Corvias is a company that provides housing and facilities solutions through public-private partnerships with the US military, colleges and universities, and public sector agencies. Their mission is to improve lives through tailored solutions that address infrastructure deficiencies. Since 1998 they have partnered with 26 organizations, investing resources to develop customized solutions. They focus on being the best service provider, workplace, and philanthropic partner in the communities they serve.
The document discusses a campaign to raise private funds for initiatives at the US Air Force Academy that are not covered by federal funding. It aims to raise over $100 million for projects like a Character and Leadership Development Center, enhanced cadet research programs, scholarships, and athletic facilities. The goal is to supplement federal funding and provide additional resources to develop cadets' character and prepare them for leadership roles in an increasingly complex world. Private donations in the past have supported many programs that improve cadets' overall educational experience. The campaign seeks to take these programs and the Academy's excellence to new levels through private philanthropic support.
El documento describe el uso del temporizador TMR0 del microcontrolador PIC16F84A. Explica los registros asociados a TMR0 como TMR0, OPTION e INTCON. Detalla c坦mo configurar el registro OPTION para usar TMR0 como temporizador o contador y seleccionar el prescaler. Tambi辿n cubre c叩lculos para determinar temporizaciones usando TMR0 y un registro auxiliar para temporizaciones mayores a 65.5 ms. Finalmente, presenta un ejemplo de programa para encender y apagar un LED cada 15 ms usando TMR0.
Seat belts have been standard equipment in automobiles for many decades. Since their introduction in the 1950s, they have saved countless lives. However, millions of drivers and passengers continue to eschew their use. For more details Visit: http://www.libertyvillepersonalinjurylawyer.com
The Urban League provides various volunteer and education programs to help African Americans and other community members. Last year, 989 volunteers contributed over 19,000 hours of service worth $436,637. The Urban League's programs served over 4,600 people directly and another 10,000 through outreach. Their mission is to ensure communities of color are educated, employed, and empowered through programs like academic tutoring, job training, career fairs, and community engagement activities.
Seabird College offers a wide variety of Trades Programs. We partner with neighboring institutions to bring programs to the community. To learn more about us, check us out on Facebook, drop by our office or call us at 604-796-6839.
All students are welcome to attend Seabird College.
"Community as a Retention Tool" was presented by Jamie Kidder and Dr. Kevin Kirk of Community Care College and builds on the concepts of community discussed in the series first session, "Integrating New Students Into the Community." During "Community as a Retention Tool," Jamie and Kevin discuss:
Creating a community that creates a well-rounded and balanced scholar
Maintaining the community
The impact of OUR community on THE community
The document provides information about the Bonner Vision and Community Scholars Program. It discusses the program's goals of providing students opportunities for community service and access to education while they develop leadership skills. It aims to strengthen connections between campuses and communities and facilitate cooperation to address local challenges. Key goals include civic engagement, diversity, social justice, and integrating service into academic experiences. The program also hopes to build a consortium of higher education institutions committed to service-learning.
This document provides information about the Bonner Vision and program. It discusses the goals of providing college students opportunities to engage in community service through developmental and financial support. The Bonner program aims to promote access, diversity, civic engagement, community building, social justice, international perspective, and spiritual exploration. It also outlines common commitments for Bonner scholars, including engaging in weekly service, developing as agents of change, serving legitimate community needs, connecting service to studies, and accomplishing inspiring projects. The document summarizes the impact of the four-year Bonner program on student development and skills. It outlines community impact goals around cooperation between campus and community, strengthening a culture of service, and forming a higher education consortium committed to service.
Ohio Campus Compact is a statewide non-profit coalition of college and university presidents working to promote civic engagement in higher education. Their vision is for colleges and universities to advance civic learning and prepare students for active citizenship. Their mission is to help colleges deepen education for social responsibility and improve communities. They provide funding, training, and service opportunities to connect campus resources with community needs.
The document is the annual report from the University Students' Council (USC) of Western University. It provides:
1) A message from the USC President/CEO highlighting the USC's commitment to strategic planning, values, accountability, and stakeholder engagement as outlined in their 2012 Long Term Plan.
2) An overview of the USC's mission, vision, pillars of principle, and executive council members.
