Did you know that 70% of family-owned businesses* do not survive even one generation after the founder moves on? Costly disputes among family members can be a big reason. That’s why it’s never too early to start formulating your exit strategy, choosing a successor and start preparing your team for future success. It’s all about creating clarity. A lack of clear planning can be costly for the business as well as you, potentially even forcing a sell in a hurry at a low price.
“Succession planning is about knowing when the time is right to let someone else manage your business,” says James Jack, Head of the UBS Business Owners Client Segment. “Some people want to get completely out, and others still want to be a part of the business that they’re so proud to have built. Having a good management team in place allows owners to be ready for new opportunities or help mitigate risk from unforeseen challenges.”
Here are four ways entrepreneurs can benefit from succession planning, according to the UBS Business Owners Client Segment:
Maximize the value of your business. The sales price of your business has an inevitable impact on everything, including retirement plans, taxation, compensation levels, insurance, shareholder agreements and corporate finance strategies. Leaving a business to family members only increases the desire to ensure maximum value and long-term potential.
Secure harmony among the next generation. Disagreements over the running of a business or the distribution of assets can be a disaster for family unity. Succession planning can help to overcome these problems by defining very specifically how the business will pass between generations.
Be ready to seize new opportunities. There are examples of high-profile serial entrepreneurs who continually look for the next business opportunity. A good succession plan can help this type of entrepreneur embark on a new venture or move into philanthropy at short notice.
Preserve your legacy. A well-considered and rigorous succession plan can be a way to help ensure that your staff are treated well after your exit and that your values remain foundational to the running of the business and its financial performance.
Early and thorough succession planning can set you and your business up for success even after you part ways. Reach out to Matina Group to start a conversation about your succession plan.
Do you have a vision for your business that goes beyond your ownership? The sooner you put strategies in place, the more likely you can carve out a path on your exact terms.
As a UBS Private Wealth Management team, Matina Group can show you what is possible through planning by helping you address major questions including:
– What are your transition options?
– How can you get the optimal valuation?
– What’s your strategy for preserving your legacy?
To get the clarity you need to extend your business plan far into the future—and for generations to come—connect with Matina Group today.
Learn more at advisors.ubs.com/matinagroup
UBS Financial Services Inc. Private Wealth Management 801 Laurel Oak Drive, Suite 500 Naples, FL 34108
Joseph Matina Managing Director–Wealth Management 877-452-4344 toll free joseph.matina@ubs.com
Neither UBS Financial Services Inc. nor its employees (including its Financial Advisors) provide tax or legal advice. You should consult with your legal counsel and/or your accountant or tax professional regarding the legal or tax implications of a particular suggestion, strategy or investment, including any estate planning strategies, before you invest or implement. As a firm providing wealth management services to clients, UBS Financial Services Inc. offers investment advisory services in its capacity as an SEC-registered investment adviser and brokerage services in its capacity as an SEC-registered broker-dealer. Investment advisory services and brokerage services are separate and distinct, differ in material ways and are governed by different laws and separate arrangements. It is important that you understand the ways in which we conduct business, and that you carefully read the agreements and disclosures that we provide to you about the products or services we offer. For more information, please review the client relationship summary provided at ubs.com/relationshipsummary, or ask your UBS Financial Advisor for a copy. Private Wealth Management is a division within UBS Financial Services Inc. UBS Financial Services Inc. is a subsidiary of UBS AG. Member FINRA. Member SIPC. © UBS 2022. The key symbol and UBS are among the registered and unregistered trademarks of UBS. UBS Financial Advisors are Registered Representatives of UBS Financial Services Inc. CJ-UBS-630525620 Exp.: 08/31/2023
A week in the wake of Hurricane Ian
Managing Editor Penny Fisher
Senior Editors Tim Aten, David Dorsey
Digital Editor Adam Regan
Associate Editor Kaitlin Greenockle
Assistant Editors Katiuska Carrillo, Samantha Roesler
Editor Steve Gill
Artis Henderson, Beth Luberecki, Justin Paprocki, James Raia, Aisling Swift, Bill Wasinger
Creative Directors
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Strong
Sanibel Captiva Community Bank, we’re devoted to our customers, team members and community – in good times and bad. All of us have been working to recover and rebuild from the devastation Hurricane Ian left behind, especially our island communities.
Sanibel and Captiva islands hold a very special place in our hearts. It’s where our bank was started, and it’s where we’ve called home for nearly 20 years.
Together with our entire community, we are helping to rebuild Southwest Florida stronger than it was before. You can bank on it.
We’re here to help as we all recover from Hurricane Ian. Please scan the QR code for information about how we’re helping our customers and community.
I moved to Southwest Florida from Oklahoma City in December 2019, three months before the world locked down due to COVID-19. As many local businesses have reeled from the pandem ic’s effects, and its resulting losses—nearly three years later—those businesses and the community as a whole are now also forced to recover and re build from Hurricane Ian.
No industry could escape the Category 4 storm’s devastating wind and waters. No industry will escape the ramifications of what’s to come. The aftermath is gargantuan. But even with so many lives and livelihoods lost, there is a resil iency that has shone through as the community works together to rebuild.
There are so many people to thank: the first responders, including the Coast Guard and Na tional Guard, who struggled through the winds and waters to find and assist survivors; the med ical personnel who continued working to save lives even as their facilities flooded around them; the ordinary citizens who reached out to help their neighbors as Ian left more than two million Floridians and almost all of Southwest Florida’s counties without power; the technicians from
HEIDI RAMBO CENTRELLA EDITOR IN CHIEF
Florida Power and Light and the Lee County Electric Cooperative who leapt in to restore that power; volunteers from out of state and within the com munity who started working immedi ately to rebuild … in tragedy, we are sur rounded by inspirations.
This issue of Gulfshore Business is “Business Gives Back,” and it’s difficult to believe how timely an issue theme planned a year ago would become. Businesses and residents continue to give back to their communities, come what may. We also feature “A Week in the Wake of Hurricane Ian,” wherein the Gulfshore Business staff share stories from our Southwest Florida communi ties that are all working toward a com mon goal: recovery.
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A week in the wake of Hurricane Ian
This month, as we celebrate Thanks giving and move into the holiday season, I am thankful for family, friends and the people I’ve come to know and love in Southwest Florida. There will be much more to inspire gratitude in the months and issues ahead; the aftereffects of a storm of this magnitude will be felt for years if not decades, but we believe in this community, and we know South west Florida’s post-Ian stories will be about recovery and rejuvenation. We’re looking forward to telling them.
By Justin Paprocki
Jaime Zabala Jr. faced what could have been a daunting de cision several years ago: Continue with his successful career in Washington, D.C., or return home to Naples to help run the family business. Ultimately, he said, the decision was easy to make.
Zabala is now the president of Advanced Hurricane Tech nology, or AHT, a manufacturer of hurricane shutters and other products to protect homes. “Ultimately, there were no regrets,” he says of his decision to return home. “I gave up what I studied for and worked so hard for—and turned it into something much greater.”
The Zabala family came to Naples from Ecuador in the early ’90s. Jaime Sr. worked as a janitor for a hurricane shutter company, but stayed after hours to learn whatever he could about the business. He eventually became a sub contractor, and his family’s lives became further ingrained in the industry. His son and daughter worked alongside him. “We didn’t have the luxury of going to camp in the summer,”
By Justin Paprocki Brian TietzThe Zabala family has been working in the hurricane shutter industry for nearly 30 years.
Jaime Zabala Jr. moved back home to Naples to take over the family business in 2018.
says Jaime Jr. “We worked and learned what we could.”
His father started AHT in 2003. However, Jaime Jr. went in a different direction: He graduated from Florida Gulf Coast Universi ty, then went to intern with NASA in Wash ington, D.C. He started a career in engineer ing, focusing on satellite technology.
His father retired in 2018 but wanted the business to stay in the family, and Zabala de cided to move back home. Now, the business has a headquarters in Fort Myers and em ploys 76 people. AHT has expanded its reach elsewhere in the country, as well as in Puerto Rico and Ecuador. He’s been focused on mod ernizing the company’s behind-the-scenes operations, which won the 2022 Innovator of the Year award from the Florida Small Busi ness Development Center at FGCU. “I took what I learned from NASA and the govern ment bureaucracy—the good things at least— and brought them here,” he says.
After Hurricane Ian, the company quickly rebounded, even offering shutter repair ser vices to previous clients. The company has grown and evolved since its early years, but Zabala continues a lesson he’s learned from his father: “We’ve never been the cheapest. From the beginning, we’ve always focused on customer service and quality. That’s what’s made us successful.”
Elaine Muller’s love of flowers began to take shape commercially when she sold single roses to South Beach diners, grew when she started an online floral business out of her Fort Myers home and has blossomed into a high-end European flower boutique in Naples.
When Hurricane Ian passed through the area, causing mass amounts of flooding in Naples, Muller’s flower boutique, Jardin Floral Design, was lucky and did not sustain damage. The biggest hurdle was that flower coolers were full, with no power to keep them running.
“The second we could get to the shop, we packed up all the flowers and gave them away to those in the community,” Muller says, noting that the community was so grateful for a silver lining.
The boutique at 4949 Tamiami Trail N. in Liberty Plaza also sells plants, puzzles, jewelry, hanging planters, pillows, candles and other unique gifts.
“Everything is branding,” Muller explains as employee Maybe Gomez creates a huge orange and yellow Free Spirit Luxe bouquet. “Just the little things make the difference.”
To ensure her arrangements and gift boxes stand out, Muller offers Norman Love chocolates and organic wines from her neighbor, Natural Wine Naples, and tops them off with a hand-writ ten card sealed with a dainty wax rose. Even gift boxes are distinctively boxed.
“What we bring to the Naples area is a really cute space, where we arrange flowers in a very unusual way,” Muller says. “Our flowers bring smiles and people absolutely love them.”
She refuses to use the cheap leaves that most florists use, favoring unusual greenery. Online reviews show customers appreciate her attention to detail, gushing about “sophistication and elegance,” and being “overwhelmed with the beauty.”
“The luxury quality of your floral design is outstanding. Jardin is truly a cut above other flow er shops,” one says, while others rave, “Outstanding customer service” and “When you send an arrangement from Jardin Floral Design, you are not getting a bouquet of flowers, (but) a living work of art.”
Muller, who had a long retail career at Casual Corner and Cache, arrived in Miami in 1999 from Brazil with her now-husband, Christian, along with his best friend and girlfriend. Muller and the girlfriend needed money, so they purchased large packets of roses from Homestead
What started as a weekend gig selling single roses is now a high-end European flower boutique, right here in Naples.
farms, removed the thorns and sold them to South Beach diners.
“We went super-fast from restaurant to restaurant, selling one rose for $5. It was a weekend gig,” she says, adding that they took English classes every night.
The other couple moved to New York, where the girlfriend opened a flower boutique. Muller and her husband moved to Cape Coral, then to New York in 2001. She worked with her friend, immersing herself in the flower business, but just weeks after the terrorist attacks on 9/11, they re turned to Fort Myers and she resumed her retail career. Her friend often flew her to New York to help with big events, such as Fashion Week, and urged Muller to open a high-end, European-style flower business in Florida.
“She said, ‘Mother’s Day is coming up’ and she’d send me three ‘recipes’ for arrangements,” Muller recalls.
A friend at Bell Tower shops let her set up there, so she bought baskets and created arrangements. Two days before Mother’s Day 2015, Muller’s husband, an X-ray technician, incorporated Jar din Floral Design. The bouquets sold out. He then created a website and she set up shop in her Fort Myers kitchen. In 2019, after customers repeat edly asked for deliveries to Naples, she found a quaint corner shop in Liberty Plaza.
Last season, her husband left his career to focus on their family and shop. Their daughters work during school breaks and help with weekend weddings, funerals, corporate events and other
Elaine Muller’s husband and their daughters all pitch in at the shop located in Naples’ Liberty Plaza.
TakeNote Brian Tietzcelebrations. Olivia, who got her driver’s license this year, delivers blooms, while Julia curates the unusu al gift selection. The couple amended their corporate filing in 2020, adding the girls as business partners.
“My bread and butter is deliveries,” Muller says, adding that one driver, 75-year-old T.K., is very pop ular with customers and is known as Mr. Bloom. For customers out of their delivery areas, “We’re pio neers on DoorDash.”
The couple gives back to the community. “We get involved in causes that touch our hearts,” she says of New Horizon of SWFL, Naples Therapeutic Riding Center, Naples Pride and Harry Chapin Food Bank.
This season, on the first Saturday of the month, they’re offering “Give Back Monthly” events, do nating a portion of sales to nonprofits. She’s teach ing floral arranging classes, which can be booked by groups, and offering book signings by award-win ning author and inspirational speaker Geraldine Brown Giomblanco.
Muller doesn’t worry about competitors. One par ticular day, a woman who had mapped a route with four shops arrived, telling Muller she’d done her research, checked her website and made Jardin the last stop, saying it offered the best chance of finding something she loved.
“She spent two hours here looking around and spent nearly $500,” Muller says.
“I don’t see other shops as competition because I believe there is so much money here and opportuni ty for everybody,” she adds. “That’s why I got into the business. I felt that there was a huge opportunity to bring something new and something fresh.”
No matter where you go in the United States, women typically earn less than men. But the gender pay gap has slowly been narrowing over the last 20 years, according to new data from the Pew Research Center. In Southwest Florida, it’s actually been closing faster than most other parts of the country.
Nationwide (looking at inflation-adjusted median salaries of full-time workers ages 16 and older), women earn about 82 cents on the dollar compared to men. In Fort Myers-Cape Coral, it’s 92 cents, and in Naples, it’s 95 cents.
There’s a catch: Most of the gains have been because of losses in the median income for men. Adjusting for inflation, salaries for men are actually lower now compared to 20 years ago.
By Justin Paprocki
Paychecks are great. Really great. And raises are even better, especially in inflationary times. But are mon etary benefits like wages and salaries, or fringe bene fits like medical insurance and paid vacation, the only things that can contribute to the experience team mem bers have by serving one organization and not another?
Stated another way, is it worth it for employers and managers to ensure employees have great experiences at work? We focus a lot on making sure customers have excellent experiences. We rely on their loyalty and hope they share their good experiences with potential consumers and clients. We want to be celebrated on so cial media, not scorched. And perhaps, ironically, cus tomers who start with a bad experience can prove more loyal than those who have good ones. That is, if the bad experience is handled well.
Maybe firms need to think about the employee expe rience along the same lines: If there’s an opportunity to give one of your team members something that doesn’t cost much but makes them feel valued, then maybe such efforts are worth the investment. To be sure, rais es make workers feel valued. But raises are expensive, especially once you add everything it costs to pay one of your team members one more dollar—in terms of Social Security contributions, unemployment insur ance contributions or other any other costs related to that dollar.
But money isn’t the only thing keeping great work ers on your team. Every year, Fortune magazine and Great Place to Work collaborate to identify the 100 Best Companies to Work For. Rankings are based on surveys of 870,000 employees and employee data that includes over 6 million workers. And the main criteria driving the list are, in most cases, things money simply cannot buy, such as high levels of trust, respect, credi bility, fairness, pride and camaraderie.
Of course, customer service has limits—and so do customer service budgets. But successful companies tend to do well with customer service when they dis cern which activities have high return on investment: It’s usually worth going the extra mile for a client if she returns the favor with something worth more to you than the mile you invested. You may have heard of restaurateur Bob Farrell’s goofy yet memorable advice that, when a customer in his restaurant asks for an ex tra pickle, his response is to always “Give ’em the pick le!” Pickles don’t cost much, and it’s not worth refusing an extra pickle when someone asks nicely. Dennis Wright; Brian Tietz
Of course, Fortune’s annual 100 Best Companies list isn’t the only game in town when it comes to assessing quality workplaces. In fact, Gulfshore Business is now partnering with the Best Companies Group (of Har risburg, Pennsylvania) to launch its own annual list of “Best Places to Work in SWFL.” In either case, the as sessments agree on this: Money is great, but it’s not the only thing that makes a good place to work a great one.
“Money is better than poverty, if only for financial reasons.” —Woody Allen
Money isn’t the only factor workers consider when selecting an employer.
In economics, we assume all decisions are made at the margin. This is a fancy way to say that when a candidate is weighing two offers, or when a mem ber of your team is being recruited to go elsewhere, what ultimately matters at the moment of decision is how well one opportunity compares overall to the other. And sometimes little differences make a big difference.
Consider this simple thought experiment: You have two competing job offers paying equally, but one firm is widely known to have a culture providing high levels of trust, respect, credibility, fairness, pride and camaraderie, while the scuttlebutt is that turnover is high at the other because it doesn’t take such cultural issues seriously. Which would you choose?
Paying workers well is one way to make them more productive and to attract other great talent. And they will love you for it. But sometimes, we for get money isn’t the only thing driving the eventual decision at the margin. And in our post-Ian econ omy, what workers might really appreciate is an honest effort to understand the particular challeng es they each face right now, and being accordingly flexible when possible.
Treating your people with dignity and respect, and hearing what they say when they talk with you, is valuable to them. And it doesn’t cost a lot of money.
Victor V. Claar is an associate professor of eco nomics in the Lutgert College of Business at Florida Gulf Coast University. He also serves on the research advisory council of the James Madison Institute and the board of the Freedom & Virtue Institute.
So much moves so fast, yet so slow. Time flies, as they say. But for about eight hours Wednesday, Sept. 28, time stands still as Hurricane Ian pounds the shoreline and changes Southwest Florida forever.
In the seven days that follow, a region, a state and a nation also begin to move fast. Residents, business owners and political leaders pick up some of the pieces, try to make sense of unimaginable carnage and begin rebuilding bridges.
Hurricane Ian’s 155 mph winds, up to 15 feet of storm surge and up to 30 inches of rain wash away all sorts of bridges. There are the literal bridges connecting the main land to the barrier islands. And there are the figurative bridges, the ones that connect hopelessness to hope.
More than 100 people die from the storm, with about half the deaths in Lee County— which orders evacuations for the barrier is lands and southern Cape Coral at 7:56 a.m. Tuesday, a time-stamped email from the county shows, about 31 hours before Ian’s landfall. More than 1,000 people get rescued. Many of the survivors escape with their lives, but they lose all their worldly possessions.
“I heard you were a hugger,” Rexann Ho safros says to President Joe Biden. It’s the Wednesday after the storm, a full week lat er. They’re standing in front of the wreck age of the Dixie Fish Co. and Bonita Bill’s on San Carlos Island, across Matanzas Bay from the most intense destruction on Fort Myers Beach.
Hurricane Ian tosses boats, buildings like a giant mix-master, creating years of rebuilding efforts.
Dennis Wright
The commander in chief turns into the comforter in chief. He removes his dark Ray-Ban aviator shades, and he looks down and into the eyes of the Fort Myers Beach vice mayor. Just as Biden pivots in his role as president, Rexann Hosafros shifts as well. She changes from an elected official to a victim of Hurricane Ian’s wrath. She has lost her house and her car, and she’s living on the mainland in a Comfort Suites hotel.
Biden hugs her.
The president and Florida Gov. Ron DeSantis appear to put aside their politi cal feuds. They do not hug, but they shake hands. They speak at length after viewing some of Ian’s fiercest damage from a heli copter tour earlier that afternoon.
“Folks, look, we have a long road ahead of us rebuilding entire communities from the ground up,” Biden says later during his speech. “We’re here today because we want ed to tell you in person that we’re thinking of you, and we’re not leaving. We’re not leaving until this gets done, I promise you that. You’ve got to start from scratch. You’ve got to move again, and it’s going to take a lot of time. Not weeks or months. It’s going to take years for everything to get squared
Sept.
National Hurricane Center identifies a tropical wave in the Atlantic Ocean east of the Windward Islands in the West Indies.
Sept.
Tropical wave moves into the Caribbean Sea.
Sept.
strengthens into Tropical Depression
Sept.
Tropical Storm Ian becomes ninth named storm of Atlantic hurri cane season and fore casts to enter the Gulf of Mexico and become a major hurricane. All of Florida except the western Panhandle is in its five-day cone of probability.
Ian forecasts to become a major hurricane south of Cuba before entering the Gulf. All of Florida except the Naples area and South Florida is in its five-day cone, cen tered on the state’s Big Bend area.
Ian becomes a major hurricane forecasts to make landfall in western Cuba. All of Florida except the Naples area, South Florida and Pan handle are in its five-day cone, now centered on Tampa Bay for a pre dicted Sept. 29 landfall. Storm surge watches in effect for Gulf Coast. Lee County declares state of emergency.
Ian makes landfall in western Cuba as Cat egory 3 hurricane; U.S. landfall predicted Sept. 28 with Fort Myers in center of cone. Hurricane warnings issued for Lee and Charlotte counties; tropical storm warning issued for Collier County, which declares state of emergency. Lee County opens 10 shelters and or ders evacuation of barrier islands, low-lying areas and mobile homes. State announces mandatory evacuation orders for coastal communities, mobile homes and low-lying areas.
—
Ian strengthens into a strong Category 4 hurricane with maximum sustained winds of about 155 mph before making landfall at Cayo Costa, a Lee County barrier island between Boca Grande and North Captiva. Hurri cane Ian causes cata strophic damage in parts of Southwest Florida, mostly because of flood ing from extensive storm surge and rainfall
away in the state of Florida to fully recover and rebuild.”
