Reverend Charlie E and Cinderella S Taylor Sr Foundation

To further educational equity and improve student outcomes by encouraging highly capable low to moderate-income students, like those at the Marjean Taylor-Myatt Head Start Center in Holly Springs, to become STEM graduates.

AMBITIOUS YET ACHIEVABLE GOAL 1: By May 2025, To inspire, educate, resource, mentor, and graduate culturally diverse groups of 300-discerning Millennials and Generation Z to accept the opportunity to prepare professionally for leadership in education, science, technology, engineering, arts, and mathematics.

AMBITIOUS YET ACHIEVABLE GOAL 2: By 2025, expand leadership capacity and quality by making accredited education accessible and affordable for 25-underrepresented low to moderate-income seminarians and graduate them with zero student loan debt.

AMBITIOUS YET ACHIEVABLE GOAL 3: By 2030, attract and clinically trained to accredited CPE board certification standards a minimum of 75 master degree level practitioners serving multifaceted communities.

AMBITIOUS YET ACHIEVABLE GOAL 4: By 2030, contribute to 60% nation's state-by-state regional goal for the current population ages 24 to 64 to have a real opportunity to learn, grow, and thrive. According to the Lumina Foundation, "The United States faces an urgent and growing need for talent. Many more people of all races, ethnicities, ages, and income levels will need college degrees, certificates, industry certifications, and other credentials of value to join or remain in the middle class."

AMBITIOUS YET ACHIEVABLE GOAL 5: By 2023, leverage ChaplainCare to foster a culture for high-impact philanthropists working together to solve today’s challenges and improve the quality of life of future generations by strengthening faith, leadership, and learning throughout and beyond the workforce.

In a radical collaborative corporate and educational institution collaborative partnership, Reverend Charlie E and Cinderella S Taylor Sr Foundation envisions expanding educational opportunities to close equity gaps.

STRATEGY 1: Support faith, leadership development, and life-long learning in Faith-friendly workplaces by providing ChaplainCare resilience programs and services that focus on individual and organizational purpose; fostering psychological safety, belonging, and trust; resilience and well-being where faith and mental health intersect; human-centered responsible leadership; navigating differences with respect for those holding opposing worldviews; and enabling organizational core values and corporate citizenship beginning in 2022.

STRATEGY 2: By 2023, strengthen by 20% the endowment for our undergraduate scholarships, a crucial tool for bringing enthusiastic high school graduating seniors into accredited colleges, universities, and technical training programs to fill some of the STEM job vacancies.

STRATEGY 3: Sustaining the Marjean Taylor Myatt Ministerial Stipend, a vital gateway for advanced biblical, theological, and clinical leadership training opportunities to help young adult Preachers on Trial and seasoned laity take their ministry to the next level.

STRATEGY 4: Supporting distance learning degree programs at accredited theological education Institutions for faith leaders who are embarking on the first five years of ministry.

STRATEGY 5: Leverage Asbury Theological School’s robust Master's Degree pathway in four areas: Ministry, Leadership, Intercultural Studies (specializing in workplace chaplaincy), and Divinity.

STRATEGY 7: Promoting Asbury Theological Seminary’s non-degree Certification in Leadership, Ministry, and Intercultural Studies for seasoned pastors, laity, and future workplace chaplains. Courses strengthen their pastoral leadership while providing CPU academic credit towards a postgraduate degree in theology.

STRATEGY 8: Setting up pathways for workplace chaplains to earn 6 units of Clinical Pastoral Education Speciality for clergy and laity with an accredited Master's Degree.

STRATEGY 9: Holding meaningful conversations, cultivate, steward, and thank entrepreneurs who mentor our students.

STRATEGY 10: Integrating Financial Freedom Principles and Practices in the mentoring continuum for 21st Century Community Learning Center family programs.

STRATEGY 11: Establishing collaborative partnerships with other non-profits and Community Development Corporations whose vision, mission, and values align with ours to change the life trajectory of individuals and low-and-moderate-income individuals and families with children.