3) An executive summary of the USC's successes over the past year, including overhauling their governance structure, record sales in food and beverage, and renovating their conference center. It also discusses creating a new Creative Services Department to streamline design and printing services for
This document is a 2014-2015 community impact report from Freedom First Federal Credit Union. It summarizes the credit union's partnerships and community development initiatives over those two years. Some of the key initiatives discussed include the West End neighborhood revitalization project, a workforce development loan program with CDS Tractor Trailer Training, the Responsible Rides auto loan and financial education program, affordable housing programs, and various impact banking products designed for low-to-moderate income individuals. The report highlights the successes of these programs and emphasizes Freedom First's collaborative approach through partnerships with local organizations.
This document outlines the strategic plan for the Nova Scotia Department of Environment from 2009-2013. It explains that the Department of Environment and Labour was split into two separate departments, with one focusing solely on environmental issues. As a new independent department, the Department of Environment is in the process of defining its goals, priorities, and role. The strategic plan will help guide the department's use of resources to most effectively achieve its environmental objectives over the coming years.
The document outlines a plan by Warner Pacific College to better serve the urban community of Portland, Oregon. It notes that Portland has high rates of unemployment, homelessness, and students not graduating high school. The college's plan includes equipping faculty and students to serve a more diverse population, creating learning communities, forging partnerships with local schools and organizations, and preparing students to be future urban leaders through scholarships, internships, and service opportunities. The overall goal is to address the needs of underserved students and communities in Portland through the college's resources and programs.
Washington Adventist University celebrated its 100th commencement in 2015, having been established in 1904 to prepare students for service. Over the past five years, WAU has experienced strategic transformation, receiving maximum accreditation and achieving several goals. Enrollment reached its highest level at over 1,000 students from around the world. Academic programs received external recognition while partnerships expanded opportunities for students. Several major gifts supported new buildings and scholarships. WAU is poised to become a nationally recognized learning community committed to excellence and service.
Here are some potential powerful questions I would ask Chloe and responses I might get:
1. What inspired your team's vision for a chocolate-covered snail caf辿?
- We took a field trip to the snail ecology lab and were fascinated by their research. We think campus would be interested in learning more about snails through tasty treats!
2. What strengths and resources does your team bring that will help make this vision a reality?
- Our recipes have been a big hit at Fine Dining Club events. The food services manager is excited to work with student entrepreneurs. The lab intern can educate customers about snail ecology.
3. What are some potential challenges and how can your team address them?
Academic Plan Executive Summary 091709Jenny Darrow
油
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholdersstudents, parent, community, system and legislatorsare demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goalachieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
This annual report from Everett Community College provides an overview of the college's activities and accomplishments in 2013. Key points include:
- Enrollment increased to over 19,000 students despite state funding declines. The college completed $150 million in construction projects including a new health sciences building.
- Initiatives to improve student success and graduation rates, such as mandatory advising and increased scholarships, showed promising early results. Over 2,200 degrees and certificates were awarded.
- Partnerships with local schools and industries helped launch new programs in aerospace composites and nursing. Continuing education also trained over 200 Boeing employees.
- International enrollment and activities promoting cultural pluralism grew substantially. The baseball team won its first regional
The South Central Community Action Program (SCCAP) 2010 annual report summarizes the organization's activities and accomplishments from the previous year. It notes that economic hardship for many families in the region continued due to national economic trends. SCCAP expanded many of its key programs in 2010, including Head Start, weatherization assistance, and an employment training program. The report highlights increased funding that allowed these expansions, and details statistics such as the number of homes weatherized, families assisted, and other outputs of SCCAP's programs. It closes by reaffirming SCCAP's commitment to empowering people and families to reach their potential.
The document summarizes Elizabeth City State University's new 2020-2025 strategic plan called "Forging Our Future." It was created through a collaborative process involving students, alumni, faculty, staff, and community partners. The plan aims to help ECSU adapt to challenges in higher education like declining enrollment through six main goals: academic excellence, student experience, sustainable growth, institutional advancement, and operational excellence. It discusses strategies like expanding academic programs, improving the student experience, increasing enrollment, advancing the university's brand and fundraising, and cultivating a culture of accountability and transparency. The strategic plan outlines how ECSU will continue its mission and serve the community during this time of change in higher education.