Fort Myers Beach loses just about every thing. Every business suffers catastroph ic damage. Many businesses on the beach wash away during the storm surge.
The ground floor of the Lani Kai hotel, a fixture of Fort Myers Beach spring breakers since 1978, is hollowed out, leaving little left but a concrete shell, its future opera tions in question.
The Sea Gypsy, a charming and quaint four-unit hotel on the beach side: Gone. The owner, Jackie Liszak, is also the pres ident of the Fort Myers Beach Chamber of Commerce. She also meets Biden. She ex presses gratitude that DeSantis and Biden appear to be putting aside political grand standing.
“The wooden ramp, that’s all that’s left,” Liszak says of her hotel. “Right now, we’re America. There are no politics right now. They’re talking now, and they’re doing what’s right for us.”
Times Square, including the Dairy Queen in which generations of Southwest Florida children grew up enjoying ice cream during days at the beach: Gone.
Shucker’s at the Gulfshore and The Cot tage bar and restaurant: Gone.
Some structures aren't gone. Although the construction site looks like a disaster, the concrete walls of the Margaritaville Re sort remain intact. So does the pedestrian
Hurricane Ian washes away Times Square and many other iconic Fort Myers Beach businesses.
bridge, elevated above Estero Boule vard. It’s another bridge that’s both lit eral and figurative, because it’s another bridge connecting hopelessness to hope.
“We didn’t suffer structural damage,” says Tom Torgerson, the co-CEO of TPI Hospitality, which is building the resort. He evacuates the island at the 11th hour, driving all the way to Miami. He gets back in time to see Biden and DeSantis. “We have a very massive cleanup ahead of us. In some ways, we’re so fortunate compared to our neighbors. There’s a lot of emotions flying over there. I’ve never been so busy in my life, juggling so many balls in the air.”
Torgerson’s three-story home, on the bay side of Estero Island, remains intact, too. He knows he fares so much better from Ian than others.
Home after home, business after busi ness on Fort Myers Beach disappear. The surge swallows them.
“We just had our centennial celebra tion last year, and now it’s gone,” says Brian Nagle, general manager at The Cottage. It’s had the same ownership for 50 years. All the restaurant’s 116 em ployees survive the hurricane, but about 10% of them lose their homes.
“There’s so much to deal with right now,” Nagle says. “Hopefully, we re build. I’d love to. We’re looking into all avenues at this moment. But there’s just too much to go over. Everything was taken from us. Just everything. It took about 48 hours, but we were able to ac count for every single person. A lot did lose everything. They lost everything but the clothes on their back.”
Doug Raber is like a voice from the fu ture when it comes to recovering from Hurricane Ian. He’s the city manager of Mexico Beach, in the Florida Panhan dle. He missed Category 5 Hurricane Michael there in 2018, taking the job three years later. Today, he knows the road ahead for Southwest Florida will be a bumpy one and a long one.
“It looks like exactly what happened here, but in a much denser and more populated area,” says Raber, who man ages a town that’s just returning to its normal population of more than 1,000 residents. The population fell from 1,000 to 300 at one point. “We had 17 feet of storm surge here, too. Highway 98 was like a dam. It blocked a lot of that storm surge. But both bridges were just blown out. People were trapped from one bridge to another, similar to the way Sanibel was.
“We’re at the four-year mark right now, and we are so far from being done. But we have come so far to get to this point.”
In the third year after Michael devas tates Mexico Beach, the area experienc es $20 million worth of new construc tion, a figure projected to rise this year.
“FEMA and the state, we are [grate ful] for every dollar we have gotten from them to this point,” Raber says. “We could not be where we are with out these governing agencies that have helped us. However, this is a marathon and not a sprint. They have an arduous process they go through to make sure
all the I’s are dotted and the T’s are crossed.”
Wayne Sallade knows the feeling. He teaches emergency management classes at Colorado Mesa University in Grand Junction, Colorado, where he retired with his wife—but still serves Charlotte County and greater South west Florida with hurricane updates and advice on Facebook during hurri cane season.
“When Hurricane Charley hit us, I told people it would take five to 10 years for Punta Gorda to come back,” Sallade says of 2004. “It came back a lot faster than that. We had made sub stantial recovery by five years. We had a five-year celebration. By 10 years, there were still some holes here. The Punta Gorda Mall, it was a shopping center with an Eckerd’s, a McCrory’s and the theater on the U.S. 41. It got blown to smithereens.”
Raber and Sallade have some advice for Southwest Floridians: Take care of yourselves—and each other.
“Mental health, it becomes a huge issue,” Sallade says. “And I have told just about every person I know. They need to pace themselves. Physically and emotionally.
By David Dorsey David Dorsey“This isn’t like cleaning up after a severe windstorm. It’s something that’s going to take years. Sanibel, Captiva, Pine Island, likely will not ever look like they did. A lot of people won’t see a complete recovery for those places un til well over a year.”
In downtown Fort Myers, Robbie Podgorski loses everything but the clothes on his back, his girlfriend and business partner Jennifer Carbajal and their two Chihuahuas, Rocko and Indiana Jones. The two dogs take a ride on top of Podgorski’s head during Ian’s ar rival Wednesday as he half-wades and halfswims from his flooded Dean Park home in Fort Myers across the street to the home of his landlord, which is also flooding. He does not yet know that his business, the Green Cup Café in downtown Fort Myers, is also flooding. He’s losing that, too.
Less than a week later, there are 45 vol unteers at the Dean Street café. Some he knows; some are strangers. Little by little, bit by bit, they tear out the soggy flooring and remove the molding cabinetry. They do in four hours what would have taken Pod gorski four days to do by himself. In doing so, they rebuild his bridge from hopeless ness to hope.
“It was probably one of the most magnif icent pieces of human kindness I had ever seen in my 32 years of life,” he says. “I had a bunch of random kids from FGCU who heard our cry for help. We literally had an army of people.
“I’m not going anywhere. I’m going to re build. I’m going to reopen. The timeline is something I can’t even begin to think about; this is something I’m going to have to take day by day. But I’ve got no car, no house. Ev erything’s destroyed.”
WINK-TV producers and anchors prepare to restore newscasts from the Fort Myers studio, five days after Hurricane Ian forced the team to a makeshift studio near Babcock Ranch.
News, Gulfshore Business’ TV partner, fol lows Hurricane Ian from conception to the end. On Sept. 19, nine days before landfall over Cayo Costa, the National Hurricane Center identifies a tropical wave in the At lantic Ocean, east of the Windward Islands of the West Indies. Each day thereafter, Ian grows, organizes and strengthens. For a couple of days, it forecasts toward Tampa Bay. On Monday, Sept. 26, Ian starts shift ing eastward and southward, taking aim at Sarasota, then Charlotte Harbor, then San ibel Island, which gets engulfed into the storm’s eye.
Those 155 mph winds were moving north by northwest at just 9 mph.
Devitt and WINK co-anchors Lois Thome and Chris Cifatte stay with as many viewers as they can until about 5 p.m. Wednesday. That’s when Ian’s storm surge takes out WINK’s satellite transmission and starts flooding the newsroom and set, taking the CBS affiliate off the air for about 24 hours. By Thursday night, the station sets up a temporary set near Babcock Ranch at the company’s transmitter. The regular studio doesn’t get back to action until 4:30 p.m. Monday, five days later.
“Hurricane Ian was the worst-case sce nario,” Devitt says. “Slow-moving. Large. Almost a Category 5. Landfall on Cayo Cos ta, which maximizes surge values because of the counterclockwise motion around it.”
With Hurricane Ian approaching, South west Floridians were eager to claim one last bit of normalcy.
In southwest Cape Coral, George Lukas
While Hurricane Ian took away pieces of a lot of people’s lives, the catastrophic storm provides an important takeaway for Southwest Florida.
“The lesson doesn’t change. It’s be prepared,” says Collier County Commis sion Chairman Bill McDaniel, stressing the importance of the scouting motto even for hurricanes. “There’s a reason why we share with folks that you should have 72 hours’ worth of supplies on hand all the time, way before hurricane season starts.”
difficult for coastal dwellers to adequately prepare in time.
“No storm is the same, and that’s the difficulty with this,” he says. “On Monday [Sept. 26], I had a forecast from both the Miami National Weather Center and my internal people that that storm was going to be passing us on Wednesday night at low tide. And so we thought with the low tide and the tide going out and the winds coming in, it’s got a balance and we’ll have ample room in our harbors and bays to be able to take the surge that comes."
Over the course of a few days, the hurricane’s forecast cone of probabil ity moved down the coast from the Big Bend area near the Florida Panhandle to Tampa Bay to Venice and then near Fort Myers. The massive storm’s timing and target caught many off guard. “At the end of the day, it’s the wrath of God. You don’t get to pick,” says McDaniel, who has seen a multitude of hurricanes while living here for more than 40 years.
force people out of their homes. It’s their choice. It’s their right.”
Most certainly a record-breaker when it comes to damage tolls, the hurricane is going to be extremely costly for Naples, Marco Island and Collier County. “The low estimates are in excess of $500 mil lion. The higher estimates are pushing $2 billion,” McDaniel says. “The unincor porated area of Collier County was in ex cess of $500 million.”
The county had 1,700 homes in the initial damage assessment for flooding, at least 50 of which were irreparable at first glance. “It was predominately salt water, where with Irma and Wilma and even Andrew we had enormous amounts of flooding but it was more to do with freshwater flooding in the inland areas,” McDaniel says.
Following the hurricane’s Sept. 28 landfall on the Gulf Coast, winds were still 60 to 70 mph after the worst of the storm whipped through—initially preventing lo cal rescue efforts, the majority of which were people trapped in flooded homes. "We had a hundred 911 calls queued up, but couldn’t move because we’re statuto rily prohibited from moving [when winds are] above 50 mph,” McDaniel says.
Changing weather conditions made it
“There’s a lot of people that are saying Collier County didn’t issue an evacua tion. We went to a voluntary evacuation on Tuesday morning (the day before the storm) and opened our shelters at 5 (a.m.) and a full-blown opening by Tuesday af ternoon. We had them all open and went to a mandatory evacuation. Even in a mandatory evacuation, the sheriff is not coming to your house to move you out of your house unless there’s a fire coming. That’s the only way the sheriff will come take you physically out of your house.
After that, this is America. Even if we did issue a mandatory evacuation, you can’t
The massive hurricane will take months to recover from because of the extensive damage caused by flooding, says Naples City Manager Jay Boodheshwar. “Pretty much every establishment got water in side of it. There’s water damage in the city, businesses and residences alike,” he says. “It definitely was a water event."
During the storm, city staff watched the water rise to the top step of City Hall, across from downtown’s Cambier Park, which was submerged in an estimated four or five feet of water. “We had six feet of water around City Hall. It literally was a moat. We were trapped. We could not get out,” Boodheshwar says.
The most damage occurred in water front communities; not only structures on the beach but those along inlets,
bays, canals and rivers. The storm surge caused saltwater intrusion wherever the water flowed. “Saltwater is a terribly cor rosive substance," McDaniel says. “Thou sands of cars have been lost, electrical systems and water systems and things along those lines.”
Collier County has moved its assets to assist the hardest-hit areas, including Van derbilt Beach, Park Shore, Seagate and Pelican Bay in North Naples; Bayshore Drive, Haldeman Creek, Henderson Creek, Brookside Drive and Estey Avenue in East Naples; as well as Isles of Capri and Marco Island. Some areas such as Gulf Harbor near Wiggins Pass had 10 to 12 feet of storm surge, McDaniel says.
“It’s heartbreaking. You drive around in some of these neighborhoods and … this is people’s lives,” he says. “I stopped and gave a case of water to a lady on the corner over here. There was a whole entertain ment center full of old records and pictures and everything sitting on the curb. We’ve got to be on point with our residents and our contractors and our permitting and just make sure that we’re making life as palat able as possible for these people to recon struct as quickly as possible.”
Flowing water also brought damage to businesses along Fifth Avenue South, Third Street South and Gulfshore Boulevard. Tin City, Park Shore Plaza and The Village Shops on Venetian Bay were among the
local retail centers affected by flood wa ters. The iconic Naples Pier was seriously damaged, putting the city landmark out of commission through next year.
The Turtle Club, one of the most pop ular waterfront restaurants in the Naples area, is one of the longtime local business es that won’t be able to open this season.
Founded in 1998 on the grounds of the Vanderbilt Beach Resort on the Gulf shore in North Naples, The Turtle Club was de stroyed by storm surge.
“It’s pretty much toast. I hate to say it,” says co-founder Peter Tierney, who was in North Carolina when Ian hit the coast.
“I left two days before the storm thinking it wasn’t going to do much.”
While the Vanderbilt Beach Resort sur vived the storm, its ground-floor restaurant didn’t. “The old girl got hit pretty hard. It’s going to be a while before we can get that back up and running again,” Tierney says.
The beachside restaurant will sit out this year, with its rebuilding targeted to be fin ished by the 2023-’24 season. “It’s going to be a big job but we’re up for it,” Tierney says. “We’ve just got to start rebuilding, unfortunately. We’re just going to rebuild and we’re going to try to do it as quickly as we can.”
The construction of its building has al ways been to code, which required it to have breakaway walls designed to col lapse from storm surge, allowing water to
flow through and under without compro mising the rest of the structure. “The walls themselves did exactly what they were supposed to do," says Tierney. “By doing that, it kind of washed away all the interior.”
Although flooding from the extreme storm surge has subsided, extensive water damage remains in many coastal homes, businesses and vehicles. Newer homes and businesses, built to more stringent codes and frequently at higher elevations, generally fared better than older ones.
Boodheshwar remains confident that the community will be able to pull together and get past the catastrophe. He doesn’t think the record-breaking weather event necessarily will delay the region’s busy season or seasonal residents returning to Collier County.
“A lot of people are anxious to come and see their properties, in fact, and are wanting to come back into town. We un derstand that,” he says. “I think by the time season comes around we’ll be on the tail end of getting through this. Obviously, the pier’s not going to be rebuilt by then, but I’m very hopeful that we’re going to get to some level of normalcy.”
Hurricane season continues through the end of this month.
GULFSHOREheld a private party preview of his Prime 239 steakhouse Monday night—only to be without power two days later, push ing back the grand opening by 11 days. On Fort Myers Beach, Edward Ryan drank a beer at the Yucatan bar and restaurant, never guessing it will be among the last to be consumed there. Hurricane Ian washes Yucatan away. The bar’s wooden totem, about 5 feet high and designed like a Mayan god, embarks on a 2,000-foot journey north from Es tero Island, across Estero Bay, somehow floating and blowing and landing near the front door of the Diversified Yacht Services boat storage facility on San Car los Island, about a third of a mile away.
“I came over the bridge,” Ryan says of his first visit to the beach after the storm. “It all looked like a nuclear bomb went off. The Times Square buildings are gone. The Sunset Grill is gone. The baseball fields on Bay Oaks are in total shambles. The road from the school to the Sea Grape Plaza was broken into pieces.
“There are boats in pools, boats inside of condos. Coconut RV Park is just little bits and pieces of wood. It really looks like a scene from Mad Max or some sort of a war zone.”
Marie Vivet and her 5-year-old Schnau zer, Blue, are by themselves. Her hus band, Christian, is in Paris helping his parents move from there to an assisted living home in Nice, France.
Islanders returning to Fort Myers Beach compare it to the aftermath of a bomb explosion.
I told myself it would be better than I imagined.
The drive from Atlanta took 14 hours, the last six of them between Tampa and Fort Myers. That’s a long time to worry. A long time to hope. I’d heard from a friend who weathered the storm in my neighborhood that there’d been flood ing, but I didn’t understand the extent of it. I told myself that a lot of my little cottage could be saved. Not the rugs, of course. Not the couch. Not the mat tresses. But most of my furniture, surely.
And definitely the pieces that were pre cious to me.
But as we got closer and word came in about the state of my neighborhood near downtown Fort Myers, I began to cross things off the list. My books proba bly couldn’t be saved, or my desk where I did my writing, or the pretty nightstand beside my bed shaped like a peacock.
And still, I didn’t understand the full extent of it.
Even as I pulled into my driveway and saw the watermark ringing the outside of my house, as high as my shoulders, I didn’t understand. I stepped out of the car and walked to my front door, shak ing. I pulled open the door and stepped inside. It was only then, standing in my little historic bungalow—the first house I ever owned, a house that is mine alone, a house filled with my taste and my trea sures—that I understood.
None of it could be saved.
The house was still standing. That was a blessing. But inside everything was ruined. Not just the books and rugs and furniture, the peacock-shaped nightstand and the writing desk by the window, but the walls, the floors, the kitchen. Everything.
Over the next two days, we fran tically ripped out wet drywall and in sulation. We mopped mud and river water off the floors. We put everything I owned in my front yard. Then there was nothing to do but wait. Wait for the power to come back on. Wait for the wood framing in the walls to dry out. Wait to see if the original hardwood floors could be saved.
During that long space of waiting, I began to take inventory. Not just of what was sitting in my yard—the ruined pho
tos, the warped furniture, the broken pieces of pottery—but what was in my heart. Here’s what I learned.
It came to me when I was standing with a soaked box of incense in my hand. It was the good kind of incense, bought from Rem edies Parlor near downtown Fort Myers. It had been pricey. It smelled beautiful, luxuri ous and cool, like Remedies itself. The box had originally held 20 sticks of incense, and in the last two years I’d burned two of them. I was, I’d rationalized, saving them for the right moment.
And there they were, a wet paste in my hand.
Here’s the truth: The right moment will never come. Or, said another way, the right moment is now. Use the good dish
es. Wear the special perfume. Burn the pricey incense. There are no guarantees for the future.
In the first chaotic days after I returned to Fort Myers, I discovered the strength and depth of the community that surrounded me. Friends texted to ask if they could help.
“Yes,” I said. “But it’s shit work.”
It was shit work. Terrible, hot, dirty work. They responded, every one of them, "On my way.”
In less than 24 hours, I had a generator borrowed from photographer friend Brian Tietz chugging on my front porch. Inside my house, one friend cut drywall while another ripped out the kitchen cabinets. Strangers showed up. A woman named Angel helped me pile my books in a soggy mountain by the road. Another group of women offered to empty my shed.
“It’s gross in there,” I warned them. They shrugged. “We’ve seen worse.”
A woman and her son moved every piece of furniture to a safe place beside my house. The hot sun beat down on them while they worked for hours.
I didn’t stop to cry. If I let the hurt take over, I wouldn’t be able to do the work I needed to do. Instead, I was grateful to these people who came from Naples, from San Carlos, from Lehigh and North Fort Myers. Even in the middle of disaster, the Southwest Florida community knit together beautifully.
As I worked to save my own house, I thought about Fort Myers Beach. I grew up on the beach. Its tide pools and sea oats and shorebirds formed the backdrop of my childhood. No matter where in the world I ventured, I always came home to Bonita Bill’s, to Times Square, to my mom’s house mid-island. The beach had weath ered countless storms—unnamed summer storms that sent the tides raging, hurricanes such as Charley and Irma that dumped sand in driveways and peeled off siding.
I stood in my yard and remembered the last day I was on the beach. It was an early afternoon in August. The sky was a deep, cloudless blue. The beach daisies in my mom’s yard were in full bloom from the sum mer rains, and their yellow petals stood out against the green leaves. A pair of monarch butterflies flitted across the driveway, past the gumbo limbo trees and the milkweed.
My mom’s neighbors, Bobbi and Jerry, called out from next door. I waved hello. Bobbi’s orchids were blooming. Jerry had just put on a new deck. Renters were pull ing into the cottage on the other side, a house that used to belong to my grandma. I still remember the smell of the heart pine paneling on its walls. I’d been in and out of the houses in this neighborhood all my life. Wood-frame houses, stilt houses, most of them dating back to the 1950s. These hous es had made it through Hurricane Donna in 1960. They’d been lashed with rain and sun and salt air for decades. They’d survived and survived and survived. I never imag ined, not once, that in less than a month all of it would be gone.
Hurricane Ian is bearing down, and on the eve of it slamming into Sanibel, Marie Vivet already loses her power. Her phone quits working near Casa Ybel Street and Periwinkle Way, the middle of the island.
“We have a piling home,” Vivet says. “The garage is on the first story. I was on the second story, and I have a loft, as well. I’m a local, Fort Myers girl. Born and raised here. I decided to hunker down. I hate that word, hunker. And I never want to use the word Ian again. Who names these damn things anyway?”
For almost eight hours, Vivet and Blue hunker down in her upstairs bathroom. When the eye of Ian passes overhead, it brings with it a brief period of calm and even some sunshine. Vivet never senses the calm. She never sees the sunshine.
“It was pretty much the scariest day of my life,” she says. It takes her more than a full week to experience a night with six consecutive hours of sleep. That first week, she keeps awakening, because of the trau matic memories. “My house was blowing like it was a palm tree. It was just swaying. And the wind sounded like a freight train. I thought I might have a tornado. That’s why I didn’t go up to the loft; I was afraid the roof might fly off. I don’t remember the eye at all. I just remember the storm not stop ping. I’ve been in many hurricanes. This one would not go away.”
Even after the hurricane winds finally
The Army Corps of Engineers builds a makeshift bridge reconnecting Matlacha to Pine Island a week after Ian.
settle down, there’s 12 feet of water below her. By Thursday morning, it recedes to 3 feet deep, enough for her to get on her bike and roll through the water and around the debris, about a mile away to her French restaurant.