1. TALENT. The Foundation has an actively engaged Board of Trustees and Advisory Board who give their time, talents, and treasures generously. One-fifth of the Boards' human resource talent has knowledge, skills, abilities in each of the following areas: Entrepreneurship, academia, ministry, law, executive leadership in corporate, industry and the armed forces, and nonprofit community development. 80% of Board members with a graduate or post-graduate degree have at least one degree in science, technology, engineering, arts, or mathematics. Board members are passionate in their commitment to inspiring, educating, resourcing, mentoring and graduating culturally diverse groups of youth and young adults to prepare for family sustaining career in one of the S.T.E.A.M. sectors.

2. SHARED MINDSET. Two of the top things the Foundation wants to be known for in the future are to be the chaplain provider of choice for workforce spiritual wellness and resilience and one of the top five providers of seminary-trained unrepresented clergy graduating without student loans. This capability has grown from helping one under-resourced seminarian in 2006 to sponsoring a diverse cohort of low to moderate-income seminarians throughout their four years of seminary education. The first cohort is graduating in 2023.

3. INNOVATION. To extend its reach, the Foundation will leverage ChaplainCare LLC's distance learning infrastructure to increase access to affordable Clinical Pastoral Specialty training and education for practitioners throughout the United States. This platform will enable us to attract and clinically train more clergy and laity in remote rural settings who otherwise might not have the opportunity to participate in a traditional Clinical Pastoral Education program.

4. LEADERSHIP. The Foundation serves in a consultant capacity helping other smaller non-profit organizations become self-sustaining and preparing beneficiaries of donor's investments to become philanthropic entrepreneurs who change the lives of hundreds of low-and-moderate-income households in underserved minority communities.

5. COLLABORATION. The Foundation engages in process improvement by sharing resources, services, and technologies with strategic corporate responsibility and sustainability partners locally and nationally. As a member of the Association of Professional Fundraisers, non-profit sector best practices are adopted and integrated into our daily operations. This enables us to foster a culture for high-impact philanthropists working together to solve today’s challenges and improve future generations' quality of life.

Thanks to loyal partners like you, our impactful philanthropic work in empowering students and serving the community are moving the needle:

Since our founding in 2006, 33% of 503 academically qualified applicants with exceptional financial needs have received a CC Taylor Foundation scholarship.

99% of the 167 undergraduate recipients have earned or are in the process of obtaining their accredited bachelor-level degree or vocational-technical education certifications thanks to the support of generous partners. 0.03% joined the military or went into the workforce to earn money to complete college.

20% of all recipients earn a master's or professional degree.

100% of our cohort co-sponsored seminarians are graduating student loan debt free while giving back by serving historically disadvantaged populations and unserved communities.

Partners’ strategic gifts of Time, Talents, and Treasures assisted with 27-Good Samaritan Outreach Ministries in addressing basic human requirements of children living in families with food, clean water, housing, healthcare, and employment insecurity helping disabled veterans or surviving family members with medical care and support.

Our collaborative partnership with Asbury Theological Seminary is in its third year of matching in-kind tuition assistance grants and scholarships for faith formation, leadership development, and lifelong learning.

WHAT’S NEXT?

Accelerating the flourishing of companies and the people they employ.

Establishing a Corporate Matching Gift Program, an All Veterans Care Endowment, and a Legacy Giving Program for long-term mission impact.

Sustain and grow the number of people and causes served through diverse Corporate Social Responsibility and Sustainability Partnerships.

Incorporate ChaplainCare Chaplaincy Curriculum that leads to Academic Credits at accredited theological seminaries.

Explore pathways for chaplains to earn nationally recognized workplace chaplaincy education and consulting credentials.

Promote entrepreneurship and philanthropy among the recipients of our services to contribute to the 2030 Sustainable Development Goals that align with our vision, mission, and values.