Top Bay Area Middle-Secondary Level Education Nonprofits to Give ToPhilanthropedia
油
Philanthropedias mission is to improve nonprofit effectiveness by directing money to and facilitating discussion about expert recommended high-impact nonprofits.
Yarraville to Williamstown Corridor Study REPORT- finalHelen Rodd
油
The document examines the potential for partnerships between three Learn Local organizations in Melbourne's inner west: Outlets Cooperative Neighbourhood House, Yarraville Community Centre, and Williamstown Community and Education Centre. It profiles each organization and explores their commonalities and relationships. The study aims to assess opportunities to strengthen partnerships between the organizations to better serve their communities through increased training opportunities, organizational sustainability, and efficiency.
The document is about the Management Student Association (MSA) at the University of British Columbia Okanagan. It provides information about the MSA's mission and activities. The MSA represents over 850 management students and acts as a liaison between students and the business community. It provides opportunities like competitions, conferences, and networking events. The MSA is seeking corporate sponsors to support these events and activities in order to further the growth and development of students.
This article discusses Julia Hulme, an animation graduate from Loyalist College who now works as a 3D specialist at Research Casting International (RCI) reconstructing dinosaur fossils. After a work placement at RCI during her studies, Julia was offered a full-time job where she uses her 3D skills from Loyalist to build digital models and full skeletons of dinosaurs from fossils that are up to 65 million years old. The article highlights RCI's work providing museum exhibits worldwide and its collaboration with Loyalist College by hiring animation graduates. It also recognizes RCI founder Peter May for receiving entrepreneurship awards for his successful business.
Please take a moment to check out the following information about LCC & Partners WORKFORCE INITIATIVES & SCHOLARSHIPS. Our partners are listed. As a partner with community service providers, agencies, and organizations LCC aims to enrich the quality of life on a local level by providing career options to those looking to make a change in their lives. Together with these individuals, organizations, and community agencies, LCC works towards providing new and innovative opportunities to the unemployed and underemployed. LCCs strategic partnerships assist in economic development by bridging the gap between skilled workers and available positions in local health care facilities.
LCC is also involved in an organizational capacity working in cooperation with local governments and government agencies at the city and state level to grow, expand, and spread the LCC learning experience throughout the communities that seek the opportunity to engage in this educational platform.
LCCs healthcare training programs include:
Clinical Medical Assistant
Administrative Medical Assistant
Billing and Coding Specialist
EKG Technician
Phlebotomy Technician
Community Investment Annual Report.PDFJason French
油
Cheniere Energy achieved significant milestones in 2015 including beginning operations at its Sabine Pass liquefaction facility and reaching a final investment decision on its Corpus Christi facility. The company is proud to invest in local communities through programs like its Craft Development Program, Youth LEAD Council, and Ambassador Grant Program. In 2015, these programs supported various causes such as outdoor classrooms, senior citizens, and workforce training initiatives. Cheniere remains committed to investing in the communities where it operates.
The document outlines the mission, vision, values, and strategic objectives of NUS Scotland. The vision is for NUS Scotland to be a pioneering organization that fights barriers to education, empowers students to shape their learning experience and world, and supports democratic and well-resourced student associations. The core values are equality, democracy, and collectivism. The strategic objectives include securing fair funding for education, shaping the student learning experience, ensuring the health of student associations, promoting equality and diversity, and ensuring good governance and management of NUS Scotland.
This document provides information about the Bonner Vision and program. It discusses the goals of providing college students opportunities to engage in community service through developmental and financial support. The Bonner program aims to promote access, diversity, civic engagement, community building, social justice, international perspective, and spiritual exploration. It also outlines common commitments for Bonner scholars, including engaging in weekly service, developing as agents of change, serving legitimate community needs, connecting service to studies, and accomplishing inspiring projects. The document summarizes the impact of the four-year Bonner program on student development and skills. It outlines community impact goals around cooperation between campus and community, strengthening a culture of service, and forming a higher education consortium committed to service.
Ohio Campus Compact is a statewide non-profit coalition of college and university presidents working to promote civic engagement in higher education. Their vision is for colleges and universities to advance civic learning and prepare students for active citizenship. Their mission is to help colleges deepen education for social responsibility and improve communities. They provide funding, training, and service opportunities to connect campus resources with community needs.