Bleu Rendez-Vous French Bistro is still standing. But the interior gets about 5 feet of storm surge. Everything inside gets ruined.
“It’s our only income,” Vivet says. “It’s unusable for who knows how long it will take to repair. And who’s going to come to Sanibel to vacation? And we don’t have a bridge? And even when we do get a bridge, it’s going to take at least another year to get a more permanent bridge. It’s like Sanibel became Upper Captiva. We are evaluating our plan of action.”
On Saturday, three days after the storm, Vivet decides to take Blue, her beloved dog, and leave.
“I got my little suitcase and my backpack with my laptop, and I started walking down Casa Ybel,” she says. A pickup truck pass ing by stops. Its passengers put Blue in the front and Marie in the back, and they take her to the boat ramp, where she hitches a ride by boat, passing by the ruined Sanibel Causeway, to Punta Rassa.
There, a good Samaritan—who happens to be the president of one of Southwest Florida’s largest insurance companies, Chapman Insurance Agency—gives her a ride. Brian Chapman harbors Vivet and Blue in his Fort Myers home for a few days, until she finds a condo to stay in for at least
the rest of the year.
The bridge to her home is gone, but offi cials pledge to rebuild it. The inside of her restaurant is in ruins, but the building still stands. Her home needs a lot of work, but it still stands, too. She feels hope.
“Oh, we’re going to reopen,” Vivet says. “We just don’t know when yet. Or where.”
The Sanibel Causeway becomes the most prominent bridge to suffer major damage in Southwest Florida, but it’s far from alone. New Pass, Big Carlos Pass Bridge and Big Hickory Pass Bridge connect drivers from Bonita Springs to Fort Myers Beach along the southwest portions of Lee County. They all need major repairs.
By the end of the first week after Ian, a makeshift bridge gets built, reconnecting Matlacha to Pine Island. As the mainland is getting reconnected to the islands, the hopelessness keeps being bridged back to hope, as well. On the first day after Hurri cane Ian, the smell of fresh pizza wafted about Hendry Street.
Downtown House of Pizza, located on the ground floor of a building built in 1912, never lost power, as it’s connected to the same grid as the Lee County Jail. It reopens for busi ness at noon Thursday. By 1 p.m., DHOP has a line out the door and down the sidewalk.
“It says a lot about our spirit,” says Kev in Schoensee, who owns the Patio de Leon building. “We’re going to work hard. We can’t be beat. We’re all going to come back
By Beth Luberecki
DIVERSE BUSINESS OPERATIONS BRING THE NONPROFIT AND ITS PEOPLE A SUITE OF BENEFITS
THE ST. MATTHEW’S HOUSE MODEL
The Southwest Florida thrift stores run by St. Matthew’s House offer much more than unique finds and good deals. But many of the shoppers who visit them don’t realize quite how significant an impact they make.
The Naples-based nonprofit that offers services and programs for people struggling with drug and alcohol addiction, home lessness and food insecurity started in the social enterprise space with just one thrift store. Similar to other charitable organiza tions out there, St. Matthew’s House col lected donated goods from members of the community and set up a retail environment in which it could sell those goods and return the profits to its mission. But that was just the beginning.
St. Matthew’s House now has seven thrift stores, with the newest opening recently in Golden Gate. And the success of its stores inspired the nonprofit to expand into oth er social enterprise businesses—catering operation Delicious by Design, full-service restaurant LuLu’s Kitchen and Port LaBelle Inn and Conference Center.
The nonprofit also provides services for those struggling with addiction, homelessness and hunger.
Operating all of these businesses pro vides multiple benefits to St. Matthew’s House, from increasing the quality and effi ciencies of its feeding ministry to providing ways for its program participants to receive job training and develop career skills. It also allows the nonprofit to make an atten tion-grabbing statement to its existing and potential donors: that 100% of its adminis trative expenses are covered by the revenue from its social enterprise businesses, which Brian Tietz
brought in more than $8.5 million in revenue in 2020, about half of the nonprofit’s operat ing revenue, according to its annual report.
“It does address that common point when donors are looking at donating to a non profit of, ‘Are my donation dollars just go ing to overhead?’” says Steve Brooder, CEO of St. Matthew’s House. “In our case, we can say no, they aren’t, because of our social en terprises … That really impresses donors, in particular people in business, who can see that we’re operating solid businesses that are sustainable and scalable and really have that type of return to the mission.”
Mike Duke first learned about St. Mat thew’s House during a presentation at his Naples church back in 2014. He and his wife arranged a tour to learn more about the or ganization. That led to them becoming vol unteers and then donors, and Duke joined the St. Matthew’s House board in 2020.
The former Walmart CEO could see that the nonprofit was taking a different ap proach from his initial visit to the thrift store on Airport-Pulling Road in Naples. “I spent my whole working career in the retail industry, and I was really impressed with the professionalism, the cleanliness, the or ganization and the merchandising,” he says. “It was not like other thrift stores. It was re ally, really well run, and we could see that from the very first tour.
“Then as I got to know more and realized the scope of the social enterprise opera tions at St. Matthew’s House, I was even more impressed,” he continues. “The reve
nue that covers the administrative costs pro vides them the opportunity for 100% of the contributed dollars to go directly to the pro grams helping people that are impacted by homelessness, hunger and addiction issues.”
Jamie Shedden recently retired after serving as director of retail operations for St. Matthew’s House. He began working at the nonprofit in 2005 as a store manager, and in his director role, he strove to cre ate enjoyable and attractive places to shop. “When you walk into our stores, you don’t see rows of couches or rows of dressers; you see well-thought-out merchandise in little rooms that allow us to put more product within that square footage,” he says. “The stores are going to smell nice, look nice and be well merchandised, with music playing in-store for [shoppers] to enjoy.”
To make the most of the stores’ limit ed square footage, Shedden and his team worked to turn product quickly. A storage bay holds items that are priced and ready to be put out for shoppers.
“When something sells on the floor, the employees know they’ve got about 30 min utes to get the item off the floor and over into the ‘sold’ warehouse and get some new items on the floor,” says Shedden. “Customers learn that it doesn’t matter what time of day they come to our stores to shop, they’re going to find a lot of great merchandise.”
Those efforts have paid off, with the St. Matthew’s House thrift stores performing well above national sales averages in dollars
As items sell, employees will replace merchandise on the floor within 30 minutes.
earned per square foot. “I think the stores are probably the most significant entry point to the mission that there is,” says Shedden.
But now it’s not the only one, as ca tering operation Delicious by Design became the second social enterprise business for St. Matthew’s House. “We were serving meals to the homeless and eventually to our recovery program folks, and the quality wasn’t great,” says Brooder. “The idea was, if we start a ca tering company and can hire a chef, we can improve the quality of food we serve to the folks in our mission.”
Delicious by Design has landed some big gigs over the years, including serving as the main food vendor for the Minto US OPEN Pickleball Championships at East Naples Community Park. “We are plan ning on having them back in 2023,” says Chris Evon, co-founder of the Minto US OPEN Pickleball Championships. “Peo ple love the food and the food choices. But the biggest thing is they are able to serve a large number of people quickly—we have 2,800 athletes and over 35,000 peo ple coming through the park throughout the week.”
Delicious by Design also caters the VIP area of Cars on 5th in Naples, an annual event that supports St. Matthew’s House and raised $1.25 million for the nonprofit in 2022. “They bring an elegance to their small canapes that you wouldn’t just find anywhere else,” says Dennis Flint, who serves as vice president of the Naples Chapter of the Ferrari Club of America and regional director of the Ferrari Club
of America for Florida, and is also a board member and donor at St. Matthew’s House. “Anyone can cook a hamburger, but they do a really great job.”
St. Matthew’s House next purchased the Port LaBelle Inn and Conference Center in LaBelle, which can host retreats and con ferences. In 2016, the St. Matthew’s House Car Wash and Detail Center opened near the flagship Naples thrift store.
Since 2020, the catering business has been operating out of a new 8,000-squarefoot facility called LuLu’s Kitchen, which is also home to a restaurant that’s open to the public, serving breakfast and lunch five days a week. The St. Matthew’s House culinary training program is run out of the facility, and all of the hot meals served on the non profit’s campuses are made there, as well.
The culinary operations provide food ser vices for both St. Matthew’s House itself and the general public. They also play a vital role in the organization’s efforts to help the peo ple it serves in both the short and long term.
“They offer multiple opportunities for res idents of our shelter program and the men and women in our recovery program to learn job skills, life skills and reentry skills into so ciety,” says Liz Morris, director of hospitali ty at St. Matthew’s House. “They can earn a paycheck, help out the mission and get some really solid job placement on their resumes, so they can go back out to the open market to compete for really great jobs.”
That’s good for the folks who go through the programs offered at St. Matthew’s
About 40% of the businesses' workforce went through the shelter or recovery programs.
House, and good for other local businesses in need of employees. But some people stick around for the long haul. Brooder estimates that about 40% of the workforce in the social enterprise businesses run by St. Matthew’s House are people who went through the shel ter or recovery programs. And the fact that the businesses offer safe, sober workplaces makes them especially appealing.
“Our social enterprise model helps our graduates and shelter program participants actually obtain full-time, permanent employ ment,” says Ray Steadman, vice president of programs at St. Matthew’s House. “It gives them the opportunity to work in a healthy environment where there aren’t the trig gers that they would see on the outside. And they can work in an environment that is just as competitive as if they worked at a chain restaurant or a popular local restaurant.”
An Increasing Need Hurricane Ian caused damage to several of the St. Matthew’s House properties. Its thrift store in Fort Myers and two buildings used for residential care sustained the most severe damage.
The nonprofit has been providing mo bile food distributions to the public since the beginning of the pandemic and serves fresh, hot meals each day to those in need. Following the hurricane, it supplemented its regular food distributions with small er, community-based pop-up distributions and saw a definite uptick in the number of people coming in for those daily hot meals.
St. Matthew’s House already had a wait list for all residential programs before Hur ricane Ian. And now the need is only going to grow.
HOUSING CRISIS Hurricane Ian compounded the affordable hous ing problem by displacing so many residents.
“The challenge in Collier County and Southwest Florida before Hurricane Ian was affordable housing,” says Steadman. “Ian has compounded Collier County’s af fordable housing crisis by damaging some of the areas of affordability in record num bers. East Naples neighborhoods with old er homes and moderate- to low-income families were devastated by rising storm waters damaging their houses and per sonal belongings. These individuals have now been displaced with few prospects for housing. We will be working with commu nity leaders and county officials for longterm affordable solutions.”
Support for the organization’s mis sion is more crucial than ever right now, and because of its social enterprise busi nesses, all donated dollars will flow right back into the local community. Area res idents also can support St. Matthew’s House by volunteering or donating fur niture, food and clothing.
“Hurricane Ian has created a signifi cantly larger number of neighbors and friends who are experiencing crisis, which will place a strain on our capacity and resources,” says Steadman. “In the early days after the storm, we already began to feel the pressure being placed on our capacity, with increased needs from hungry neighbors and calls for more residential space from those dis placed from the storm.”
Sarah Owen, CEO of Collaboratory in Fort Myers (formerly the Southwest
Florida Community Foundation), has seen how the nonprofit sector struggles with the issue of overhead costs versus donation dollars.
“They don’t have, sometimes, the mindset of ‘How do we build revenue,’ and that has been created by the whole ‘overhead myth,’ where 99 cents of ev ery dollar has to go to programmatic expenses and not operations,” she says.
“I believe that St. Matthew’s House has been on the cutting edge of this. It’s been using social enterprise programmatic thinking to offset its operating costs for a long time, and has just continued to expand it.”
The Collaboratory is helping other local nonprofits take a similar approach through the impact investing fund that it runs in partnership with Gingras Global, through which it invests in so cial enterprises that aren’t ready for tra ditional bank funding. “Impact invest ing attracts donors who love that angel investing space, but they want to do it for social good,” says Owen. “It really opens up this ability for nonprofits like St. Matthew’s House to have a place to go to get the startup capital in order to do these kinds of programs.”
Owen sees these types of endeavors as a way to address complex commu nity problems that aren’t necessarily being solved by traditional charitable methods. “If we create a system where nonprofits can become self-sustaining, then it diversifies philanthropic dollars in new and significant ways,” she says.
By training people for careers, the nonprofit is able to make a long-lasting difference in their lives.
“St. Matthew’s House is such a beautiful example of taking a part of its mission and training people for careers that they can walk out of the organization with. It changes their lives generationally. And St. Matthew’s House didn’t just pop up with the idea to earn money, but it said ‘How do we take what we do, the prob lems we’re trying to solve and the lives we’re trying to help create, and how do we look at our own model and design something like this within it?’”
Other nonprofits may have opportu nities to do something similar. “It’s real ly best when there is alignment with the mission,” says Sheryl Soukup, president of Naples-based Soukup Strategic Solu tions, which provides fundraising and management expertise to nonprofits. “In the case of St. Matthew’s House, you can readily see how having these social enterprise activities helps it to fulfill its core mission.”
Social enterprise businesses where customers can make purchases of var ious kinds can also attract folks who might not have made a monetary dona tion to a nonprofit otherwise. “It gives them an opportunity to support that nonprofit and they can feel good about that, even though they’re looking to get something,” says Soukup.
“Some people know us by our thrift stores, some by our shelter programs or food assistance,” says Brooder. “With more stores, there’s more exposure in the marketplace so people get to know St.
Matthew’s House … We often say it’s hard to communicate the breadth and scale of the organization when we do so many things and impact so many people.”
Nonprofits should do their due dili gence to make sure a social enterprise business is the right move for them. So cial enterprise businesses face the same kinds of challenges as other local com panies these days, from the difficulties of finding employees to the high cost of real estate. Donors have helped St. Mat thew’s House deal with some of these challenges; LuLu’s Kitchen, for exam ple, was made possible by a gift from the Holecek Family Foundation.
“Nonprofits do need to think about whether or not they have the capacity to take something on that’s a whole oth er business,” says Soukup. “If they are starting it because it’s kind of growing and evolving out of something they’re already doing, it makes it a lot easier.”
St. Matthew’s House hears frequently from other nonprofits looking to start social enterprise businesses, and it’s always willing to answer questions and provide tours. It’s also on the lookout for new opportunities for itself.
“We have this proven social enter prise model, and we’re looking to ex pand it,” says Brooder. “We want to be able to serve more people, and we can only do that through donations and from our social enterprise operations. If we grow those, we can grow the pro gram side.”
SHOWCASING SOUTHWEST FLORIDA’S NONPROFITS AND THEIR IMPORTANT MISSIONS.
Welcome to the first edition of the Gulfshore Business Giving Guide!
Businesses in Southwest Florida have a long history of giving back to the community and investing in culture, education, healthcare and social services. With so many deserving nonprofits, it’s sometimes difficult to discern and prioritize business and corporate giving.
The Giving Guide provides area nonprofits with the opportu nity to showcase their organizations and to differentiate their missions and work so that businesses better understand how they can contribute.
We hope that our readers find this to be a useful resource to inform and connect them with our participating nonprofits who work so tirelessly year-round to support our region with their compassion and commitment.
The Giving Guide’s profiles feature a variety of area nonprofits and contain information on their various missions, programs and boards of directors, as well as giving and volunteer opportunities. This content will also be available digitally yearround at www.gulfshorebusiness.com/givingguide
Everyone at Gulfshore Business is proud to be part of such a giving business community and we are especially grateful to our presenting sponsors—Collier Community Foundation, Fifth Third Bank, Naples Children & Education Foundation, NCH Healthcare System and United Way of Collier and the Keys—and to all of our participating nonprofit partners for their support.
During this time of Thanksgiving and well into the coming New Year, the impact of business and corporate giving will touch countless lives and help enrich our overall community.
Christian J. Renstrom Associate Publisher, Gulfshore Business
Cooperative,
of
Children’s
Healthcare/HOPE
Children &
Everglades
Immokalee
Way of Collier and
for Period Supplies
Red Cross South Florida
Industries of Southwest
Center,
for Humanity of Collier
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“We make a living by what we get. We make a life by what we give.”
- Winston S. Churchill
Like you, I love living in Collier County. We live in one of the most desirable places in the U. S. due to our restaurants, shopping, cultural events, beautiful beaches, year-round warm temperatures, and lack of state taxes. But do you ever wonder what those taxes would fund if they existed? In other counties, taxes support human services programs. In Collier County, our government budget allocates only 1.7% for human services compared to the 8.4 percent average throughout Florida.
Because of this lack of funding, our nonprofits rely on philanthropy to survive. Two hundred thirty-two nonprofits with the broadest impact reported that cumulatively they must raise $402 million annually to sustain their operations. So how can we help these organizations meet vital needs that can easily be overlooked in the wealthy areas of our community?
The transfer of wealth study conducted by the Florida Philanthropic Network estimates that $35 billion will change hands from local baby boomers to their children, grandchildren, and loved ones by 2032— funds that could transform Collier County for the next generations.
Our solution is to capture just 3% of the local transfer of wealth through estate planning and create an endowment of $1 billion. This $1 billion endowment will generate over $50 million in grantmaking each year, supporting the programs that benefit our local youth, families, seniors and veterans, our environment, and other community needs— forever!
At the Collier Community Foundation, you have the opportunity to ensure the future of our community for the next generations. Whether you prefer to align your giving with our community initiatives or focus on your favorite causes, we provide you with the opportunity to choose. Invest in the community you love and support the causes you care about most to benefit your children and grandchildren. Call us at 239-649-5000 to learn more.
In 1858, William W. Scarborough and eleven bold entrepreneurs opened The Bank of the Ohio Valley in Cincinnati, Ohio. Their purpose and promise was noble – to help improve the lives of their customers and communities through sound banking principles and superior service. This unwavering vision remains at the heart of everything we do today.
The name Fifth Third Bank came about when Third National Bank and Fifth National Bank consolidated to become The Fifth Third Union Trust Company in the 1920s.
Locally, we have been supporting the Naples community since 1991. Our employees have contributed numerous volunteer hours and serve on many local boards throughout the South Florida community.
As the Regional President for South Florida, the Bank is honored to partner and support such an elite group of organizations that share the same mission as the Bank when it comes to our communities.
I’d like to thank our employees and customers, who continue to serve and give back all while striving to improve the livelihood of our communities.
On behalf of myself and our employees, we continue to look forward to deepen our community partnerships and make our communities the best they can be for years to come.
Sincerely, Eileen Connolly-Keesler Collier Community Foundation President and CEO
Jim Weiss Regional President, South Florida Fifth Third Bank
When a group of us gathered over 22 years ago to make a profound difference in the lives of Collier County children, we could have never imagined the results. Now, with nearly $244 million raised, over 50 organizations supported and over 300,000 children’s lives changed for the better Naples Children & Education Foundation (NCEF) has transformed our entire community.
I’m honored to serve as the Chair man of the Board for NCEF this year and help lead the organiza tion. Along with my husband Jeff Gargiulo, we have been proud to serve our hometown community and help introduce many wonderful and generous vintners, chefs and philanthropists to Naples.
We discovered in the beginning how passionate people are about helping children, and how they wanted to ensure that their donations were used in a disciplined and accountable way to make the greatest difference. When we say at the Na ples Winter Wine Festival, “It’s ALL for the kids,” we mean it! All of the proceeds raised under the tent during the Festival’s live auction go right back into our community to fund NCEF’s annual grants and seven strategic initiatives that help over 50 nonprofit organizations, and the children they serve, thrive with lasting impact.
To confirm that our grants are meaningful, measured and effective, we ask our Trustees to devote hours of time vetting each application, conducting site visits and meeting with the staff at each beneficiary partner. We also invest in a team of professionals who review quarterly reports to verify that the dollars are going where intended and serving the greatest needs of at-risk and underprivileged children.
We invite everyone in the community to consider supporting the Naples Children & Education Foundation with a donation, in-kind gift or by volunteering. Together, we are transforming our community one child at a time.
Sincerely, Valerie Boyd Chairman of the BoardThe NCH Healthcare System is a monument to the power of community philanthropy.
The first fundraising effort to build a small clinic in Naples began in 1949 with a visionary group of community members seeking to raise $40,000. They ended up raising far more than the initial goal—enough for a “modern” 50-bed hospital which opened on March 6, 1956.
During the decades since, hospital and community leaders continued to look toward the future and brought the latest medical technology to our region… much of it made possible by the contributions and financial support of our community who recognized their donations would help generations to come.
All of us appreciate the contributions the Naples community has made to its home-town hospital throughout the years, and as resources grow tighter, and economic pressures grow heavier, our reliance on the community’s support of quality, top-notch medical care will continue to be paramount to our success.
Today, the NCH Healthcare System continues to grow along with our community as we transform into an Advanced Community Healthcare System™ to bring top doctors to our area, expand our research and clinical trial capabilities, and collaborate with best-in-class colleagues who are like-minded in the exceptional level of health care they offer.
These efforts have helped NCH to be nationally recognized for its exceptional level of care by the Leapfrog Group with an “A” grade, U.S. News & World Report who ranked NCH 15th in the state, and Healthgrades who named us as a “top 100 hospital in the nation.”
NCH Healthcare System truly is here for our community and proudly continues to grow and serve our region - all thanks to that first fundraising effort in 1949, as well as through the continued generosity of our community today. Your healthcare system and your community thank you for your unyielding support of quality healthcare close to home.
