities — but first they have to accept the need to do something different,” says Wesley’s president, Joel Gilland. “Our goal is to plant seeds of possibilities and help congregations move to the next step.”