The document is the annual report from the University Students' Council (USC) of Western University. It provides:
1) A message from the USC President/CEO highlighting the USC's commitment to strategic planning, values, accountability, and stakeholder engagement as outlined in their 2012 Long Term Plan.
2) An overview of the USC's mission, vision, pillars of principle, and executive council members.
3) An executive summary of the USC's successes over the past year, including overhauling their governance structure, record sales in food and beverage, and renovating their conference center. It also discusses creating a new Creative Services Department to streamline design and printing services for
This document is a 2014-2015 community impact report from Freedom First Federal Credit Union. It summarizes the credit union's partnerships and community development initiatives over those two years. Some of the key initiatives discussed include the West End neighborhood revitalization project, a workforce development loan program with CDS Tractor Trailer Training, the Responsible Rides auto loan and financial education program, affordable housing programs, and various impact banking products designed for low-to-moderate income individuals. The report highlights the successes of these programs and emphasizes Freedom First's collaborative approach through partnerships with local organizations.
This document outlines the strategic plan for the Nova Scotia Department of Environment from 2009-2013. It explains that the Department of Environment and Labour was split into two separate departments, with one focusing solely on environmental issues. As a new independent department, the Department of Environment is in the process of defining its goals, priorities, and role. The strategic plan will help guide the department's use of resources to most effectively achieve its environmental objectives over the coming years.
The document outlines a plan by Warner Pacific College to better serve the urban community of Portland, Oregon. It notes that Portland has high rates of unemployment, homelessness, and students not graduating high school. The college's plan includes equipping faculty and students to serve a more diverse population, creating learning communities, forging partnerships with local schools and organizations, and preparing students to be future urban leaders through scholarships, internships, and service opportunities. The overall goal is to address the needs of underserved students and communities in Portland through the college's resources and programs.
Washington Adventist University celebrated its 100th commencement in 2015, having been established in 1904 to prepare students for service. Over the past five years, WAU has experienced strategic transformation, receiving maximum accreditation and achieving several goals. Enrollment reached its highest level at over 1,000 students from around the world. Academic programs received external recognition while partnerships expanded opportunities for students. Several major gifts supported new buildings and scholarships. WAU is poised to become a nationally recognized learning community committed to excellence and service.
Here are some potential powerful questions I would ask Chloe and responses I might get:
1. What inspired your team's vision for a chocolate-covered snail caf辿?
- We took a field trip to the snail ecology lab and were fascinated by their research. We think campus would be interested in learning more about snails through tasty treats!
2. What strengths and resources does your team bring that will help make this vision a reality?
- Our recipes have been a big hit at Fine Dining Club events. The food services manager is excited to work with student entrepreneurs. The lab intern can educate customers about snail ecology.
3. What are some potential challenges and how can your team address them?
Academic Plan Executive Summary 091709Jenny Darrow
油
Executive Summary - This academic plan outlines the multi-dimensional efforts of Keene State College and the Division of Academic Affairs to achieve academic excellence. It comes at a time in history when it will not be enough for educational institutions to be known for the physical attributes of their campus or community, or the measures of the many inputs that historically have equated with status in the educational pecking order. Our stakeholdersstudents, parent, community, system and legislatorsare demanding evidence of real educational outcomes, which are captured best in one overarching College strategic goalachieving academic excellence. The institutions that rise to this new challenge will succeed and prosper, while those that do not will languish. While the Division of Academic Affairs at Keene State College has primary responsibility for meeting this challenge, our success will depend on the creative energies and hard work of the entire College community.
This annual report from Everett Community College provides an overview of the college's activities and accomplishments in 2013. Key points include:
- Enrollment increased to over 19,000 students despite state funding declines. The college completed $150 million in construction projects including a new health sciences building.
- Initiatives to improve student success and graduation rates, such as mandatory advising and increased scholarships, showed promising early results. Over 2,200 degrees and certificates were awarded.
- Partnerships with local schools and industries helped launch new programs in aerospace composites and nursing. Continuing education also trained over 200 Boeing employees.