Paul Hiltz President & CEO NCH Healthcare System
United Way of Collier and the Keys (UWCK) mobilizes the caring power of community to improve lives in Collier and Monroe Counties. Through our donors, volunteers, and nonprofit partners, we are striving for a future where all individuals who live and work in our communities have the resources and opportunities they require not just to survive but to thrive! Our singular goal is to improve the financial condition of households in the areas we serve.
We have all experienced multiple crises in the last five years: Hurricanes, the COVID pandemic, and now the highest inflation in decades. The economic consequences of these crises only compound the struggles of individuals and families who are living paycheck to paycheck. Our hardworking neighbors often need a hand-up to move from crisis to stability, but stability is just a start.
United Way donors provide us the tools to work with thirtyseven local community-based agencies, community leaders, and state and local governments to offer resources where they are needed most. Through our 211 help line, we connect individuals to direct services like housing, food, and rental assistance. Through our disaster recovery program, we help residents to rebuild their lives over the long-term. Through our Volunteer Income Tax Assistance program, we ensure that community members receive their maximum refunds, and through the Dolly Parton Imagination Library, we ensure that children from birth to five have a new age-appropriate book delivered every month. Additionally, we partner with the United Arab Emirates, NOAA, National Marine Sanctuaries, and others on an innovative coral reef restoration and marine science education initiative in the Florida Keys, where sixty percent of the working population is dependent upon a healthy coral reef for their economic sustainability.
All this work is powered through your contributions and support.
When you give to United Way of Collier and the Keys, you are helping all of us to have a healthier, more sustainable community.
Thank you, Steven L. Sanderson, CFRE CEO, United Way of Collier and the Keys uwcollierkeys.org/give
Making Strides Against Breast Cancer of Southwest Florida Imagination Ball
Lee County Cattle Baron's Ball
PO Box 17127, Tampa, FL 33682
Local: (239) 321-5018 | 24/7/365: 1-800-227-2345 | www.cancer.org
MISSION: The American Cancer Society’s mission is to save lives, celebrate lives, and lead the fight for a world without cancer.
The American Cancer Society is the only organization to integrate research, advocacy, and direct patient support to measurably improve the lives of cancer patients and their families. Your support provides critical funding for cancer research and patient support programs. In fact, the American Cancer Society is the largest nonprofit funder of cancer research in the United States, outside of the federal government, and has invested more than $3.1 billion since 1991, contributing to 3.5 million fewer cancer deaths.
All of us have been touched by cancer in some way and a little more than 1.9 million cancer cases will be diagnosed in the United States this year. Here in Florida, an estimated 152,600 new cancer cases will be diagnosed and more than 47,000 people are expected to die from the disease. But there is hope – and with your support – we are fighting
cancer on all fronts and saving lives through programs such as:
Social determinants affect access to health care. So much of what the American Cancer Society strives to do is to help reduce the disparities and increase equity in the cancer space across the care continuum. This fund will support programs that help advance health equity, including transportation and lodging grants, as well as increased screening efforts for underresourced Lee and Collier County residents.
Our 24/7 cancer helpline provides support for people dealing with cancer. We can connect you with trained cancer information specialists who will answer questions about a cancer diagnosis and provide guidance and a compassionate ear.
The American Cancer Society Road To Recovery program provides transportation to and from treatment for people with cancer who do not have a ride or are unable to drive themselves.
The Cancer Survivors Network provides a safe online connection where cancer patients and caregivers can find others with similar experiences.
Research Grants: $13.4 million*
Transportation: $390k in transportation grants
Lodging: The Richard M. Schulze Family Foundation Hope Lodges in Jacksonville and Tampa have provided 21,000 free nights for 916 guests in 2022
*As of 8/1/22
February 18, 2023
The Ritz-Carlton Golf Resort www.acsbucketlistbash.com
February 25, 2023
JW Marriott Marco Island Beach Resort acsimaginationball.com
Relay For Life of Greater Lee County April 1, 2023 NeoGenomics
www.relayforlife.org/greaterleefl
Relay For Life of Greater Collier County Spring 2023 www.relayforlife.org/greatercolliercountyfl
Making Strides Against Breast Cancer of Southwest Florida October 2023 www.makingstrideswalk.org/SWFL
Lee County Cattle Baron’s Ball October 2023 www.leecattlebarons.com
For more information about how to get involved with the American Cancer Society, please contact Nina Gasparrini, Associate Director of Development, at nina.gasparrini@cancer.org
“ “ Being able to have support in getting to treatment has taken this burden off my shoulders to focus on recovery.
1110 Pine Ridge Road, Suite 200, Naples FL 34108 (239) 649-5000 | www.colliercf.org
MISSION: Working with donors, we inspire ideas, ignite action, and mobilize resources to address community needs in Collier County. Informed giving. Powerful results™
Year established: 1985
Annual revenues (most recent fiscal year): $39.3 million
Total number of employees: 14
AREA(S): Collier County, FL
Contributions from private donors – 93%
The Collier Community Foundation has diligently served donors, nonprofits, and our community for 37 years. Through collaboration and strategic initiatives, they have established their role in the community as the trusted leader in identifying critical needs, educating donors on vital issues, and responding to those needs to make the most impact.
CCF optimizes charitable giving through community knowledge, grant oversight, and personalized service. Powerful results are evident in the record grantmaking awards of $43.1 million* in FY 2022 to nonprofit agencies for community programs and scholarships for secondary education and specialized training in Collier County and beyond. CCF manages over 850 funds, works with hundreds of nonprofits, holds $247.4 million in assets, and has granted over $268 million in its history.
At the Collier Community
Foundation, you have the opportunity to ensure the future of our community for the next generations. Whether you prefer to align your giving with community initiatives or focus on your favorite causes, CCF provides you with the opportunity to choose. Invest in the community you love and support the causes you care about most to benefit your children and grandchildren. Call 239-6495000 to learn more.
Informed giving. Powerful results.™
Educate the community about the upcoming transfer of wealth in Collier County and the importance of endowing funds to support the programs benefiting our local youth, families, seniors and veterans, our environment, and other community needs.
The annual Give Where You
Live Collier event sponsored by the Richard M. Schulze Family Foundation has raised over $35 million for local nonprofits in the past eight years.
CCF receives hundreds of applications from Collier County students for scholarships based on academic merit, community service, and resilience. Volunteer scholarship evaluators contribute online at their own pace. For more information, contact Laura Bidireanu at LBidireanu@ colliercf.org
The Collier Comes Together Fund has granted over $4 million in the past four years for Hurricane Irma, Red Tide, Golden Gate Wildfires, and COVID-19 relief. Donations to the Crisis & Disaster Relief Fund ensure CCF can respond immediately to future events.
2022-2023 BOARD OF TRUSTEES: James F. Morey R. Robert Funderburg
Allyson Richards Brad A. Galbraith Jerry Tostrud William Barker Todd Bradley John M. Costigan Jeffrey Diermeier Elizabeth T. Frank Judy Jorgensen Dolly Bodick Korest Kathleen Ludwig Lynn Martin Vladimir J. Mathieu Thomas Oliveri Giselle Wagner David Watson Myra Williams
“
The Collier Community Foundation is a fantastic resource for donors and professional advisors. CCF uses its resources and the relationships they have built with the nonprofits to match philanthropic people to the need.” –Jim Morey, CCF Board Chair and Managing Member of Bond, Schoneck & King PLLC.
3429 Dr. Martin Luther King Jr. Blvd., Fort Myers, FL 33916 (239) 332-7687 | www.communitycooperative.com
MISSION: Eliminate hunger and homelessness while simultaneously inspiring and supporting sustained positive change in its clients by delivering innovative food, education and social service programs.
Year established: 1984
Annual revenues (most recent fiscal year): $4.8 million
Total number of employees: 26 Volunteers: 2,300
All of Lee County and parts of North Collier County
Fundraising events
Contributions
Community Grants
United Way
Community Cooperative is a grassroots nonprofit that strives to be the leader in alleviating hunger and homelessness in Southwest Florida by addressing key root causes. What began as the Fort Myers Soup Kitchen in 1984 has now evolved into a comprehensive and multi-faceted 501(c) (3) outreach and solution-driven organization serving the most vulnerable in the area. Community Cooperative is the umbrella agency for Meals on Wheels, Community Cafés and Markets, Growing Healthy Kids & Families Program, Mobile Food Pantry Program, and Social and Education Resource Centers. With its main campus in Fort Myers, Community Cooperative also has offices in Cape Coral and Fort Myers Beach. Much of the results driven success of the organization has been found in its holistic approach to not only taking services into the community to meet people
where they are, but also in working to find solutions to help individuals and families in crisis get back on their feet for independent success. Serving 43,000 unduplicated people in 2021, Community Cooperative is not funded by State or Municipality dollars, but relies on community support through financial donations, food drives and volunteerism.
Ending hunger and homelessness in the community by increasing access and awareness of emergency foods, resources, and social and education services while simultaneously inspiring and supporting sustained positive change in the community.
Attend 20th Annual Sam Galloway, Jr. & Friends Soup Kitchen Benefit on March 9,
2023 at Sam Galloway Ford in Fort Myers. This annual event is the organization’s largest and most important fundraiser of the year. Guests are treated to a southernstyle menu all donated from local restaurants and businesses held inside the unique setting of the services garages at Sam Galloway Ford. Over 750 people attended the event in 2022 raising over $1 million dollars to help the mission to end hunger and homelessness.
Deliver for Meals on Wheels to homebound elderly throughout SWFL, prepare and serve hot meals in Sam’s Community Café and Kitchen, distribute emergency groceries at one of the many Mobile Food Pantries, stock and distribute groceries in the Community Market, help grow produce in the Able Garden, special events, and so much more!
President/CEO Custom Packaging & Products
Noelle Branning
Lee County Tax Collector
Joe Catti
Persident/CEO FineMark National Bank & Trust
Ryan Carter Executive VP, Scottlynn Transport Robert Galloway VP & GM, Sam Galloway Ford-Lincoln
Julie Klein
Owner of CRS Technology Consultants
Ty Roland Partner-Aloia, Roland, Lubell & Morgan PLLC
The Conservancy of Southwest Florida is working to protect our water, land, wildlife and future through environmental education, scientific research, government advocacy and wildlife rehabilitation. With your support, we can continue to preserve Southwest Florida’s environment together. www.conservancy.org
1495 Smith Preserve Way, Naples, FL 34102 (239) 262-0304 | www.conservancy.org
MISSION: The Conservancy of Southwest Florida is working to protect environmental education, scientific research, government advocacy and wildlife rehabilitation.
For nearly 60 years, the Conservancy of Southwest Florida has worked to protect our water, land, wildlife, and future. From the freshwater Everglades to the coastal beaches, the herons to our hearts, we are all connected in this magical environment that we live in.
The Conservancy has a long and distinguished history of advocating for solutions that balance the needs of our growing community and the preservation of our natural resources. It is when the public stands alongside trusted environmental advocates who pursue science-based policy, that together we can shape our future to the benefit of all.
We believe the more we can connect people with nature, the more willing they are to protect it, so we host educational events throughout the year. Our free annual Earth
Day festival, the biggest community celebration of the year, includes live animal encounters, Kid Zone activities, electric boat tours, food trucks, nature walks, learning adventures, local exhibitors and more.
Magic Under the Mangroves is one of the area’s top fundraising events that has raised $17 million for Conservancy programs in 18 years. Attendees at the often-sold-out event held every year in March enjoy a reception, silent auction, dinner, and live auction held inside a multiple-tented structure at the Nature Center. The annual RedSnook Catch and Release Charity Fishing Tournament has been held for 15 years and has raised more than $1.6 million to benefit the Conservancy’s commitment to water quality protection, as well as preservation and enhancement of local fisheries.
A variety of fun and meaningful volunteer opportunities are available for those with outstanding people skills and a love for nature. Share your time, talent, and abilities by interacting with diverse people, learning new skills, and enhancing and sharing your knowledge about the environmental issues facing Southwest Florida.
After being closed for two years, a $5 million expansion and renovation of the Susan and William Dalton Discovery Center opened in late 2021. The new John & Carol Walter Discovery Wing features an Invasive Species Gallery and digital Climate Change Gallery with advanced hands-on exhibits. A stateof-the-art mobile classroom dedicated to science learning was developed to expand environmental education to Title I schools and underserved communities.
Year established: 1964
Collier, Charlotte, Lee, Hendry and Glades counties
Magic Under the Mangroves annual fundraiser
““Help us protect our water, land and wildlife, and in so doing, protect our future and our community. Together we can help ensure we balance a growing community with the need to protect an environment that sustains our quality of life.” -Rob Moher, president and CEO of the Conservancy of Southwest Florida
999 Vanderbilt Beach Rd, Naples, FL www.53.com
At Fifth Third Bank, we pride ourselves on our community involvement. We have a 163-year history of helping others and being a source of value and trust for our customers, communities, employees and shareholders—and we will never stop doing what’s right for those we serve.
Fifth Third exceeded a five-year Community Commitment it made in 2016. Fifth Third has delivered $41.6 billion in lending and investments, 130% of the $32 billion target* it announced with the National Community Reinvestment Coalition, together with more than 145 community signatories
throughout its footprint. The $32 billion pledge included mortgage lending, small business lending, and community development loans and investments.
Locally, we have been supporting the Naples community since 1991. Our employees have contributed numerous volunteer hours and serve on many local boards in the community. In 2022, our employees have served 2,672 of those hours in South Florida.
Fifth Third also has several educational programs we deliver to the community.
We understand that lives are improved when people have the knowledge and tools to make wise
financial decisions. Fifth Third’s L.I.F.E. “Lives Improved Through Financial Empowerment®” programs deliver financial education to people at all ages and stages of life. We also support Young Bankers Club, Empower U® is a Fifth Third Bank L.I.F.E. program for adults, Finance Academy and our Financial Empowerment Mobile (eBus), which takes services directly to communities with full internet connectivity.
Thank to our community partners, customers, and employees for continuing to improve the communities we serve.
Year established: 1991
Total number of employees: 550 (South Florida)
The entire state of Florida
Jim Weiss Regional President
Richard Stein Mayela Rosales
Lisa Scott-Founds Dr. Alfonso Eduardo Susan T. Danis Christine Stobaugh Tony Lee, III
Rocky Patel Dr. Germaine Smith-Baugh
to $32 billion in
15080 Livingston Road, Naples, FL 34109 (239) 514-0084 | www.Cmon.org
MISSION: To provide an exciting, inspiring environment where children and their families play, learn, and dream together.
established: 2002
Annual revenues (most recent fiscal year): $2,575,000
Total number of employees:
Southwest Florida
David R. Clare and Margaret C. Clare Foundation
Collier County Convention & Visitors Bureau, Tourism Development Council
Florida Division of Cultural Affairs Private Donors
Since 2012, the Golisano Children’s Museum of Naples has welcomed more than 1.3 million people from Southwest Florida and around the world to play, learn, and dream. With more than 30,000 square feet of hands-on exhibits, CMON provides a space for safe and innovative educational opportunities that spark a passion for lifelong learning.
CMON is focused on growth and inclusivity, ensuring the museum is open to all kids in the community. New this year, CMON has adopted a deeply discounted admission for anyone who is an EBT/ SNAP/WIC member. There are also currently discounted admissions for Military, First Responders, and Teachers. CMON continues to hold special monthly events for families who have children with physical and/
or neurological differences as well as a private evening for children experiencing homelessness, who are in the foster care system, or have experienced trauma. Community partnerships bolster these programs, allowing for broader support and resources to be shared regarding these initiatives.
Be a part of making CMON’s vision a reality by supporting our fundraising events or exhibits this season. Events like these help CMON create unique educational experiences and expand access to underserved communities.
Your support, whether through a sponsorship, a ticket, or a donation at the event supports our mission and helps to make CMON available for all families in our community.
Backyard Bash, Postponed until Spring 2023 Winter Wonderland, November 19 – January 2
Namaste India, January 21 through May 14 Night at the Museum: Saturday Night Fever, January 28
There are many reasons why CMON matters to Southwest Florida families. We help children, parents, grandparents and friends create memories that will last a lifetime while sparking creativity, encouraging problem-solving and driving curiosity. CMON’s play-based learning provides more than just educational building blocks. It builds the capacity for a lifetime of success.
Dan Perry Vice Chair
Tony Garvy Secretary
Philips Treasurer
Askar
Corbin
April Garrett
Gerry Rob Lancaster
Cee Marinelli
EMERITUS
Allyson Loos
Lutgert
Stayer
“Every family should have the opportunity to explore all that CMON has to offer. In the last year, we’ve in creased the number of free and discounted admissions dramatically. But we need the community’s help to continue. Jonathan Foerster
here to support you throughout the journey — so you can enjoy more moments with the people you love. As your local, not-for-profit healthcare provider, we’ve been caring for people in Southwest Florida for more than four decades. Help is available 24 hours a day, 7 days a week, so please call us today to get help sooner.
9470 HealthPark Circle, Fort Myers, FL 33907 (239) 482-4673
MoreHope.org
MISSION: To improve the quality of life for every person experiencing serious illness by providing exceptional, comforting care and choices that give hope and meaning to every moment.
Year established: 1979
Annual revenues (most recent fiscal year): $145M
Total number of employees: Approx. 1,000
Lee, Hendry, Glades, Collier and Charlotte counties
Community Donations
Medical Insurance
Hope Healthcare provides comprehensive, coordinated care designed for people facing the challenges of aging, illness, or grief. In 1979, Hope began offering volunteer-based hospice services in Lee County. In the following decades, their mission expanded to include additional counties throughout Southwest Florida as well as many other innovative programs and supportive community services.
Many of Hope’s programs enable adults to live comfortably through their later years and into their final chapter of life. They also give hope to children coping with complex medical issues, serious illness, and grief. Isolated seniors can look forward to warm meals delivered to their homes, caregivers who deliver medicine and monitor their health, or aides who provide housekeeping.
During serious illness,
participants receive help navigating the complexities of treatment. Hope connects families with useful resources and provides comprehensive education for caregivers. Detailed care plans are customized to meet each person’s needs and may include services such as medical care, therapies, personal care, as well as spiritual and emotional support.
By staying within Hope’s continuum of care, people of all ages can receive uninterrupted services, while avoiding unnecessary hospitalizations or emergency room visits. Families receive help with the practical challenges that may result from serious illness. Hope’s unique model of care has garnered the attention and awards from health care agencies, policy makers, and associations around the country.
The generosity of the local community allows Hope
Healthcare to expand these essential programs. With the financial support of its donors, the not-for-profit organization is closing the gap between the level of care covered by insurance and the exceptional, comprehensive care that each person deserves. As the population grows, Hope Healthcare is touching more lives than ever before, offering a safety net for some of the most frail and vulnerable residents of Southwest Florida.
Today, Hope serves more than 3,000 people and their families every day through programs like Hope Hospice, Hope Palliative Care, Hope Parkinson Program, Hope PACE, Hope Kids Care, and Hope Healing Hearts. To learn more about the comforting, compassionate care they provide, visit HopeHCS.org or call 239.482.4673. To make a charitable donation in support of their vital mission, visit MoreHope.org.
“
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If you’re living with the challenges of aging, serious illness, or grief, Hope can help. Caring and compassionate team members are ready to support you now and throughout your journey.
2590 Goodlette Frank Rd. N., Naples, FL 34103 (239) 514-2239 | www.napleswinefestival.com
MISSION: Supporting effective, disciplined charitable programs that significantly improve the physical, emotional and educational lives of underprivileged and at-risk children in Collier County
Year established: 2000
Total number of employees: 15
GEOGRAPHIC SERVICE
AREA: Collier County
TOP FUNDING SOURCES:
85% from individuals and events
14% from corporations
8% from grants
Naples Children & Education Foundation (NCEF) is the largest single source of funding for children’s services in Collier County. Since the County provides no direct tax support for children’s services, NCEF fills a critical void by providing essential funding to nonprofit organizations that help at-risk and underprivileged children. Funds raised by NCEF through the Naples Winter Wine Festival, and from local businesses, organizations and philanthropic individuals, help to support over 50 of Collier County’s most effective, disciplined and nonduplicative charities serving over 35,000 children annually.
At NCEF, we define ourselves as investors who are interested in attaining the highest possible levels of
human benefit for the grant dollars we have available. In doing so, we consider the cost in relation to the benefit, looking at projects that increase collaboration, quality and opportunities for our beneficiaries to grow and expand their impact. By uniting groups into coalitions, NCEF encourages collaboration toward a common goal that improves child well-being in our community. NCEF commissions a “Study of Child Well Being” every five years to measure how its grant investments are making a profound difference in the lives of underserved children in our community.
A variety of partnership, sponsorship and volunteer opportunities are available to local and regional businesses wishing to support NCEF’s mission.
The Naples Winter Wine Festival engages with many luxury brands and financial institutions that provide cash sponsorships, in-kind donations and one-of-akind experiences for the live auction. NCEF also encourages local businesses and organizations to donate staycations, spa packages, dining experiences, fine wine and sports tickets for its online auction held in the weeks surrounding the Festival. Additionally, NCEF’s Friends of the Foundation program invites local businesses and organizations to participate in events such as “Meet the Kids Day,” the Grant Awards Ceremony and the Annual Summit, while enjoying some name and logo recognition during the Festival.