- International enrollment and activities promoting cultural pluralism grew substantially. The baseball team won its first regional
The South Central Community Action Program (SCCAP) 2010 annual report summarizes the organization's activities and accomplishments from the previous year. It notes that economic hardship for many families in the region continued due to national economic trends. SCCAP expanded many of its key programs in 2010, including Head Start, weatherization assistance, and an employment training program. The report highlights increased funding that allowed these expansions, and details statistics such as the number of homes weatherized, families assisted, and other outputs of SCCAP's programs. It closes by reaffirming SCCAP's commitment to empowering people and families to reach their potential.
The document summarizes Elizabeth City State University's new 2020-2025 strategic plan called "Forging Our Future." It was created through a collaborative process involving students, alumni, faculty, staff, and community partners. The plan aims to help ECSU adapt to challenges in higher education like declining enrollment through six main goals: academic excellence, student experience, sustainable growth, institutional advancement, and operational excellence. It discusses strategies like expanding academic programs, improving the student experience, increasing enrollment, advancing the university's brand and fundraising, and cultivating a culture of accountability and transparency. The strategic plan outlines how ECSU will continue its mission and serve the community during this time of change in higher education.
Top Bay Area Middle-Secondary Level Education Nonprofits to Give ToPhilanthropedia
油
Philanthropedias mission is to improve nonprofit effectiveness by directing money to and facilitating discussion about expert recommended high-impact nonprofits.
Yarraville to Williamstown Corridor Study REPORT- finalHelen Rodd
油
The document examines the potential for partnerships between three Learn Local organizations in Melbourne's inner west: Outlets Cooperative Neighbourhood House, Yarraville Community Centre, and Williamstown Community and Education Centre. It profiles each organization and explores their commonalities and relationships. The study aims to assess opportunities to strengthen partnerships between the organizations to better serve their communities through increased training opportunities, organizational sustainability, and efficiency.
The document is about the Management Student Association (MSA) at the University of British Columbia Okanagan. It provides information about the MSA's mission and activities. The MSA represents over 850 management students and acts as a liaison between students and the business community. It provides opportunities like competitions, conferences, and networking events. The MSA is seeking corporate sponsors to support these events and activities in order to further the growth and development of students.
This article discusses Julia Hulme, an animation graduate from Loyalist College who now works as a 3D specialist at Research Casting International (RCI) reconstructing dinosaur fossils. After a work placement at RCI during her studies, Julia was offered a full-time job where she uses her 3D skills from Loyalist to build digital models and full skeletons of dinosaurs from fossils that are up to 65 million years old. The article highlights RCI's work providing museum exhibits worldwide and its collaboration with Loyalist College by hiring animation graduates. It also recognizes RCI founder Peter May for receiving entrepreneurship awards for his successful business.
Please take a moment to check out the following information about LCC & Partners WORKFORCE INITIATIVES & SCHOLARSHIPS. Our partners are listed. As a partner with community service providers, agencies, and organizations LCC aims to enrich the quality of life on a local level by providing career options to those looking to make a change in their lives. Together with these individuals, organizations, and community agencies, LCC works towards providing new and innovative opportunities to the unemployed and underemployed. LCCs strategic partnerships assist in economic development by bridging the gap between skilled workers and available positions in local health care facilities.
LCC is also involved in an organizational capacity working in cooperation with local governments and government agencies at the city and state level to grow, expand, and spread the LCC learning experience throughout the communities that seek the opportunity to engage in this educational platform.
LCCs healthcare training programs include:
Clinical Medical Assistant
Administrative Medical Assistant
Billing and Coding Specialist
EKG Technician
Phlebotomy Technician
Community Investment Annual Report.PDFJason French
油
Cheniere Energy achieved significant milestones in 2015 including beginning operations at its Sabine Pass liquefaction facility and reaching a final investment decision on its Corpus Christi facility. The company is proud to invest in local communities through programs like its Craft Development Program, Youth LEAD Council, and Ambassador Grant Program. In 2015, these programs supported various causes such as outdoor classrooms, senior citizens, and workforce training initiatives. Cheniere remains committed to investing in the communities where it operates.
The document outlines the mission, vision, values, and strategic objectives of NUS Scotland. The vision is for NUS Scotland to be a pioneering organization that fights barriers to education, empowers students to shape their learning experience and world, and supports democratic and well-resourced student associations. The core values are equality, democracy, and collectivism. The strategic objectives include securing fair funding for education, shaping the student learning experience, ensuring the health of student associations, promoting equality and diversity, and ensuring good governance and management of NUS Scotland.
2. 2
Who We Are
Corvias [kor-vee-us] cor meaning heart and via by way of
John G. Picerne, Founder, established Corvias to reflect our
commitment to serving by way of the heart, since it represents
the driving force behind everything that we do. At the heart of our
organization is our mission to improve lives.
We are one company, with one mission: Living Made Better速. We work
on behalf of the U.S. military, colleges and universities and public sector
agencies to deliver tailored solutions that remedy some of Americas
most challenging deficiencies in infrastructure and facilities caused by
budgetary constraints and chronic underinvestment.
Since 2001, we have developed 26 concurrent partnerships, offering
each partner an investment of time, personnel, and resources to develop
the best solution for that program. We pursue alliances where our
unique, but proven partnership model, dramatically improves quality
of life, while simultaneously improving the financial strength and
infrastructure for our partner.
During the early
stages of the Armys
public-private military
housing program, I
told those in charge
of selecting private
firms to participate
in the program that
they should look into
the heart of the firms
CEOs, so they could
make sure they were
going to get the kind
of partners needed for
this important housing
initiative. In John
Picerne, we all saw
someone with exactly
the kind of heart we
wanted on our team.
Geoffrey G. Prosch
Former Deputy Assistant
Secretary of the Army
(Installations and Environment)
Enriching the
quality of life
for our service
members and
their families
in 25,000
homes across
the country
3. 3
Core Principles
To materially improve the lives of the people our projects
touch has always been the essence of our mission:
Living, Made Better速.
All Corvias companies are governed by three
unshakeable core principles:
To be the
best provider
of services.
To be the
best place
to work.
To generously
give back to the
communities in
which we serve.
4. 4
G
GT
W
Making Today a Better Tomorrow
Founded in 2006 as the charitable arm of Corvias Group, Corvias Foundation works to increase access
to educational, internship, mentoring, and volunteering opportunities so that those who are touched are
empowered to pursue their dreams and to make a greater impact in service of their communities and
their nation.
Funding Education
We see first-hand the exciting potential of the next generation of
leaders, and of the colleges and universities that shape them. Corvias
Foundation focuses on direct educational support to students who are
striving to reach higher. Corvias Foundation helps individuals exceed
their personal, educational and professional development goals through
significant scholarships and grants, internships, academic support,
and access to mentors. Our scholarships are uniquely empowering for
college-bound students because they provide reliable, recurring financial
assistance over their four years of study, as well as a support network
that is committed to their academic and professional growth.
Giving Back
Corvias Foundation works with a wide variety of partners, including
students, charitable organizations, employees, military installations,
colleges and universities, and many more, to perform strategic
philanthropic outreach. Corvias Foundation also creates customized,
impactful volunteer experiences in the communities and campuses
where we live and serve. Through giving back days, organized outreach
projects, donation matching, and national campaigns, Corvias Foundation
encourages and empowers individuals to find ways to identify and impact
deserving people and organizations across the country.
Creating Connections
Our partners, donors, mentors, and all scholarship and educational
grant recipients become members of the Corvias Foundation family
devoted to mutual support, encouragement, and inspiration. Foundation
staff works closely with our scholars to ensure success in academic
and professional development, and to foster an enduring aspiration
towards self- and community-improvement. Corvias Foundation works
together with students, colleges and universities, military families and
our employees to empower individuals to reach higher and contribute
to communities in a more meaningful way. By working together and
utilizing the connections that we make through the Foundation, the
Corvias Foundation family is a network dedicated to reaching higher in
personal, professional, and philanthropic endeavors.
5. 5
GENEROUSLY
GIVING BACKTO THE COMMUNITIES IN
WHICH WE LIVE AND SERVE
$5.9 million
Total amount
awarded to date
22,000+
Hours in
community
service
320
Scholarship
and educational
grants awarded
$350,000
Amount in direct
donations
$300,000+
Amount in employee-足
directed community
giving and outreach
We are proud to have Corvias Foundation as a member of the Red Sox 'Foundation
Nation' team. Through contributions like this one, the Red Sox Foundation can continue
its vital support of this important program in treating the invisible wounds of war and
supporting our nations heroes.