To learn how investing with NCEF benefits so many organizations and children in our community, contact Tracy Connelly at tracy@ napleswinefestival.com or 239-333-3425.
Valerie Boyd Chairman Rick Germain Vice Chair
Dale Medford Treasurer Paul Hills
Immediate Past Chair Bill Beynon
Debbi Cary Brian Cobb
Robert Heidt, Jr. David Hoffmann Rick Kash Harry Rose
Julia Van Domelen
“Over the past 11 years, I have been honored to build a relationship and collaborate with NCEF. Through our work together, we have made great progress in strengthening our commitment to make a difference in the lives of under privileged and at-risk children in Collier County and provide funding that enables impactful change. Barry Schneirov, Vice President, Private Wealth Man agement, Goldman Sachs
Street N.,
MISSION: Helping everyone live a longer,
and
At NCH Healthcare System, our mission is to provide a caliber of care that reflects our community; one that serves every patient close to home and ensures no one has to leave to receive high-quality care. Through this commitment, we are embarking on one of the largest and most significant undertakings since opening our doors in 1956: reinventing NCH as a world-class, Advanced Community Healthcare System™.
Our bold, new vision requires community support in the following areas:
Elevating our services through two centers of excellence:
• Heart, Vascular & Stroke Institute
• Orthopedics
Enhancing patient experience through innovation and clinical excellence:
• Center for Transformational Medicine
• Judith and Marvin Herb Family Simulation Center
• Clinical research
Year established:
number of
AREA(S):
County and
Approx.
TOP FUNDING SOURCES:
Giving
Philanthropy:
Expanding access, navigation, and quality for all:
• Recruit and retain top talent
• Strategic community partnerships
• Advanced technology
• Outright and multi-year gifts from our community benefit essential programs, such as cardiology, pediatrics, and emergency care
• Planned giving allows you to combine your personal financial objectives with your charitable goals
• Advancements in education and clinical research are made possible through our Endowed Chair model, NCH Research Institute, and variety of residency and fellowship programs
• Named gifts can honor and recognize loved ones and perpetuate the name of an individual, family, business, or organization for years to come
• Medical Diplomats Council members provide crucial annual funding for services, programs and technologies that ensure the best possible care for every patient
To learn more about how you can support a program meaningful to you, please call 239-624-2000.
Volunteers are a vital part of delivering on our mission and serve in meaningful ways throughout the health system. To learn more about opportunities to serve, please visit www.nchmd.org/volunteer or call 239-624-3415 (Baker Downtown Hospital) and 239-624-5706 (North Naples Hospital).
The Guardian Angel Program provides patients and their families with a meaningful way to say “thank you” and express appreciation for exceptional care and service. Your charitable gift will honor a physician, nurse, volunteer, or other caregiver who has touched your life in a special way. To show appreciation, please visit nchmd.org/donate
“The history of the Naples Community Hospital, from its first halting begin nings to today’s modern 52-bed reality, furnishes an unusual example of what can be accomplished by a community which recognizes a need, and then works with time, energy—and money—to fill that need.–March 2, 1956, Collier County News, Hospital Dedication Issue.
(239) 206-1685 | www.EvergladesFoundation.org,
MISSION: The Everglades Foundation works to restore and protect America’s Everglades through science, advocacy and education.
Year established:
Annual revenues (most recent fiscal year
: $12.5
Total number of
state
Since 1993, The Everglades Foundation has been the leading champion for restoring and protecting America’s Everglades through science, advocacy, and education. Site of the world’s largest ecosystem restoration project, the Everglades provides drinking water for millions of people, habitat for 2,000 species of flora and fauna, and freshwater for Florida’s tourism, fishing, and real estate industries. But the Everglades is suffering from a lack of clean freshwater resulting from decades of human interference.
Everglades restoration is a partnership between the federal and state governments to restore the southerly flow of clean freshwater. The Foundation works to secure the funding needed to modernize South Florida’s outdated water infrastructure, restore the flow of clean water south
to the Everglades and Florida Bay, and reduce discharges of toxic algae and other pollutants to coastal estuaries.
Everglades restoration also will help mitigate the effects of climate change by amplifying carbon sequestration, protecting drinking water, providing storm surge resilience, and aiding species and habitats in adapting to climate change.
There are many ways to get involved with the Foundation. Subscribe to our newsletter to stay current on Everglades restoration efforts, progress and upcoming events at www.evergladesfoundation. org. Follow us on social media for Everglades restoration and protection news in real time. Learn how to explore the Everglades as a family through the Families ForEverglades
virtual family night series at www.evergladesliteracy. org/families-foreverglades. Join our Young Everglades Patrons affinity group at www.evergladesfoundation. org/yep or learn about individual, foundation and corporate support opportunities at ndvorchak@ EvergladesFoundation.org.
Our 10th annual ForEverglades Naples event will celebrate 30 years of working to restore and protect America’s Everglades. Guests will enjoy cocktails and live music on the lawn followed by a gourmet dinner, program, and live auction in Arthrex’s new ballroom. Our Young Everglades Patrons will host several social events and outdoor excursions throughout the year, and the Foundation will host a large celebration at FGCU on March 22, for World Water Day.
“The soul of our Sunshine State is in the health and vibrancy of the Ever glades. It is truly Florida’s greatest gift. The Ever glades Foundation’s work to preserve this precious jewel is critical.
–Valerie Boyd Gargiulo, Naples resident and past SFWMD Board Member
carries a different meaning for many people. For Immokalee, a small rural town 45 miles east of downtown Naples, it is woven into the fabric of the community and its culture. I can recall growing up in Immokalee feeling cared for and included in the community no matter who I was with, where I was, or what I was doing. This feeling still exists today not just for me, but for the thousands of proud families that call Immokalee “My Home.”
At The Immokalee Foundation, we carry on the essence of what makes Immokalee so special by creating an impact in the lives of children that continues for generations. For 31 years, our family of staff, mentors, educators, donors, and volunteers has transformed over 13,000 lives through our education, career readiness, and professional development programs.
It makes me proud to see parents who were once students of The Immokalee Foundation enroll their own children so that they too can experience the same transformations. This truly creates an impact forever changing the course of family generations, and an entire community.
I want to personally invite you to make an investment through The Immokalee Foundation’s Family Society to help our students - from elementary to postsecondary education, beat the odds by growing up to be financially independent adults with meaningful careers.
This new initiative helps make giving easier than ever. With low monthly amounts starting at just $25, your investment will generate an impact that goes beyond a lifetime. Will you join our family?
Gratefully, Noemi Y. Perez President and CEO, The Immokalee FoundationFamily
with a generational
visit
2375 Tamiami Trail N., #308, Naples, FL 34103 (239) 430-9122 | www.immokaleefoundation.org
MISSION: Building pathways to success for the children of Immokalee
For more than 30 years, The Immokalee Foundation has been preparing the next generation of leaders through a 100% focus on education, career readiness, and professional development for students in Immokalee— from kindergarten to postsecondary education.
Since opening its doors, The Immokalee Foundation has empowered more than 13,000 students through innovative, hands-on educational programs.
Despite Immokalee being an underserved, migrant community just 45 miles east of downtown Naples, Foundation students continue to display resilience and beat the odds by growing up to be financially independent adults with meaningful careers.
A growing favorite of Southwest Florida’s business community, The Immokalee Foundation’s award-winning program, Career Pathways, is forging new pathways to success
for Immokalee’s youth. The robust curriculum prepares middle and high school students for well-paying, in-demand professional careers in four distinct professional pathways: Business Management & Entrepreneurship, Education & Human Services, Engineering & Construction Management and Healthcare.
The program’s impact is felt in every corner of the community. For example, over 50 Foundation students participated in internships in various industries throughout Collier and Lee County this past summer.
The Immokalee Foundation’s success is undeniable: 100 percent of Foundation students have graduated from high school, 100 percent have a postsecondary plan to pursue a professional career, and 92 percent graduate with a postsecondary certificate or degree, with the majority of them receiving a four-year bachelor’s degree.
And most important, 100 percent have the potential to help build upon the success of your business or organization, and contribute to the overall business economy in Southwest Florida.
The 2022 Charity Classic: Sueños, The Dream Gala, will take place at The RitzCarlton Beach Resort on November 11th, 2022. More at ImmokaleeFounation. org/gala. Our popular Charity Classic Golf Pro-Am will take place in March, 2023. Visit ImmokaleeFounation. org/Proam for updates. Plus, the 2nd Annual CEO Summit—a vibrant think tank uniting high-profile leaders from Southwest Florida with Foundation students—will take place on April 23, 2023. Visit ImmokaleeFoundation. org/CEOSummit for details. Join The Family Society monthly giving program and make an impact that lasts generations. Visit ImmokaleeFounation.org/ familysociety
Each year, over 100 dedicated members of the community volunteer 30 minutes a week—virtually or in person—to mentor one of The Immokalee Foundation’s highly motivated high school students. Please get in touch with Yeimi.Espinoza@ immokaleefoundation.org for more information.
Year established: 1991
Annual revenues (most recent year): $6,857,980.71
Total number of employees: 32
GEOGRAPHIC SERVICE AREA(S):
Immokalee, FL
TOP FUNDING SOURCES:
Ray Foundation
Wasie Foundation
Naples Children and Education Foundation
Collier Community Foundation
Alison K. Douglas Secretary Drew Yurko Treasurer
Several years ago, I was introduced to The Immokalee Foundation and instantly became a raving fan. Few local programs do more to mold and prep students for success.
Brian Rist, past executive chairman and founder of Storm Smart Industries.
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Way of
9015 Strada Stell Court, Suite 204, Naples, FL 34109 (239) 261-7112 | www.uwcollierkeys.org
MISSION: To improve lives by mobilizing the caring power of community to advance the common good.
Year established: 1957
Total number of employees: 16
AREA(S): Collier and Monroe Counties
Individual Donors
Publix Associates
Volunteer Florida
Hunger and Homeless Coalition of Collier County
In 2020 United Way of Collier County and United Way of the Florida Keys merged to become United Way of Collier and the Keys (UWCK). As two coastal communities whose economies center around tourism, our populations contend with many of the same human service issues.
Another factor links us together as well; we are both vulnerable to natural disasters. In fact, it was the aftermath of Hurricane Irma – both long-term recovery and future hurricane mitigation – that helped to bring us together. In the recent days before Hurricane Ian devastated parts of our communities, we were still working with partners to improve homes that had been
damaged in Hurricane Irma –a full five years later.
Our United Way has a singular goal: to improve the financial condition of households in Collier County and the Florida Keys. When crises hit, they affect us all, but the effects are amplified for those who are already barely getting by. Many of those who are struggling are the paycheck-to-paycheck workers that are critical to the quality of life that we all enjoy. Our vision is that all individuals who live and work in Collier County and the Florida Keys have the resources and opportunities they require—not just to survive—but to thrive.
Donors provide the resources for UWCK to work with thirtyseven partner agencies to support our goal. Additionally, donors support direct services such as the 2-1-1 helpline, individual disaster case management, income tax preparation assistance, homelessness prevention, FEMA application assistance, insurance deductible assistance, and more.
UWCK welcomes donations from individuals, families, and private foundations. We also have a robust workplace campaign program and are launching a neighborhood relations program. We would love to partner with you to help our communities thrive!
Publix Supermarkets Charities Fifth Third Bank St. Bernard Project
Our vision is that all individuals who live and work in Collier County and the Florida Keys have the resources and opportunities they re quire—not just to survive—but to thrive.
Nancy Limb Treasurer Marshall Bender Peter Berry
Thaddeus Cohen
Michael Dalby Ross Dickmann William Doxey David Gordley
Jane Knoble-Manalich
Todd Lyon Joe Paul Carlos Rodriguez John Slavik Greg Smith
Sam Steele Richard Tamborrino Jessica Tressler
Tina Wheeler
Karen Woodbridge Trich Worthington
Alliance for Period Supplies of SWFL P.O. Box 413005-65, Naples, FL 34104-3005 (239) 877-2528 | www.apsofswfl.org
MISSION: Our mission is to provide free, monthly period products to financially challenged women & girls so they may participate fully in daily life.
Year established:
Annual revenues (most recent fiscal year): $200,000
Total number of employees:
Collier and Lee Counties
Grants: 59%
Individual Contributions: 34%
Board Contributions: 6%
Period Poverty is the lack of access to menstrual products because of financial constraints. It affects 2 out of 5 menstruating individuals throughout the United States. Period products are considered luxury items and therefore state and federal safety-net programs cannot be used to purchase period products. This includes food stamps.
Period poverty causes physical, mental, and emotional challenges. It leads to using substitutes like rags and socks or stretching product usage and causing infection. According to the International Federation of Gynecology and Obstetrics, when girls miss school because of their periods it puts them 145 days behind their male counterparts which bolsters feelings of inferiority and the perception that they are lower status than boys.
Women working hourly jobs lose their source of income and the ability to put food on
the table. No one should have to choose between food or menstrual products.
The Alliance for Period Supplies of SWFL was founded in 2019. It is the only agency in Collier and Lee counties consistently providing period products to over 5,000 at-risk women and girls every month. This consistency empowers lowincome women and girls. We are an all-volunteer, working Board of Directors. We have provided over 3 million period products to those in need.
We purchase product from a national distributer at a significant discount. Product is drop-shipped to 31 nonprofit agencies who distribute the free products at mobile and stationary food pantries, shelters, learning centers, churches, and Lee and Collier public schools.
• Educate our community about this solvable problem • Expand our outreach in
southwest Florida
• Advocate for free period products in schools and all public bathrooms
• End Period Poverty in southwest Florida
Period Poverty Awareness Week:
May 21 – May 28, 2023
Back to Schools Events August 2023
We welcome monetary donations.
Sponsor a product drive
Invite us to speak to your friends, church group, game group or community
The pandemic has exacerbated menstrual equity and made it more difficult for students around the country to access period products.
Returning to school did not solve the challenges students face.
Dusty Beaubien President Mary Beth Jones Vice President
Susan Harris Secretary
Liz Winebrenner Treasurer Marilyn Barrter Development Tori Crummack Director Maryanne Dignan Director
Patti Hepburn Director Gail Kendrus Director Jean Ann Lynch Ex Officio Susan Mainwaring Director
Viens-Payne Public Outreach
“ “
A PERIOD should end a sentence not a girl’s edu cation or a woman’s ability to put food on the table.
MISSION: The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors.
Year established: 1917
FY22 Donations: $1,770,279
Total number of employees: 6
Total number of volunteers: 341
AREA(S): Collier, Glades, Hendry, Highlands, and Lee counties
FORT MYERS OFFICE: (239) 278-3401
NAPLES OFFICE: (239) 596-6868
Volunteers, who make up 90% of the Red Cross workforce, touch lives every day across their communities. They are as diverse as the people receiving their services. Volunteers make it possible to respond to more than 60,000 disasters across the country every year by utilizing their unique backgrounds, skills, and talents. Visit redcross.org/ volunteer to learn about volunteer opportunities.
Generous financial donations ensure that Red Cross teams can continue to deliver urgent humanitarian services to those who need them most. To learn more about how you can support their work, visit redcross.org/donate
The Red Cross helps people affected by disasters large and small—from home fires to hurricanes—by providing
food, shelter, essential relief supplies, health and mental health services, care, and comfort.
The Red Cross empowers individuals with emergency preparedness skills. In classrooms, community centers, and at local organizations, residents learn to Be Red Cross Ready for emergencies by taking simple steps. The Red Cross also offers free digital resources to bring readiness tools and tips to mobile devices. To download, search “Red Cross” wherever you get your apps.
At every stage of service, the Red Cross supports activeduty military members, veterans, and their families dealing with the challenges of military life. They facilitate emergency communications between service members and their loved ones, they connect families and veterans
with resources in response to crises, they offer resiliency training to families, and they supply recreational and therapeutic support in military and VA health care facilities. For assistance, download the FREE Hero Care app or call 1-877-272-7337.
The Red Cross teaches vital lifesaving skills, including CPR/AED, first aid, babysitting, water safety and pet first aid through in-person classes and mobile apps.
The American Red Cross is part of the world’s largest humanitarian network. Through their International Services program, they help connect loved ones separated by armed conflict and natural disasters, they coordinate fundraising for measles vaccines and other global crises, they educate youth about International Humanitarian Law and more.
Dr. Jim Mahon, Board Chair; Executive Vice President, NCH Healthcare System
Steven Adamczyk, Past Board Chair; Attorney, Varnum, LLP
Andrew Brace, Board Vice-Chair; Vice President, Senior Relationship Strategist, PNC Private Bank Hawthorn
Molly Ferrante, Board Secretary; Partner, The Ferrante Group
Maura Delehanty, CEO, Maura Delehanty Leadership
Dr. Shawn Felton, Interim Dean of the Marieb College of Health & Human Services, Florida Gulf Coast University
Kathy Mabe, Retired, President, Allstate Distribution
Jane Manning, Vice President, Human Resources, Herc Rentals, Inc.
Ronald Nordmann, Retired Partner, Deerfield Management
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“ We could not be prouder to serve our neighbors when they need it most. To our volunteers, partners and donors who enable us to keep helping, we say: THANK YOU!
Dr. Jim Mahon, Board ChairDaniel Cima, American Red Cross
6075 Bathey Lane (Main Campus) | (239) 455-8500
MISSION: To provide life-saving and life-changing
available
For more than 50 years, not-for-profit David Lawrence Centers for Behavioral Health (DLC) has provided compassionate, advanced, and exceptional mental health, substance use, and integrated healthcare solutions, available for children, adolescents, and adults. DLC’s innovative treatment includes inpatient, outpatient, residential, and community-based services. Each year, DLC serves 9,000 people through over 314,000 treatment sessions.
DLC has many opportunities for individuals and organizations to get involved with its mission.
DLC Advocates are in partnership with DLC and participate in several social events throughout the year. Membership is open to anyone passionate about creating lifechanging wellness. Visit DLCAdvocates.org.
GIVER Participants in DLC’s Mindful Giving program make a monthly commitment to
support DLC’s mission. Visit DLCMindfulGiving.org.
DLC’s Community Mental Health Partner program is a strategic collaboration between DLC and business leaders to prioritize mental health in the community.
Contact Emily BuddSchepperly, Director of Development, at 239-3043505 or email emilyb@ dlcenters.org.
DLC’s Mind Your Mind initiative provides free content and resources for enhanced mindfulness and wellbeing, along with opportunities to support community mental health. Visit DLCMindYourMind.org.
Reduce or eliminate barriers so that anyone in the community, regardless of ability to pay, can access life-saving and life-changing behavioral health care treatment services.
DLC’s Artful Healing is
November 15, 2022, from 5:30 p.m. to 7:30 p.m. at The Studio at Collective Naples. Browse artwork created by DLC clients while enjoying hors d’oeuvres, a silent auction, and entertainment. The DLC Sound Minds Celebration Reception is March 23, 2023, from 5 p.m. to 7 p.m. at the Ritz Carlton Golf Resort, Naples. Take a step back in time to view DLC’s 55-year history and hear from a keynote speaker who will share their story and experience with behavioral health. Visit DLCSoundMinds. org. DLC’s Community Mental Health Day is in May 2023 (date and location TBD). Join DLC and its community partners to raise awareness around mental health challenges. Visit DLCenters.org/Events to view all upcoming DLC events
DLC seeks volunteers to assist at events, or to become DLC Advocates. For more information, email DonorCare@DLCenters.org.
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DLC is committed to individ ual, family, and community wellness. We believe there’s no health without mental health and are here to help save and change lives that are impacted by behavioral health challenges.
5100 Tice Street, Fort Myers, FL 33905 (239) 995-2106 | www.goodwillswfl.org
MISSION: Committed to serving people with disabilities and disadvantages by offering life-changing opportu nities to achieve independence.
Year established: 1966
Annual revenues (most recent fiscal year): $48,626,801
Total number of employees: 950+
Lee, Collier, Charlotte, Glades and Hendry Counties
Goodwill Retail Stores
Lee County Economic Office
United Way of Lee, Henry, Glades
American Rescue Plan Act (ARPA)
Richard M. Schulze Foundation
Cape Coral CDBG (Community Development Block Grant)
A hand up, not a hand out. A chance, not charity. This is the cornerstone of the Goodwill philosophy. Goodwill strives to strengthen communities through education, training and employment, so everyone who wants to work has opportunity. Even in today’s market, there are still those who lack the ability to find work. Goodwill’s services are centered on overcoming barriers to employment and independence because with work, comes a paycheck, a sense of purpose, and pride in work well done.
As a local non-profit, Goodwill SWFL is focused on building better futures. When people think of Goodwill, they think of our thrift stores. We know everyone loves a great deal, but our stores are revenue generators helping fund free programs and services to help people in our local communities. Ninety cents of every dollar supports
mission services. They also provide employment for nearly 1,000 people, making Goodwill SWFL one of the largest employers in our area.
Our four areas of service include: Disability Services, Employment Services, Small Business Development, and Accessible Housing. When people take a tour of our main headquarters, the Opportunity Center, we always hear, “I had no idea that Goodwill did that.” Find out more. We offer group and private tours as requested.
To be recognized as a leader in workforce development and services for people with disadvantages and disabilities. We continually strive to meet people where they are and provide programs and services to help individuals reach their full potential.