Gena Borson, Executive Director, Red Sox Foundation
6. 6
Living, Made Better.速
We build communities that improve
the resident experience and the
overall mission of our partners.
Were committed to designing
communities that offer a strong
sense of belonging and help
residents to identify as proud
members of their community.
7. 7
The Corvias approach is different. It is a broader more holistic
approach that forges a meaningful partnership for the campus
housing assets between the university and Corvias. I believe their
model is strong.
David A. Kadamus
President and CEO, Sightlines
Realized savings are
reinvested back into
the program to
ensure sustainability.
TAILOR-MADE
SOLUTIONS
PARTNERSHIP
Access to Innovative
Financing Solutions
REINVESTMENT
ACCOUNT
OPEX AND
PERFORMANCE-
BASED FEES
SAVINGS/CASH
F
LOW F
U
N
DINGSTREAM
Our approach
In our partnerships with the U.S. Military, colleges universities and public sector agencies, we leverage our
alternative delivery model to develop sustainable, tailor-made solutions. Combining innovative design,
construction, access to private financing and long-term project management allows us to accelerate project
timelines, reduce costs and ensure surety of execution. As a privately owned firm, we focus on our partners
best-interests and long-term sustainable project reinvestment, rather than the competing pressure of
maximizing shareholder returns.
8. 8 9
92,000 BEDS
10 STATES
15+ YEARS
Picerne
Military
Housing
University
System
of Georgia
Partnership
Clean Water
Partnership,
Prince Georges
County, MD
1998 2002 2003 2006 2008 2009 2011 2012 2013 20142004
92,755BEDS
Fort Meade,
MD
Fort Bragg,
NC
Fort Polk,
LA
Fort Sill,
OK
Randolph
Pointe at
Fort Bragg
Aberdeen
Proving
Ground,
MD
New School
Construction
Seitz
Elementary
(Fort Riley)
School
Renovation
Ware
Elementary
(Fort Riley)
Edwards AFB, CA
Eglin AFB, FL
Eielson AFB, AK
Hurlburt Field, FL
McConnell AFB, KS
Seymour Johnson
AFB, NC
Fort Rucker,
AL
Fort Riley,
KS
John Picerne
Establishes
Private
Foundation
Alabama
College of
Osteopathic
Medicine
(ACOM)
Reece
Crossings at
Fort Meade
Our History
Founded in 1998 as Picerne Military Housing, Corvias Group is a privately
held partnership development firm with a diversified national presence.
For the past 15 years, our innovative public-private partnership model has
helped our military, higher education and state and local government
partners solve their toughest facilities and infrastructure challenges.
9. 10
Corvias Military Living
Corvias Military Living was founded in 1998 to provide dramatically improved housing for Americas
service members and their families. Through the Military Housing Privatization Initiative (MHPI), the
U.S. Army and U.S. Air Force has selected Corvias Military Living to manage more than 25,000 homes
from Alaska to Florida.
Fort Meade, MD
2,627
Reece Crossings,
MD
432
Fort Bragg, NC
6,238
Randolph Pointe,
NC
412
Fort Polk, LA
3,661
Fort Rucker, AL
1,476
Fort Riley, KS
3,827
Fort Sill, OK
1,728
Aberdeen Proving
Ground, MD
372
Edwards AFB, CA
741
Eglin AFB, FL
747
Eielson AFB, AK
898
Hurlburt Field, FL
404
McConnell AFB,
KS
364
Seymour Johnson
AFB, NC
708
10. 11
Corvias Campus Living
Corvias Campus Living was founded to help colleges and universities turn housing challenges into opportunities
through innovative, long-term partnerships. From developing Summerfield Square
, the Alabama College
of Osteopathic Medicines first on-campus community designed for medical students, to our truly innovative
partnership with the University System of Georgia, we help prioritize the on-campus housing needs for
todays and tomorrows students.