Charity fundraisers include: the Goodwill Golf Classic, Patrons Golf Tourney and Festival of Trees. Four ways to support Goodwill: Donate stuff, Shop, Give a monetary gift, and collaborate.
Goodwill provides courtordered community service opportunities, service learning/volunteer hours for students, and corporate/ group service projects. We have exciting volunteer options for everyone.
Goodwill is a nonpartisan nonprofit. We advocate for public policies that provide for job training, employment placement services, and other community based programs that focus on upskilling individuals for today’s workforce. https:// advocate.goodwill.org/ goodwill/
City of Fort Myers (CDBG)
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Be dissatisfied with your work until every person with a disability or disad vantage has an oppor tunity to develop to his fullest potential and enjoy a maximum of abundant living. –GW Founder
Circle,
Every child has big dreams. It might be owning a business, going to medical school or becoming an entrepreneur.
So what holds them back?
Opportunity. Talent is everywhere, but opportunity is not universal.
Education, however, has proven to be the great equalizer. A first-rate education can – and does – create endless opportunities.
Guadalupe Center is making dreams come true by providing a high-quality education to students in Immokalee. For generations, families in the rural community had limited access to early learning opportunities. As a result, children started kindergarten not knowing how to read or write, falling behind their peers from day one.
Guadalupe Center changed all that.
Today, the nonprofit serves more than 1,750 students annually through three
• Early Childhood Education: Nationally accredited early learning program in which 95% of students meet or exceed kindergarten readiness standards.
• After-school Tutoring & Summer Enrichment: Out-ofschool-time programs in which 100% of students demonstrate significant learning gains in reading and math.
• Tutor Corps: Collegepreparatory program in which 100% of graduates are accepted into colleges and universities, and 94% earn a degree.
Guadalupe Center strives to foster personal and academic success, which leads to economic independence. Highquality educational programs empower independent thinkers and lifelong learners who positively influence their diverse communities, ultimately becoming the leaders of tomorrow.
Guadalupe Center’s signature fundraising gala is among Southwest Florida’s top annual charitable events. Patrons join sponsors, businesses and philanthropic organizations in a celebration of academic achievement and a belief that education can make anything possible. The 2023 gala will be held Jan. 19 at The Ritz-Carlton Golf Resort in Naples.
Passionate individuals support Guadalupe Center by serving as mentors to high school students, academic tutors, classroom assistants, career day presenters, committee members and more.
Additionally, volunteer opportunities at Guadalupe Resale Shop include associates who can price items, create displays, assist customers, ring up purchases and process donations on the receiving dock.
“Successful people share some common character istics – talent, innovation, ambition and determina tion, to name a few. But no one reaches their goals alone. Everyone needs a little help along the way.
–Dawn Montecalvo, President & CEO
Performance Center: 755 8th Avenue, South Naples, FL 34102 (239) 261-PLAY | www.gulfshoreplayhouse.org
MISSION: Gulfshore Playhouse creates theatre of the highest caliber because we believe that diverse theatre experiences brought to life by professionals can transform lives.
Year established: 2004
Annual revenues (most recent fiscal year): $5,200,000
Total number of employees: 40
Gulfshore Playhouse is creating transformative theatrical experiences through its professional mainstage season and educational programming for over 30,000 residents and visitors every year. Since its founding in 2004, Gulfshore Playhouse has established itself as a preeminent, nationallyrecognized regional theatre in Southwest Florida. In the coming years, Gulfshore Playhouse will enter its exciting next stage as it moves into the Baker Theatre and Education Center, a state-of-the-art facility currently in construction on the corner of 1st Avenue S and Goodlette-Frank Rd.
Gulfshore Playhouse is passionately committed to enriching the cultural
landscape of our region by producing professional theatre to the highest artistic standards and providing unique educational opportunities to diverse groups of people in a spirit of service, adventure, and excitement. Our work is inspired by a belief in the magic of theatre to expand the imagination, challenge the senses, provoke discussion, and revitalize in our audience an understanding of our common humanity. This belief drives the care with which we treat our artists, audiences, students, staff, and members of the greater community.
In 2022, Gulfshore Playhouse became a member of the
League of Resident Theatres (LORT) and has grown to an annual budget of $6. 9M, employing over 40 team members. Each year, Gulfshore Playhouse employs dozens of actors, stage managers, designers, and directors from the nation’s leading theatrical unions including Actors’ Equity Association (AEA), United Scenic Artists (USA), and the Society of Stage Directors and Choreographers (SDC). Driven by a commitment to artistic excellence and supported by a passionate Board of Directors, staff, donors, and audience members, Gulfshore Playhouse continues to grow every year.
In 2016, local philanthropists Patty and Jay Baker pledged a generous $10 million gift to ignite the Next Stage Campaign. Since then, the Bakers have been joined by a legion of generous donors who have jointly raised nearly 90% of the total funds required for the $66M project. Construction on the 45,000 square foot Baker Theatre and Education Center is underway with a projected opening in early 2024.
Season Angels
Jane and Steve Akin
Patty and Jay Baker
Jane and Dave Wilson
Erika and Peter Aron, Christine and Terrance Flynn, Nancy and Tom Gallagher, James and Brigitte Marino, Sandi and Tom Moran, Susan Regenstein and Barry Frank, John and Carol Walter
Lee and Penny Anderson, Bobbi and David Drobis, Robert and Victoria Fesmire, Val erie and Nizar Ghoussaini, Tim Habbershon and Allison Murray, Mitchell Hertz and Anne Carlucci, David and Jerri Hoffmann, Liz and Jim Jessee, George and Patricia Kraus, Pamela and Bob Krupka, Gerry and Jody Lippes, Dan and Kathy Mezzalingua, Kristin and John Miller, Thelma and Bud Negley, Hugh and Eliza Nevin, F.E. and Jack Nortman, Christine Paddock, Guy and Sherri Paparella, Gail Kern Paster, Anthony and Beverly Petullo, Pam and Fred Sasser, Glenda and Rich Struthers, Peter and Janet Swinburn, The Vincent Von Zwehl
Memorial Fund
Dentons Cohen and Grigsby
When I first founded Gulfshore Playhouse, I dreamed of two things: 1) Winning the Tony Award® for Best Regional Theater and 2) Becoming a member of The League of Resident Theatres (LORT). Half of that dream has officially come true! By joining LORT, we are putting Naples on the map for professional theater. With the opening of our new theatre we will be joining the pantheon of theatrical giants who have shaped the landscape of American theatre for the last century, and it is a sign of all the good things to come. I am thrilled that Gulfshore Playhouse, and the new Baker Theatre and Education Center, is playing its part in helping Naples blossom into a vibrant arts destination.
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—Kristen Coury, CEO & Producing Artistic Director
MISSION:
Habitat for Humanity of Collier County is the leading provider of affordable homeownership opportunities in Collier County and one of the highest-producing Habitat for Humanity affiliates in the nation. But we desperately need your help to do more. Now entering our 45th year of building homes and hope in partnership with families struggling with housing stability, the need for more affordable housing is greater in our community than ever. Families are being forced to move out of their apartments due to significant increases in monthly rent and home prices have skyrocketed, leaving many unable to qualify for a market-rate mortgage. Much of our workforce has been priced out of Collier County. Businesses know the challenges of hiring and retaining staff. Habitat’s affordable homeownership program helps keep Collier County workers in place. Your business partnering with Habitat is one of the best ways to bolster the stability of our local workforce.
Habitat Collier currently has three communities under construction in Collier County, two in Naples and one in Immokalee. With the support of donors and volunteers working hand-in-hand with future homeowners and Habitat staff to raise funds and build homes, the goal is to partner with nearly 100 families who will purchase their home by the summer of 2023. This work is only possible through community support and advocacy, and our ambitious goal will require the help of those in the community who know the importance of affordable housing.
Our Holiday Giving Guide offers the opportunity to purchase symbolic gifts that help build homes here in Collier County while also honoring those close to you. Thanks to our friends at the Lawless Family Foundation, donors can also take advantage of our Million Dollar
Holiday matching challenge, through the end of December! All gifts will be matched, dollarfor-dollar, up to $1,000,000!
Volunteers are always welcome on our job sites and in our ReStores. No construction skills? No problem! There are jobs available for everyone and we’ll teach you everything you need to know. Visit HabitatCollier.org/volunteer to see our calendar and register to volunteer. Looking for a teambuilding activity? Corporate builds are a great chance to get out of the office and give back. For group build opportunities, call 239-775-0036.
Habitat Collier is excited to begin hosting more in-person gatherings and opportunities to see the impact of our work, as we come out of pandemic-era restrictions. Visit HabitatCollier. org for information on Habitours, Home Dedications, and more!
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Housing is fundamental— the safety and stability of home offers children and families the solid founda tion upon which to build a better life and break the cycle of poverty.
-Rev. Lisa Lefkow, CEO
1454 Madison Avenue West, Immokalee, FL 34142 (239) 658-3000 | healthcareswfl.org
MISSION: To provide quality healthcare accessible to everyone in our community.
Year established: 1977
Annual revenues (most recent fiscal year): $62,500,000.
County
and Philanthropic Support
Since our founding in Immokalee in 1977, Healthcare Network has distinguished itself by providing primary care to men, women and children of all ages, helping the disenfranchised, underinsured and uninsured of our communities, as well as those with insurance and resources who recognize the quality and comprehensiveness of care available.
Our services include family care, obstetrics and gynecology, pediatrics, senior care, and pharmacy as well as dental care, integrated behavioral health and community outreach. But we are no ordinary medical clinic. We are problem-solvers who reach beyond the exam room to connect patients to resources like food and housing that are essential for a person’s complete wellbeing.
As a patient-centered medical and dental home, Healthcare Network providers work together as a team, aligned on treating the whole person—physical, mental and emotional health.
Build a community where every person has access to quality healthcare.
For 45 years, Healthcare Network’s private, not-forprofit model has proven effective at meeting Southwest Florida’s needs. Naturally, philanthropic support is vital to ensuring we continue to achieve our vision of a community where every person has access to affordable quality healthcare.
We are looking for caring and dedicated volunteers to help
us make an impact in our primary care practices and out in the community. As a volunteer you can support the healthcare needs of our community, break barriers to care for underserved children, adults and seniors, and ensure people have access to affordable healthcare.
POST PANDEMIC Healthcare Network expanded the size and work of the COVID-19 Response Team into the Healthcare Network Community Outreach Team to bring health and social services directly to underserved families through door-to-door canvassing and health fairs. Other additions include a new maternal-fetal medicine program for complicated pregnancies, Chronic Care Management, the Psychology Center for Health and Wellness and expanded pediatric services, including Pediatric Convenient Care.
The Board of Directors is made up of community leaders and our patient population. At least 51% of our board members receive services through Healthcare Network, or they have children who do.
“ “
Recognizing that healthcare needs to be accessible, affordable and comprehen sive, our commitment to our community as Collier County continues to rapidly grow, is to be innovative in the ways we reach at-risk populations. Jamie Ulmer, president and CEO
975 Imperial Golf Course Blvd., Suite 108, Naples, FL 34110 | (239) 263-9200
MISSION: To teach the lessons of the Holocaust to inspire action against bigotry, hatred and violence.
Year established: 2001
revenues (most recent fiscal year):
Total number of employees:
Collier, Lee, Charlotte, Hendry Glades and Sarasota counties.
Jewish Federation of Greater Naples
Florida Department of State, Division of Cultural Affairs
Wartski often tells local students that “nothing good comes of hate.” Students are riveted as Heinz shares his story of how he and his family fled the Nazis, hid, joined up with Partisans in Italy, were imprisoned and eventually liberated, before moving to the United States. He explains that hatred is dangerous, and it is up to them, the next generation, to not be silent and stand up in the presence of hate.
For more than 20 years, the Holocaust Museum & Janet G. and Harvey D. Cohen Education Center has shared the lessons of the Holocaust to inspire action against bigotry, hatred and violence. Our Education programs, exhibits and events have impacted close to 300,000 students, teachers and visitors about the crucial importance respecting each other.
Student programs include on-campus classroom
sessions, 8th Grade Museum Field Trips, and Pop-Up Museums. The Boxcar Exhibit, on loan from F.E. and Jack Nortman and The Boxcar Foundation, also travels to schools, libraries and other locations.
The Museum has just launched its second Capital Campaign—“Grow for the Future.” A “North Wing” will be added by renovating adjoining space purchased over the last two years. Plans include the installation of an Auschwitz Gallery, a Gallery on Other Genocides and Human Rights, a new Classroom and Special Exhibit spaces, artifacts, displays, and more. Naming Opportunities are now available. For more information, please contact Susan Suarez at Susan@hmcec.org or call 239-263-9200.
Our goal is that the lessons of the Holocaust will guide people to act with kindness
and compassion, treat others with mutual respect, and stand up against bigotry and hatred.
The Luncheon Wednesday, December 7, 2022 from 11:30am – 1:30pm. Sponsorships are available, and tickets are $150. For more information, visit www.HMCEC.org.
Triumph 2023 Wednesday, March 15, 2023 5:30pm –8:00pm. Sponsorships are available, and tickets are $300. For more information, visit www.HMCEC.org.
The Legacy Society honors friends who affirm including the Museum in their will or other planned gifts.
Guest Services, Museum Educators, Student Interns, Event Committees and Board Members.
Collier County Tourist Develop ment Council
Stuart Price Chair
Hymie Akst Treasurer
Herb Berkeley Past Chair
Maureen Lerner Development Chair
Fred Roth Vice Chair
Stephen Strome Immediate Past Chair
Richard Yovanovich Secretary
Larry Baer
Janet G. Cohen
Alan Englander
Michael Feldman
Dottie McGovern
Lorelei Meeker
Stuart Mest Rob Nossen
Ashley Solomon Jay Sterns
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How wonderful it is that nobody need wait a single moment before starting to improve the world.Anne Frank
3372 Woods Edge Circle #103, Bonita Springs, FL 34134 (239) 319-0904
www.MSCenterSWFL.org
MISSION: To provide comprehensive care for the mind, body, and spirit of those affected by multiple scelerosis in
program—weekly meeting locations in Southwest Florida bringing services to the heart of client communities.
Multiple sclerosis is a chronic autoimmune disease that attacks the central nervous system. This devastating disease causes damage to myelin—the substance that protects and insulates nerve fibers. There is currently no cure. Symptoms can range from vision problems to paralysis with severity varying widely among individuals. The disease affects women at a rate three times higher than men. MS is most commonly diagnosed between the ages of 20 and 50. An estimated 5,000 people are living with MS in Southwest Florida.
The Multiple Sclerosis Center of Southwest Florida is a 501(c)3 nonprofit organization that has served the community since 2000. Its mission is to provide comprehensive care for the mind, body, and spirit of those affected by multiple sclerosis in Southwest Florida.
The MS Center is not a chapter of a national organization and serves only Southwest Florida.
The MS Center is a community center for those affected by this chronic disease. The center seeks to reduce isolation, improve mobility, and ease the activities of daily living for people with MS.
The MS Center is debuting its new Neighborhood Community Centers (NCCs)
Beginning September 2022, the MS Center established NCC sites in the cities of Cape Coral, Fort Myers, Bonita Springs, and Naples. A fifth site in East Fort Myers is planned for 2023.
fun-filled event, “Be a Part of the Magic: April Fools & Folly,” will feature a cocktail reception and three-course dinner accompanied by jesters, jugglers, fortune tellers and palm readers, followed by a live auction, music, and dancing. Guests will be both amused and amazed, all while you support an important cause!
Support One of Our Major Programs:
The MS Center’s Disability Assistance Program
Year
Total
Florida
(most
Each NCC provides on-site mental health counseling, support group, exercise, lunch, art therapy, and monthly speakers on topics relevant to MS.
• Improve mobility and balance
• Reduce isolation
• Reduce stress, depression, and improve coping skills
• Provide support to the families and caregivers of MS patients
• Improve knowledge of, and connection to, community resources for MS patients
• Improve accessibility to MS Center programs:
The MS Center’s annual fundraising Gala will be held on Saturday, April 1, 2023, at The Vineyards Country Club in Naples. This elegant
Sit to Stand Lift: A lifechanging lift to help a disabled client delay or avoid moving to a long-term care facility.
Work to Disability: “Bridging the gap” for clients, transitioning from work to disability, by providing shortterm, financial assistance and case management.
The MSDRR has been established to help with the recovery process for those with Multiple Sclerosis affected by Hurricane Ian. The Center will provide well-being calls to over 500 clients, information on disaster assistance and resources, collection and distribution of supplies/ equipment, and financial assistance for those seriously impacted by the storm.
The MS Center is seeking assistance in a variety of capacities including committee member, event coordinator,
class instructor, content creator, community engagement ambassador, seminar presenter, handyman/woman, and gala assistants. You can have the opportunity to immerse yourself in one or more areas to help a wonderful organization.
RCMA 402 W. Main Street, Immokalee, FL 34142 (239) 282-6540 | www.rcma.org
MISSION: RCMA opens doors to opportunities through quality child care and education from crib to high school and beyond.
We were founded in 1965 by people concerned about children spending their days in Florida’s agriculture fields with their parents while they worked. We continue to support migrant farmworkers, immigrant families and the rural poor in 21 Florida counties by providing safe, nurturing all-day childcare and quality education to more than 5,500 children annually.
Our holistic approach recognizes parents as their child’s first teacher and supports the entire family by building on family strengths with leadership opportunities, mental health, health, and nutrition education and services, parenting programs, immigration and citizenship guidance, and other empowering activities.
We operate 65 child development centers that feature individual assessments and development plans for each child and intensive support for children with special needs. Our Immokalee Community Academy and Wimauma Community Academy, both K-8 schools rated “B” by the Florida Department of Education, provide a continuum
of education for children who attended our child development centers and other nearby families.
We plan to open Mulberry Community Academy in Polk County for the 2023-2024 school year followed by another school in Immokalee and then one in Homestead. The national Charter School Growth Fund invested $1.275 million in our expansion, and the State of Florida recognized us as just the sixth School of Hope operator since 2017, offering grants and low-cost loans for our additional charter school operations.
We offer a dual language, bicultural curriculum to all of our children, preparing them for success as leaders of their families, workplaces and communities.
• To provide quality child care
• To provide educational opportunities and improve the health and general welfare of children and their families
• To increase public awareness of the lifestyles of migrant and seasonal farm workers and the rural poor
• To provide children and their
OFFICERS
Medora Krome
President Michael T. Bayer Linda Miles-Adams Sandra L. Hightower Joaquin Perez Barbara Mainster Rollason Jaime Weisinger Richard W. Pringle Secretary Larry Salustro Treasurer
families with support services
• To involve parents in the educational process and in public policy decisions affecting their children and families
• To provide opportunities and encourage the professional development of staff hired from the communities we serve.
RCMA benefits from the silent auction (held online and inperson) during the Pixie Rock music festival headlined by ZZ Top being held Nov. 12 at Wish Farms in Plant City. Learn more at wishfarms.com.
Christmas cards drawn by talented students in the Academies of RCMA are available as single-design and exclusive packs. Learn more at rcma.org/cards.
The 23rd annual Lipman Family Farms Golf Classic will be held in May 2023 at Naples Heritage Golf and Country Club. Learn more at rcma.org/golf.
Volunteers at our 65 child development centers and 2 schools help some of Florida’s most vulnerable families gain
Susanne A. Bizerra
Aeden J. Dowling Donna Gaffney A.J. Hinson Gloria Kendrick Steven Kirk Wilma Robles-Melendez Mirta Negrini Sonia Tighe Ansberto Vallejo
Year established: 1965
Annual revenue: $98 million
Total number of employees: 1,600
21 Florida counties from south Florida to near Orlando
Head Start
Florida Department of Education
– Division of Early Learning and FEFP
NCEF
United Way UnidosUS USDA Food Program
caring, empathy-driven access to quality child care, education, and other resources. Read to our pre-k children. Tutor our K-8 students. Welcome RCMA families and community members at our health fairs and other outreach events. Cheer on our award-winning sports teams or play in our annual golf tournament. Knowledge of Spanish is helpful but not required to volunteer.
Claudia Landeros
President Carrie Johnson Vice President Emig De La Cruz Fannie Fair Secretary Kanta Allen Treasurer Erik Martinez Zurisadai Garcia Parliamentarian Felecia McClendon Honorary Member
3333 Sanibel-Captiva Road, Sanibel, FL ( 239) 472-2329 | www.sccf.org
MISSION: To protect and care for Southwest Florida’s coastal ecosystems.
SCCF isn’t your average conservation organization. We do most everything under the sun, with focus areas in:
• Water Quality Research
• Policy and Advocacy
• Sea Turtles and Shorebirds
• Environmental Education
• Land and Wildlife
Thanks to a long legacy of conservation, SCCF is the largest private landowner on Sanibel Island, with additional acquired land on North Captiva Island, Cape Coral, and in South Fort Myers. At the heart of SCCF are residents, visitors, and businesses who believe we have a duty to protect our region for future
generations of human and nonhuman communities. SCCF protects over 2,000 acres, including critical wildlife habitats, rare subtropical plant communities, and tidal and freshwater wetlands. Many of these areas would’ve been lost to development, either directly or by fragmentation of habitat. Some of our acres remain closed to the public for the benefit of wildlife.
Like the land we protect, SCCF’s work is vast and productive. SCCF’s Sanibel Sea School offers environmentally focused weekly camps, daily and afterschool programs, outreach activities, and more for children and adults. SCCF’s
Coastal Watch program does volunteer-based mangrove planting, oyster gardening, and beach litter cleanup. Our Native Landscape & Garden Center sells native plants and offers landscaping and educational programs, and our Marine Laboratory conducts research on subjects like seagrass, mangroves, harmful algal blooms, and shellfish restoration. The lab also oversees a nextgeneration water quality sensor network throughout the Caloosahatchee. SCCF has robust programs for shorebirds and sea turtles, advocates for sound environmental policy throughout Florida, helps monitor and research native aquatic wildlife, and much more.
Learn how to volunteer for SCCF and support our work at sccf.org.
Year established:
Annual revenues (most recent fiscal year): $4,881,147
Total number of employees:
Florida
Annual Fund Drive
Major Gifts
Grants and Program Income Memorials/Bequests
Endowment Fund Support
Special Events
Ran Niehoff Secretary
Raho
Brooks
DeBruce
Doss
Gross
Khakee
Libonate
McCormack
Pyle
Roach
Shaffer
“
—James Evans, CEO
“Speaking for our entire staff, none of us thinks of what we do as ‘just a job.’ We love the work we do for the land, water, and wildlife we all cherish, and we’re so grateful to our supporters who show they love it too.
Szymanczyk
1762 Fowler St, Fort Myers, FL 33901 | 819 Myrtle Terrace, Naples, FL 34103 (239) 204-5804 | www.ValeriesHouse.org
The mission of Valerie’s House is to help children and families work through the loss of a loved one together and go on to live fulfilling lives. Our vision is that No Child Will Grieve Alone.
Year established: 2016
Annual revenue: $3.36 million
Total number of employees: 28
AREA(S):
our “Forever Home” in Ft. Myers.
• Immersive Private Dinner
Experiences with local top chefs at our Naples location.
• Friends of Valerie Monthly Donors
When children’s lives are turned completely upside down after the death of a parent, sibling, or another special person in their lives, it impacts every aspect of their lives—social, emotional, physical, and mental.
In Lee, Collier, and Charlotte Counties, an estimated 32,200 children are grieving the death of a loved one. 32,200 children and their families whose lives feel completely shattered. We are here for them to ensure they do not have to walk this devastating journey alone.
When our Founder and CEO Angela Melvin tragically lost her mother in a car accident at age ten, she had no idea the immense impact she would one day have on
the lives of hundreds of children following such a devastating loss. Similarly, we believe the children we serve today will go on to make a meaningful difference in their communities. We aim to ensure that no child will grieve alone, and the services we provide through peer support groups, school groups, individual and family therapy, mentorship, workshops, and community awareness/ education empower children to reach their potential. All of our services are provided at no cost to our families. We must continue to expand our services to reach the 32,200.
• Capital Campaign supporting the building of
We rely heavily on our amazing volunteers to help facilitate support groups, provide dinner for group nights, mentor children, lead workshops, help with special events, and more!
We are seeing firsthand the impact of the pandemic on our families who are grieving the death of a loved one who died from Covid-19. These are especially complex due to not being able to see or say goodbye to their loved ones, delayed services, and the various social issues surrounding the pandemic. We are here for them as long as they need support.
Lee, Collier and Charlotte Counties
TOP FUNDING SOURCES:
Naples Children’s Education Fund
Lee County Partnering for Results
Individual Donations and Corporate Grants
Valerie’s House changed my world, honestly. I’ve realized that so much of grief is dependent on how we deal with it and I’ve learned how to do that here, with the support of this community.
—Austin, Valerie’s House TeenLana Hollier Vice Chair
Victoria Loyola Treasurer
Jaime Suanez Secretary Steve Belcher David Fry Todd Helt Lana Hollier Jaime L. Layne
Loson Victoria Loyola Mike McMurray Lisa O’Neil
Scott Shotwell
Jaime Suanez
“
“
GULFSHORE
From starting as a summer clerk during law school to becoming stockholder and now hiring chair, business litigation attorney Shannon Puopolo is leading the charge to recruit and mentor the brightest talent for one of the area’s largest law firms, Henderson, Franklin, Starnes & Holt, P.A.
In the courtroom, Shannon distinguishes herself in the realm of alternative finance law and set precedent under Florida law in 2021 by winning a complex case on appeal before the Third District Court of Appeal. She represents companies, financial institutions, and individuals in bankruptcy, foreclosure and eviction proceedings, title insurance claims, lien and tax deed sales, partnership disputes, trust litigation, and association law matters.
As a Southwest Florida native, her commitment to our community is unwavering. As president of the Lee County Bar Association Foundation, she has chaired its annual golf tournament helping raise over $100,000 for local charities over the last five years.
Shannon distinguishes herself in the courtroom, representing companies, financial institutions, and individuals in bankruptcy, foreclosure and eviction proceedings, title insurance claims, lien and tax deed sales, partnership disputes, trust litigation, and association law matters. Shannon’s unwavering commitment also means working to support her community and local charities – just like we’ve done since 1924.
the Future.® henlaw.com
239.344.1100
Henderson, Franklin, Starnes & Holt, P.A. 1715 Monroe Street Fort Myers, FL 33901 239.344.1100 henlaw.com shannon.puopolo@henlaw.com
Porter Wright Morris & Arthur LLP
9132 Strada Place, Third Floor Naples, FL | 239.593.2937
jgarner@porterwright.com
University of Florida (LL.M., Taxation, 1985)
University of Louisville Louis D. Brandeis School of Law (J.D., 1984)
Bellarmine University (B.A., 1981)
Porter Wright attorney John Garner brings more than 35 years of legal experience in the areas of tax, estate planning and personal wealth, and probate and trust litigation. John works closely with clients in planning to maximize the transfer of family wealth through the use of life insurance trusts, charitable trusts, private foundations, family limited partnerships and generation skipping transfer trusts. He also counsels the special needs of retired individuals, including probate and trust administration.
John is a member of The Florida Bar, the Collier County Bar Association and the Estate Planning Council of Naples where he served as treasurer and continues to serve as a board member. In addition, he is admitted to practice law in the states of Indiana and Georgia. In the Naples community, John serves on the board of directors for The Naples Depot and served as chairman and treasurer for the Naples Area Chapter of Ducks Unlimited, Inc.
At Porter Wright, we believe in dynamic legal counsel. In this ever-changing world, we stay agile, work smart and reach further to deliver inspired outcomes.
Mike Dal Lago, Esq. Christian Haman, Esq. Jennifer Duffy, Esq.
Serving Naples, Ft. Myers, Sarasota & Tampa
999 Vanderbilt Beach Rd. Suite 200 Naples, FL 34108 2256 First Street Suite 181
Fort Myers, Florida 33901
Dal Lago Law is a leading boutique business and bankruptcy law firm based in Southwest Florida. We offer customized legal solutions for the entire lifespan of a business, and bankruptcy for businesses and individuals alike. Dal Lago Law employs a holistic multidisciplinary legal approach for every stage in the lifecycle of a business – from formation and corporate governance to growth and maintenance. In times of financial distress, we offer clients expertise in debt restructuring, business reorganizations or liquidation, if necessary. Our team prides itself on cultivating long lasting partnerships with our clients as well as the Southwest Florida community.
1935-8199.
(239) 498-8501.
Names
and Managing Editor: James W. Schwartzel, President, 2824 Palm Beach Blvd., Fort Myers, FL 33916; Heidi Rambo Centrella, Editor-in-Chief, 26101 South Tamiami Trail, Bonita Springs, FL 34134; Tim Aten, Managing Editor, 26101 South Tamiami Trail, Bonita Springs, FL 34134. 10. Owner: James W. Schwartzel, 2824 Palm Beach Blvd., Fort Myers, FL 33916; Joseph C. Schwartzel, 2824 Palm Beach Blvd., Fort Myers, FL 33916; MBK GL INVESTORS LLC, Rita M. McBride Irr. Trust of 2012, Lineal Descendants of Brian A. McBride, Kathleen Plum & Maureen McBride, 2824 Palm Beach Blvd., Fort Myers, FL 33916. 11. Known Bondholders, Mortgagees and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages, or Other Securities: Fort Myers Broadcasting Company, 2824 Palm Beach Blvd., Fort Myers, FL 33916. 12. (Does not apply.) 13. Publication Title: Gulfshore Business. 14. Issue Date for Circulation Data: October 2022. 15. Extent and Nature of Circulation: Average Number of Copies Each Issue During Preceding 12 Months; Number of Copies of Single Issue Published Nearest to Filing Date: A. Total Number of Copies: Average: 10,004; Actual: 10,815. B. Legitimate Paid and/or Requested Distribution: 1: Outside County Paid/Requested Mail Subscriptions Stated on PS Form 3541: Average: 5,549; Actual: 6,334. 2. In-County Paid/Requested Mail Subscriptions Stated on PS Form 3541: Average: 0; Actual: 0. 3. Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Paid or Requested Distribution Outside USPS: Average: 42; Actual: 52. 4. Requested Copies Distributed by Other Mail Classes Through the USPS: Average: 0; Actual: 0. C. Total Paid and/or Requested Circulation: Average: 5,591; Actual: 6,386. D. Nonrequested Distribution: 1. Outside County Nonrequested Copies Stated on PS Form 3541: Average: 3,214; Actual: 3,136. 2. In-County Nonrequested Copies Stated on PS Form 3541: Average: 0; Actual: 0. 3. Nonrequested Copies Distributed Through the USPS by Other Classes of Mail: Average: 0; Actual: 0. 4) Nonrequested Copies Distributed Outside the Mail: Average: 472; Actual: 584. E. Total Nonrequested Distribution: Average: 3,686; Actual: 3,720. F. Total Distribution: Average: 9,277; Actual: 10,106. G. Copies not Distributed: Average: 727; Actual: 709. H. Total: Average: 10,004; Actual: 10,815. I. Percent Paid and/or Requested Circulation: Average: 60%; Actual: 63%. 16. Electronic Copy Circulation: n/a. 17. Publication of Statement of Ownership for a Requester Publication is required and will be printed in the November 2022 issue of this publication. 18. Signature and Title of Publisher: Heidi Centrella, Editor in Chief. Date: September 30, 2022.
By Artis Henderson
Although Southwest Florida has an enviable 2.6% unemployment rate, many employers are still seek ing workers with the skills or credentials for in-de mand positions. That continuing need for a more skilled employee pool was the driving force behind the Southwest Florida Equitable Jobs Pipeline, a workforce development initiative created by Florida Gulf Coast University in partnership with Future Makers Coalition at Collaboratory.
The Equitable Jobs Pipeline will be funded by a $22.9 million grant from the U.S. Economic Devel opment Administration’s Good Jobs Challenge. Out of more than 500 applications, Southwest Florida’s proposal was one of just 32 awarded a grant through the American Rescue Plan. And though the threeyear program will be administered by FGCU, Fu tureMakers Coalition and other partners, Dr. Ayseg ul Timur, vice president and vice provost of Strategy and Program Innovation at FGCU, said earning the grant was a community effort.
By Bill WasingerA workforce development initiative will create a more skilled employee pool.
To enhance the success of the Equitable Jobs Pipeline, FutureMakers Coalition will pair each adult learner with a Navi gator who can help identify and manage the hurdles many may face while taking the next step in their education.
“The Navigator is the face of the Pipeline. It’s a crucial role … in making sure that we get to as many people as possible and to make sure that, once people are in the program, they are moving forward,” Neto says. “[The Navigator] will learn about a participant’s barriers, so we can understand the barriers and try to remove them.”
More than simply guides, Nav igators also will help connect Pipeline participants to the non profit and educational oppor tunities they need. Ultimately, the goal is to match every adult learner directly with an employ er, and a career.
“There are services and support out there that can help us get through these things that (could) end your school career,” LeSage says. “A Navi gator basically walks alongside them … helping to navigate the system, the nonprofit sector, the education system and hopeful ly connecting to jobs directly with employers, in order to help adults become successful in achieving their education and career goals.”
Owing to the efforts of Fu tureMakers Coalition, FGCU and other partners to devel op a more skilled workforce, in January 2020, Southwest Florida was designated as a Talent Hub by the Lumina Foundation in partnership with the Kresge Foundation. The designation, which was awarded to only 25 com munities nationwide, also played a big role in earning the Good Jobs Challenge Grant.
“We reached out to our major em ployers in the region … Arthrex, NCH, Lee Health, Scotlynn, Neogenomics, U.S. Sugar, Uline, Hertz—large organiza tions, midsize organizations, chambers of commerce and economic development offices. We got 60-plus support and com mitment-to-hire letters from Southwest Florida,” Timur says. “When we added up the commitments-to-hire—how many individuals they would hire after they’re trained—the number was close to 2,500. So with this grant, we will be filling out 2,500 positions, because already, these companies told us, ‘Hey, we have the gaps in these areas. Once they’re trained in these areas, we will be hiring them.’”
Aiming at the areas with the most press ing needs, the Southwest Florida Equita ble Jobs Pipeline will focus specifically on providing skills and credentials for careers in health care, K-12 education, manufacturing and logistics. But, more importantly, the program will target un derserved populations who have tradi
“Becoming a Talent Hub required us to really step up our game. It required us to do some really quick turn around projects that would show whether or not we could accelerate our ability to increase the number of
people that have credentials beyond high school. And we did an amazing job at it, even during a pandemic,” LeSage says. “That put us at a new level when it comes to how we’re regarded in terms of our ability to work together to solve education and work force challenges. We’ve been honing our practice (and) we’ve been working with other leaders in the State of Florida and across the coun try to understand the best practices to share. And as a result, I think we’ve brought some of the best things that are happening around the country right here to South west Florida.”
The program will focus on health care, education, manufacturing and logistics careers.
tionally encountered barriers to the education and resources needed to attain the skills needed for better-pay ing jobs.
“Almost 60% of working-age adults in Southwest Florida don’t have a credential beyond high school, and they may not even have a GED or high school diploma,” says Tessa LeSage, director of the FutureMakers Coali tion. “The first and most obvious bar rier is that most education programs are not designed for adults. As an
adult, you have a whole variety of new and competing responsibilities and challenges that make it more difficult for you to go back to school. Number two is access … the ability to actually get to school or get to classes. If you have a car broken down, that could be the reason why you drop out of school. We’ve had folks explain that they were going to have to quit because they couldn’t afford to put food on their table for the last two weeks of school. These are some of the challenges that
occur when you can’t get the kind of job that can pay you to afford a decent lifestyle here in Southwest Florida.”
Though the Equitable Jobs Pipe line is a new initiative, its origins lie in smaller programs established over the last eight years by FutureMakers Coa lition, FGCU and other local colleges, technical institutes and partners. Looking forward, the hope is that the Pipeline can not only create a more skilled workforce, but also serve as an opportunity to build for the future.
FLORIDA GULF COAST UNIVERSITY IMAGINE WHAT WE CAN DO IN THE NEXT 25. LEARN MORE AT FGCU.EDU/IMPACT
“We started from an idea and got some seed money from Lumina Foun dation and other private funders that got us to start implementing these projects in a very small scale. With the EDA’s Good Jobs Challenge, we saw that as an opportunity to scale up what we were doing. So this is our angel in vestor,” says Dr. Amir Neto, director of the Regional Economic Research Institute and an assistant professor of economics in the Lutgert College of Business at FGCU. “Ideally, this is
sort of an experiment. If this scaling up works, we should be able to create a sustainable way and a different way … to how we recruit in Southwest Flor ida that is maybe, hopefully, replicable across the country.”
While the Equitable Jobs Pipeline will foster a more skilled workforce, its larger goal is to improve lives and make Southwest Florida a better place to live for everyone. And while the $22.9 mil lion Good Jobs Challenge grant is the largest ever awarded to FGCU, Timur
says it could ultimately pay even larger dividends for years to come.
“It’s a big, game-changing initiative that will absolutely help workforce development. This grant is our com mitment to prepare a better-aligned workforce between our educational partners,” she says. “We are investing in our talent in Southwest Florida for better economic growth and economic development. This is what I see as our investment in human capital in South west Florida.”
Since 1976, Bond has worked with Collier County entities in litigation matters, from arbitration to jury verdicts in simple and complex cases. For more information go to bsk.com.
Many of the world’s logistical problems have been justly blamed on the global pan demic and its ripple effects, and many peo ple consider the ongoing commercial pilot shortage as just another example. How ever, this shortage was forecast to happen long before anyone heard of COVID-19.
Captain Lee Collins, senior vice presi dent of industry and government affairs with Paragon Flight Training, said that the airline industry knew as far back as 2012 that there would be a commercial pilot shortage by 2017 or 2018.
So, if we can’t blame the pandemic for this one, what caused this shortage—and why is everyone noticing now, coinciden tally as the world fights a pandemic?
Collins believes one of the multiple caus es is that the number of airlines and routes have increased, creating higher demand. Another big contributing factor is that in the mid-’80s through 1990, airlines were hiring pilots at their largest rate, creating a
giant swell that would be leaving the indus try in the 2010s because of the mandatory retirement age of 60.
Since then, the retirement age for pilots was raised to 65 in order to combat the shortage issue. In July, South Carolina Sen. Lindsey Graham proposed a bill to raise the age again to 67. Collins, a full supporter of this bill, said he would feel completely safe having a pilot older than 65 flying him self and his family.
“Senior pilots are required to have physicals twice a year and recurrent training. The FAA is always monitoring,” says Collins.
International Air Transport Association
Head of Corporate Communications Perry
Flint breaks down the pilot shortage into long-term and immediate factors.
One that has perennially affected at tracting new personnel is the cost and time it takes to become a pilot. Pilots have to build 1,500 flying hours once they get their
While COVID-19 didn’t cause the pilot shortage, it certainly intensified the situation.
license, and schooling cost runs in the low six figures, Flint said.
The industry also used to get large numbers of military pilots who were already trained to operate air craft—“The military was such a strong conduit to become a pilot,” says Flint— but that is no longer the case. There was also a shortage of U.S. Air Force pilots, and the military started pilot retention, which kept the pilots in the military and not at commercial airlines, Collins said. Plus, more and more pilots in the military were being trained to fly drones and not passenger aircraft, which meant the transition from military to commercial airliners wasn’t as seamless as it once was.
“Back in the day, 40 to 50% of pilots came from the military. From 2015 forward, that dropped significantly,” says Collins.
The immediate factors, Flint said, are directly linked to the pandemic, which led to the parking of thousands of aircraft. Many pilots also accepted early retirement packages and fur loughs. Training, which had normally included flight simulators that ran 24/7/365, paused. Some airlines also retired fleets of aircraft, leaving those crews to have to be trained on entirely new fleets.
The top five airlines passengers fly at Southwest Florida International Airport are Delta, Southwest, American, JetBlue and United. Here is a look at the percentage of flights canceled or delayed at RSW from June 2021 to June 2022, according to the U.S. Bureau of Transportation Statistics.
On-time flights
Air Carrier Delay
Weather Delay
National Aviation System Delay Security Delay
Aircraft Arriving Late
Cancelled
Diverted Delta Airlines
On-time flights
Air Carrier Delay
Weather Delay
National Aviation System Delay Security Delay
Aircraft Arriving Late Cancelled
Diverted Southwest Airlines
On-time flights
Air Carrier Delay
Weather Delay
National Aviation System Delay Security Delay
Aircraft Arriving Late Cancelled Diverted
72.44% 9.05% 0.58% 7.38% 0.06% 7.20% 2.96% 0.34% 80.69% 8.03% 0.53% 6.13% 0.07% 3.11% 1.28% 0.16% 70.50% 10.10% 0.38% 4.55% 0.04% 11.34% 2.68% 0.41%
On-time flights
Air Carrier Delay
Weather Delay
National Aviation System Delay Security Delay Aircraft Arriving Late Cancelled Diverted JetBlue Airways On-time flights
Air Carrier Delay Weather Delay
National Aviation System Delay Security Delay Aircraft Arriving Late Cancelled Diverted United Airlines
On-time flights Air Carrier Delay
Weather Delay
National Aviation System Delay
Security Delay
Aircraft Arriving Late Cancelled Diverted
74.10% 8.26% 0.62% 6.85% 0.07% 6.58% 3.27% 0.33% 80.69% 8.03% 0.53% 6.13% 0.07% 3.11% 1.28% 0.16% 75.16% 7.04% 0.65% 7.70% 0.01% 6.71% 2.41% 0.31%
Paragon Flight Training has created a program to help speed up the process to become a pilot.
The industry is trying to address these issues, and Flint believes it will continue to sort itself out.
Collins said there were steps being taken to hire and train more pilots before the pandemic hit, but once it did it slowed training, putting the industry even further behind than it already was.
Since then, airlines have enhanced salaries and benefits, created career tracks and done all they can to attract people. They have also started reach ing out to high school students, broad ening their net and trying to attract them younger, Collins said.
“When I started, you wouldn’t get to the major airlines until your mid-30s,” says Collins.
Now, students can be accepted into the regional airlines in their 20s, and make it to the major airlines when they are about 30. With programs like Paragon Fast Track, people can get a license in a year to 18 months, be working for a regional airline in three to four years and be at a major airline in an additional three years.
But in the meantime, occasional delays remain a fact of life.
“The issues are across the indus try,” says Flint, “and there is no silver bullet solution.”
By Artis Henderson
Eric Feichthaler started creating informational videos based on his National Parks journals.