Armstrong State
University, GA
1,239
Alabama College
of Osteopathic
Medicine, AL
230
Coastal College of
Georgia, GA
570
Columbus State
University, GA
984
Dalton State
University, GA
365
East Georgia
State College, GA
414
Georgia Regents
University, GA
724
Georgia State
University, GA
3,474
University of North
Georgia, GA
854
Abraham Baldwin
Agricultural
College, GA
1,324
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Corvias Solutions
Corvias Solutions partners with public sector institutions to solve their toughest environmental, energy
and infrastructure challenges. Our first-of-its-kind, 30-year partnership with Prince Georges County
demonstrates the adaptability of our public-private-partnership by addressing environmental regulatory
requirements for stormwater management, while also strengthening local economic development.
Integrated: A holistic solution that delivers better, more efficient
program management, design, installation and maintenance services.
Affordable: A proven program spanning not just upfront capital cost
but the full investment lifecycle, including long-term operations and
maintenance providing about twice the acres in half the time at a
fraction of the cost of traditional procurement practices.
Long-Term: The 30-year Partnership will retrofit 2,000 acres
with Corvias managing the design, construction and long-term
maintenance, ensuring proper implementation and management of
stormwater assets that are maintained over their full lifecycle.
Stormwater Center of Excellence: The Partnership will position
Prince Georges County as a Stormwater Center of Excellence within
the County by linking County-based businesses with opportunities
supported by training and education programs at existing local
and community organizations like Prince Georges Community
College. This includes the development of a mentor-prot辿g辿 network
to enhance skill levels and utilization of local, small and minority
businesses in 30-40% of total project scope.
Connections: We invest significantly in community outreach
including ongoing engagement with our Partners, County residents,
community organizations and local businesses.
30 year
full life-cycle
partnership
$100 million
for phase I
30-40%
of project scope
performed by local, small
and minority-owned
businesses
2,000 acres
in phase I
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The Clean Water Partnership
for Prince Georges County
will redefinehow stormwater challenges are
addressed across the country.
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Our Road to Growth
Campus Living
Provide all facility
services, current and
future construction and
development needs at nine
USG campuses across the
state with 6,195 existing
beds and the construction of
3,653 new beds
Solutions
Retrofit 2,000 acres of
storm water management
infrastructure in Prince
Georges County, Maryland
by 2020.
Expand into solar power
Military Living
Organize and sustain the
current inventory of 13 Air
Force and Army military
installations
Complete the Initial
Development Phase of work
for the Air Force
Continue to work with our
partner to define better
living conditions for single
soldiers in both barracks and
apartment homes
GROWTH PLAN
Help identify and
create new business
opportunities on our
current installations.
2018
2025
2020
5 Additional
Partnerships
26 Partnerships
41
Partnerships
68 Partnerships
GROWTH PLAN
2015
2018
2025
2020
76 Partnerships
200,000
Beds
3 Additional
Partnerships
28 Partnerships
GROWTH PLAN
2015
Retrofit
200,000
Acres
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If you want to be
extraordinary, you
cant fall back on
ordinary behaviors.
John G. Picerne, Founder and CEO
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Corvias Group
1405 S. County Trail
Suite 530
East Greenwich, RI 02818
info@corvias.com
Corvias Military Living
7437 Village Square Drive
Suite 205
Castle Pines, CO 80108
militaryliving@corvias.com
Corvias Campus Living
200 Regency Forest Dr.
Suite 320
Cary, NC 27518
campusliving@corvias.com
Corvias Solutions
1801 McCormick Drive
Suite 280
Largo, MD 20774
corvias.solutions@corvias.com
Corvias Foundation
210 5th Avenue S.
Suite 202
Edmonds, WA 98020
info@corviasfoundation.org
To learn more about our innovative partnerships, please visit
Corvias.com or contact us directly.
20 offices in 12 states across the US:
@corviasgroupCorvias Group
5.2015-V1
Aberdeen Proving Ground, MD 則 Atlanta, GA 則 Dothan, AL 則 Edwards AFB, CA 則 Eglin AFB, FL 則 Eielson AFB, AK 則 Fort Bragg, NC
Fort Meade, MD 則 Fort Polk, LA 則 Fort Riley, KS 則 Fort Rucker, AL 則 Fort Sill, OK 則 Hurlburt Field, FL 則 McConnell AFB, KS 則 Seymour Johnson AFB, NC