Ask any teenager today what they want to be when they grow up, and chances are good they’ll say “a YouTuber.” For those of us in older generations, this may seem as strange as a career on the moon. But for entrepreneurial teenagers such as Eric Feichthaler, a YouTube channel can be a path to early success.
Feichthaler, 17 and a senior at Oasis High School in Cape Coral, began posting videos about the U.S. Nation al Parks in 2020. Out of 63 total U.S. National Parks, he has visited 62 of them with his family. He’s only missing American Samoa National Park. “American Samoa is pretty hard to get to,” he admits.
Feichthaler kept meticulous journal entries during these trips. When his school went virtual during the pan demic, he decided to use his free time to create informa tional videos and books about the National Park system.
“It was entirely just for fun,” Feichthaler says. “I defi
A video comparing 58 National Parks went from 5,000 views to more than 228,000 views.
nitely wasn’t thinking this would be a major thing that I do. I thought it’d be a good idea to share my knowledge with people.”
Feichthaler started by publishing a book through Amazon’s self-publish ing platform. The book contained his raw journal entries and focused on his experiences in the parks rath er than travel tips and information about the park systems. He sold sev
eral hundred copies and claimed a percentage of each sale. Not bad for a side hustle.
Then, on a hiking trip to Grand Teton with his family, Feichthaler had a new inspiration. “Maybe I can do more than just books,” he thought. He started imagining a YouTube channel where he would share foot age from the parks and articulate his experiences. The channel would also
offer more on the travel-planning side, plus individual reviews and comparisons of the National Parks. His channel garnered a modest but respectable following. Then, this sum mer, it went viral. His video comparing 58 National Parks, which had been sit ting comfortably around 5,000 views, suddenly shot up to 100,000 views. Now it has more than 228,000 views. The amount content creators make
Eric Feichthaler didn't set out with the intention to make it big, he simply enjoys the experience.
per YouTube video varies, but the average is $0.18 per view.
Feichthaler says the money is nice, but he didn’t set out with the intention of making it big with his videos. “When I’m in a National Park, I’m not really thinking, ‘How can I turn this into a video that will make money?’ I’m living in the moment and enjoy ing the experience.”
He advises other YouTube entrepreneurs to do the same: create a niche centered around their passions and concentrate on being of service rath er than making money.
“If you’re trying to help people with your entre preneurial ideas, go for it,” Feichthaler says. “You definitely have a chance for success if you put in the time and effort.”
Grant Pohlmann of Psalm 89:11 Holdings LLC purchased the 86,000-square-foot Fountain Park and Olympia Shopping/Office Center, 7935, 7941, 7955 Airport Road N. and 2400 Vanderbilt Beach Road, in North Naples from Fountain Park Retail Center LLC for $26,765,809.
By Adam Regan4227 Progress LLC purchased a 44,500-square-foot, sin gle-tenant building on 2.27 acres at 4227 Progress Ave. in Naples from WC Huff Ventures LC for $9.75 million. Brock Ras mussen of Lee & Associates Naples-Fort Myers represented the buyer, and James Walls of Lee & Associates represented the seller.
The Shoppes at Orange Blos som LLC purchased 20 acres of commercial property at 1921 Hawthorn Road in Golden Gate
Estates from Bryan W. Paul Family Limited Liability Limited Partnership for $5 million. Randy Thibaut, ALC, and Wil liam Rollins, CCIM, ALC, of LSI Companies Inc. represented the buyer and seller.
Commonage Corp. purchased 12,000 square feet of com mercial space at 6167 Taylor Road in North Naples from ASEH Naples LLC for $3.25 million. Christine McManus, CCIM, SIOR, of Investment Properties Corp. represented the seller, and Andrew Saluan of AJS Realty Group repre sented the buyer.
9720 Sample LLC purchased a 10,600-square-foot office/ industrial building plus excess land at 1990 Seward Ave. and 5614 Kathleen Court in North Naples from Paul Antonucci Ltd. and JMH Land Holdings LLC for $2.85 million. Andrew DeSalvo, ALC, Matt Stepan, CCIM, and Jeffrey Clapper of Premier Commercial Inc. rep resented the seller, and Adam Palmer of LandQwest Commer cial represented the buyer.
Genesis Naples LLC purchased Tract 108, a 2.32-acre site at the northwest corner of Pine Ridge Road and Interstate 75 in North Naples, from Carol Chapple, Amanda Ragge-Out sen and Natalie King for $2,468,900. Fred Kermani, CCIM, AIA, Dave Wallace, CCIM, SIOR, and David Wallace of CRE Consultants represented the sellers, and George Vukobra tovich of Welsh Companies represented the buyer.
Educational Pathways Inc. purchased 5,596 square feet of commercial space at 1351 Pine St. in Naples from Evenhuis Properties LLC for $1,697,440. Christine McManus, CCIM, SIOR, of Investment Properties Corp. represented the buyer, and John Albion of Commercial Property of Southwest Florida represented the seller.
Management Team Inc. purchased a 34,616-square-foot, fully leased industrial building at 2840 South St. in Fort Myers from Creative Door & Millwork Properties LLC for $3,275,000. Stan Stouder, CCIM, of CRE Consultants represented the seller, and Toufic Simaan of Simaan Real Estate represented the buyer.
Coneco Realty LLC purchased a 30,170-square-foot building on 1.65 acres at 2485-2487 N.
Airport Road in Fort Myers from James J. Freedman Trust for $2.7 million. Bill Young and Biagio Bernardo of Lee & Associates
Naples-Fort Myers represented the buyer, and Adam Bornhorst of Lee & Associates represented the seller.
Evergreen Pine Island Co. purchased 9.3 acres at 2560 and 2500 Pine Island Road and 1570 Orchid Road in Cape Coral from Laurel Center Management for $1.95 million. Gary Tasman and
Paul Antonucci Ltd. and JMH Land Holdings LLC purchased an 11,500-square-foot office building at 6200 Whiskey Creek Drive in Fort Myers from HM Oak Hammock LLC for $3.1 million. Andrew DeSalvo, ALC, Matt Stepan, CCIM, and Jeffrey Clapper of Premier Commercial Inc. represented the buyer and seller.
Shows Team Enterprises LLC purchased the 13,247-squarefoot Hut Conference Center on 3.86 acres at 5150 Buckingham Road in Fort Myers from The Hut at the Peace Tropical & Gardens LLC for $1.9 million. Skip Thinnes of Lee & Associates Naples-Fort Myers represented the seller, and Steve Smith of 360 LLC represented the buyer.
Midland Trust Co. FBO Steve Roe purchased a 7,146-square-foot industrial building at 2633 Dr. Martin Luther King Jr. Blvd. in Fort Myers from EMAG LLC for $1.2 million. Stan Stouder, CCIM, of CRE Consultants represented the buyer and seller.
Lee Holdings Corp. purchased Cypress Preserve Office Center, a single-story, 4,500-square-foot, multi-tenant building at 4991 Royal Gulf Circle, in Fort Myers from Goldstar Cypress Preserve LLC for $1.1 million. Mike Rivera of Saggio Realty represented the buyer and seller.
Lakewood Ranch Telecom Inc. leased a 1,200-square-foot unit at 24901 Sandhill Blvd. in Punta Gorda from Karimovs Properties LLC. Margeaux McCarthy and Hunter McCarthy of SVN Com mercial Partners represented the lessor and lessee.
Henderson, Franklin, Starnes & Hold P.A. leased a 6,697-squarefoot office space in Pelican Bay Financial Center, 8889 Pelican Bay Blvd., Suite 400, in North Naples from Pelican Bay Financial Center LLC. Dave Wallace, CCIM, SIOR, and David Wallace of CRE Consultants represented the lessor and lessee.
Glowtique Inc. leased a 2,400-square-foot space in Shoppes of Pebblebrooke, 15265-15275 Collier Blvd., Suite 7, in North Naples from Tinwood Pebblebrooke LLC. Brent Westerfield of Lee & Associates Naples-Fort Myers represented the lessor and lessee.
By Adam ReganTesla Inc. leased 44,800 square feet of industrial space at 16180 Lee Road in Fort Myers from SFG ISF Fort Myers Lee LLC. Gary Tasman and Shawn Stoneburner of Cushman & Wakefield Commercial Property Southwest Florida represented the lessor.
OneGroup NY Inc. leased 2,182 square feet of retail space at 6424 Naples Blvd., Suite 301, in North Naples from GLL Selection II Florida L.P. Tara L. Stokes of Investment Properties Corp. represented the lessor, and Laura Cari of LandQwest Commercial represented the lessee.
Air Time Communications of Florida LLC dba AT&T leased 2,129 square feet of retail space at 5040 Tamiami Trail E., Suite 100, in East Naples from Naples Covenant Group LLC. Rob Carroll, CCIM, MAI, of Investment Properties Corp. repre sented the lessor, and Susan Haskel of Haskel Realty Group represented the lessee.
Eric Felix leased a 1,967-squarefoot suite at 2355 Vanderbilt Beach Road in North Naples from The Shoppes at Vanderbilt LLC. Ben jamin Myers of SVN Commercial Partners represented the lessor and lessee.
Soukup Strategic Solutions Inc. leased a 1,914-square-foot office space in Collier Park of Commerce, 3050 Horseshoe Drive, Suite 285,
in Naples from Helios Colliers LLC. Dave Wallace, CCIM, SIOR, and David Wallace of CRE Con sultants represented the lessor and lessee.
Mary Marin leased a 559-squarefoot office space in Angler’s Plaza, 870 Bald Eagle Drive, Suite B5, on Marco Island from Carmela Cagliano. Dave Wallace, CCIM, SIOR, and David Wallace of CRE Consultants represented the lessor and lessee.
Kitchen Complete LLC leased a 2,625-square-foot space in Metro Place Commercial Condominiums, 11000 Metro Parkway, Unit 44, in Fort Myers from Fischer Commercial Prop erties, LLC. Brock Rasmussen of Lee & Associates Naples-Fort Myers represented the lessor and lessee.
Face It II LLC leased 1,750 square feet of retail space at 21401 Corkscrew Village Lane, Suite 3, in Estero from Broadway88 LLC. Tara L. Stokes of Investment Properties Corp. represented the lessor, and Erin
Fort Myers and the Islands represented the lessee.
Experience Family Chiropractic LLC leased 1,735 square feet of retail space at 2378 Surfside Blvd., Unit A-133, in Cape Coral from J McGraw LLC. Gretchen Smith of Cushman & Wakefield Commercial Property Southwest Florida represented the lessor and lessee.
Guaranteed Rate Inc. leased a 1,571-square-foot office space in the Beachway Professional Center, 3301 Bonita Beach Road,
Suite 202, in Bonita Springs from Klingler Properties B LLC. Dave Wallace, CCIM, SIOR, and David Wallace of CRE Consultants rep resented the lessor, and Dougall McCorkle of Premier Commercial represented the lessee.
A New Beginning Behavioral Health leased a 425-square-foot office space at 8791 Conference Drive, Suite 140, in Fort Myers from FLARAS Properties LLC. Enn Luthringer, CCIM, of CRE Consul tants represented the lessor, and Emanuele DiMare of Emansland Real Estate Group represented the lessee.
James Raia
Not quite with the quickness of its name, the all-electric 2022 Ford Lightning arrived a year after it was announced. There was much fanfare and an avalanche of deposits, and now there’s an estimated three-year backlog for delivery.
Teased at the 2019 Detroit Auto Show, Ford beat all the others—Tesla to GMC, Chevrolet to Rivian—to the streets to further add to Ford’s truck legacy. The in dustry’s best-seller for decades, hadn’t Ford already offered every conceivable truck necessary to maintain its sales advantage? The Lightning only adds to the mix; a luxury-oriented, full-size electric pickup truck with top-level performance and a 300-plus-mile range.
Available in Pro, XLT, Lariat and Platinum trims, the F-150 Lightning splits its bat tery’s prowess. The Pro trim is available with a smaller-capacity battery; the Platinum is offered only with a higher-capacity battery. The XLT and Lariat are equipped with the smaller-capacity standard, and the higher-capacity optional. The standard-range battery has a 230-mile range; the extended-range battery is 320 miles.
The standard all-wheel-drive system has selectable Normal, Sport, Off-Road and Tow/Haul modes. The reviewed top-line Platinum trim adds features from lower trims and the luxury-loaded Lariat trim, including the 15.5-inch tab let-style Ford SYNC 4A touchscreen infotainment system, an upgraded front grille, 22-inch all-season tires and aluminum-alloy wheels.
That’s plenty, but a tow technology package, max trailer tow package and Ford BlueCruise semi-autonomous driving system are all also in the mix.
Perforated luxury leather-trimmed seats, a twin-panel panoramic moonroof and a Bang & Olufsen 18-speaker amplified surround sound audio system take the Lightning into a higher luxury category. Along with a few other luxury pickup trucks, the new Ford is a small, richly appointed apartment on wheels.
By James RaiaAcceleration: 0-60 mph, 4.0 seconds
Airbags: 6
Fuel economy: 73 MPGe city, 60 MPGe hwy
Horsepower: 580
Suggested Retail Price: $90,474
Manufacturer’s website: ford.com
Price As Tested: $93,509
Warranty: Bumper to bumper, 3 years/36,000 miles; Powertrain, 5 years/60,000 miles; Battery, 8 years/100,000 miles; Corrosion, 5 years/ unlimited mileage; Roadside Assistance, 5 years/60,000 miles
But despite its high-end look, the new Lightning isn’t just for show. It has workhorse capabilities with as much as a 2,235-payload limit (with a standard-range battery) and a tow ing capacity of 10,000 pounds.
Also helpful for buyers keen on gadget versatility, the Lightning has two 120-volt outlets in the cabin, four 120-volt outlets, one USB-C and one USB-A outlet in the front truck, four 120-volt outlets in the bed and one 240-volt outlet in the bed. It’s all part of a 2.4-kilowatt Pro Power Onboard package (a 9.6-kW version is optional).
The Lightning is replete with sur prises, starting with a $50,000 dif ference between the base-level Pro model and the top-line Platinum. Yet there’s only one cab option, the Super Crew, and one bed length, 67.1 inches.
Ford calls its front trunk a Mega Power Frunk. It features power out lets, drain plugs and a 400-pound lim it for cargo. It’s enough space for two medium-sized, soft-sided suitcases.
For mobile work, the large console workspace easily unfolds and expands flat when the gear shift is tucked for ward and flush. When the tailgate is
lowered, a built-in ruler stretches across the interior of the gate.
Exterior surprises include the LED light bar above the front nongrille grille and integrated side steps. There’s also a rear step assist that emerges from the tailgate and snaps back when no longer needed.
The new Lightning is quick, qui et, comfortable and innovative. Is its top-line model worth $93,000 before state and federal rebates? If Ford’s tallies are accurate, more than 200,000 customers are waiting to find out.
Experience the 100% electric Polestar 2. Accelerating from 0-60 in less than 4.2 seconds, this is sustainable design meets superior performance.
Book test drive at polestarnaples.com
Robert Cade, the physician in Florida who with three colleagues invented Gatorade in 1965, quickly vomited the first time he tast ed his own concoction. About 30 years later, Canadian marathon runner Brian Maxwell and his friends debuted a thin, rectangular, hard-as-a-rock chunk called a Powerbar. The two icons of exercise hydration and nutrition reformulated, repackaged and offered in different flavors and are still hugely popular. But now they’ve got plenty of competition.
Sports drinks are a multi-billion-dollar yearly enterprise in the United States. The energy bar business should reach a $1 billion per year sales plateau in the United States within a few years, according to consumer food industry analysts.
In powders, gels, chews, mini-waffles, candy bar lookalikes and peanut butter cup impersonators, energy foods come in all shapes and sizes. In varying verbiage, they’re often touted as “new and im proved.” The products are often made to look delicious … and often fail the taste test.
How the products help or don’t help provide nutritionists plenty to discuss. Are the offerings promoted as energy products generally beneficial, candy bars disguised as dietary wonders or sugar water masked as bonafide hydration replacement?
Barbara Lewin, a registered dietitian and sports nutritionist in Naples, stresses the importance of researching different options and understanding what’s best for individuals’ needs. “It’s import ant to know what you’re looking for and to take the time to read the fine print,” she says.
Depending on exercise choices and weather conditions during outdoor workouts, proper solid food consumption and replenish
By James RaiaDietitians stress the importance for athletes to know their individual supplement needs.
ing fluids are integral to performance and exercise recovery. The more severe the weather and the longer the workout, the more cer tain guidelines can mean the difference between a successful expe rience and a potential disaster.
For endurance athletes, one adage has proven accurate: “Drink before you’re thirsty, eat before you’re hungry.” Other wise, it’s too late.
“When it comes to hydration, most athletes don’t replace all sweat losses due to training and competition,” says Lewin. “And thirst is not a good indicator of dehydration. If you’re out in the elements for over an hour, you most likely should be hydrating with more than plain water. Look for a product that also contains electrolytes—sodium is most important, and many products will not contain adequate amounts. You should look for 250-350 milli grams of sodium per serving.”
Anne Harguth is a registered dietitian with the Mayo Clinic, the national health system with locations from Arizona to Florida. She concurs with Lewin and further succinctly stated the importance of proper nutrition before, during and after exercise.
“Many physiological and nutritional demands occur within the body during exercise,” Harguth says. “As muscles contract, the de mand for oxygen, hydrogen and other key nutrients increases. The human body requires a continuous supply of energy to perform its many functions.”
Lewin, a U.S. Olympic Registry Sports Dietitian whose clients in clude elite amateur and professional athletes, stresses the impor tance of finding a proper balance of nutrients. “Carbohydrates are your main energy source for longer workouts, and can be in liquid form in your sports drink or in the form of bars and gels,” she says. “Generally speaking, liquids are best tolerated. When looking for solid food during workouts, look for products low in fiber and low in fat, as these tend to take longer to digest and can lead to GI issues.
“Many of my clients eat what they would call a ‘clean diet’ ... a plant-focused eating plan with lots of vegetables and low-sugar fruits. The problem with that is there’s very little sodium when you’re not eating processed foods or adding salt, and you could find yourself not feeling so well after a workout. Getting adequate fluids and electrolytes can make a huge difference.”
Waterproof jackets solve a lot of problems—unless the wearer of the garment is active in inclement weather and their gear or equipment also needs to keep dry. One solution is Brella Performance Rain Apparel. Its signature offering is a unisex breath able, spacious, waterproof rain jacket offered at a budget-conscious price. Its motto: “Stay Dry and Look Cool Doing It.”
The “one size fits most” approach doesn’t always work in rain gear, but the oversized Brella—a poncho with structure— fits ideally for men and women who wear a medium to 3XL. Youth or petite sizes and jackets specific for wearers with a disability are also available.
A customizable waist fit with three snaps on either side allows wearers of all shapes and sizes to achieve a comfortable fit, and the adjustments also work for a looser fit when the jacket needs to cover the gear for your activity of choice. It also has several pockets and a detachable hood. Solid, patterned and camouflage colors are available, as is company branding.
Fifteen of the nation’s top super-regional brokerage firms and 14 premiere insurance carriers and wholesalers are collaborating with BTV’s cohort of technology innovators from across the globe. Working in collaboration with the sheer drive to elevate the industry to help our clients identify risks sooner and drive down costs, faster. Learn how the industry’s first broker-led convening platform is lighting the way to maximize technology solutions and amplify innovation within the insurance industry as we know it: BrokerTechVentures.com
Don’t just take time off from work; detach from work. In the ongoing quest for ways to keep our jobs from stressing us out 24/7, more researchers are studying the best ways to relax in our off hours. A recent article in the Annual Review of Organizational Psychology and Organizational Behavior examined ways employees can detach from work. What do we mean by “detach?”
First off, don’t think about work at home. That means checking emails or starting to plan your day ahead of time. The research shows it just gets harder to de-stress if you’re constantly reminded of work. Even waking up energized was more difficult if you spent time the night before worry ing about work. Yes, totally detaching can be challenging. So find activities that help. Outdoor activities such as sports or hiking allow for greater de tachment than more passive activities like watching TV or scanning social media. Creative activities—playing an instrument or creating art—also af
By Justin Paprockiforded high levels of detachment. Va cations, of course, are a perfect time to detach. If you can stomach a full inbox when you get back to the office, consider even removing email from your phone during your trip.
Secondly, escape work during the day. It’s hard to stay focused for eight hours straight. Take microbreaks. Studies have shown that stretching, walking and other physical micro breaks are more beneficial than, say, sitting at your desk scanning Facebook over lunch. And don’t tell your boss, but socializing with a superior during your break actually doesn’t do much to reduce stress.
If all else fails, shape your job. Un fortunately, if you have a stressful job, you’re not going to escape it. Detach ment can help, but as the study notes, people with low-stress jobs have an easier time making the transition to off hours. If you are stuck in a high-stress job, focus on the positive. Studies do show that it becomes easier to detach if you received positive feedback at work or accomplished a big goal or project. Of course, everyone will have tough days. But not dwelling on what went wrong will help you recover at night. Getty
If you are looking for a doctor close to home, want more information about our services, or have a question about NCH, call to speak with one of our representatives about the many healthcare options and physician choices that are here for you, only at the NCH Healthcare System. Call us from 7am to 7pm, 7 days a week at NCH-7777 (239-624-7777).
