This document provides a summary of Rock H. Schuler's professional experience and qualifications. It outlines his experience leading fundraising, business development, and marketing efforts for several non-profit organizations, helping to increase fundraising results and expand services. It also details his experience managing entire non-profit organizations as CEO. His background demonstrates strategic planning, new program development, and expanding fundraising capacity from scratch at multiple organizations.

1. Rock H. Schuler, DMin, CFRE
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R O C K H . SC H U L E R , D M IN , CFR E
415 Brighton Dam Road Cell: 301-455-5437
Brookeville, MD 20833 rockschuler@verizon.net
N-F-P FUND DEVELOPMENT, ORGANIZATIONAL ADVANCEMENT & OUTREACH
Strategic Analysis & Planning  New Funding Development & Project Implementation
Proposal & Grant Writing  Major Donor & Planned/Legacy Giving  Fundraising Events
Corporate Partnership Programs  Direct Mail Solicitations  Annual Fund Drive
Capital Campaigns  Cost Control  Board Development & Relations  Executive Management
Volunteer Recruitment, Training & Retention  Public Relations & Community Outreach
Government Contracting  Organizational Reengineering and Capacity Building
 Innovative, entrepreneurially-minded and dedicated executive valued for assessing
incipient and ongoing opportunities and designing, building and realizing effective fund
development and advancement strategies: built Development capacity at THC from 1.34
FTEs to 6.5, increasing results from $5M (2013) to @$15M (2015); added never-before-
conducted employee and individual solicitations and corporate sponsorships; increased
contracted proposal writing capacity from 1 application to 3 simultaneously at minimal
additional cost; secured FY17 through 11/15/16 $4,400,727; initiated, implemented and
modified Benevon model; project lead or co-lead on multiple business development
initiatives involving complex funding streams, including subsidiary acquisition, clinic
renovations, new-build funding and telemedicine; establishing an affiliated Foundation;
direct report to the CEO and member of the Executive Leadership Team for our $40M
agency; manage Fund/Business Development and Marketing Departments with a
combined staff of 6.5 and significant contractor relationships, project start-
up/implementation responsibilities and two Department budgets totaling $1.5M.
 Compelling fundraising strengths — built THC Development capacity from scratch;
incorporated 3,000 name donor base and grants management from acquired agency;
achieved results (noted above) in less than two years. Previous company: increased donor
base 26% and individual donations over 100%; major donations in 5/6 figures with major
donation threshold up 67% and major donors up 94%; played leading role through
fundraising, community outreach, business development and project management in growth
from a $17M to a $40M agency over five years.
PROFESSIONAL HISTORY
Total Health Care, Inc. (THC), Baltimore, MD 01/2015 – Present
A $40 million non-profit agency with 500 employees and contractors.
Vice President of Development (Fundraising and Business Development) and
Marketing; Executive Leadership Team
Head of Development and Marketing departments responsible for individual and institutional
fundraising, new business development, funded projects start-up/implementation,
marketing, community outreach and advocacy. Staff reports include Director of Marketing,
Director of Major Gifts, New Project Director/Grants Manager and Grants Coordinator.
Contractor relationships include Benevon (fundraising), Hanover Research (grants/proposals
writing), and GDI (ad/marketing company).
 Leading in the development and implementation of agency strategic initiatives,
including the ground-up creation of Fund Development capacity, especially with
respect to individual and major donors, employee and Board donors, and increased
institutional funding via private and public grants;

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 Facilitated the incorporation of new Development staff, policies/procedures and
functions into existing Department and agency personnel, priorities and practices;
 Facilitated the incorporation into THC of an acquired non-profit’s donor base and
existing grants, including the integration of systems, policies and procedures and
outreach to the acquired agency’s major and institutional donors;
 Working to create an affiliated Foundation Board to oversee all fundraising, award
intra-company program grants, and manage all agency investments;
 Working on funding packages for two facility renovations and one new build,
incorporating government grants, capital fundraising and the exploration of bond
financing, New Market tax credits and EB5 investments;
 Added fundraising communication support to existing Marketing efforts and secured
funding for the same;
 Recast agency branding with the creation of a new logo and in-process website and
mobile platform redevelopments, redevelopment of all digital and hardcopy branding
materials, and enhancement of social media efforts;
 Increased Development Department staff from 1.34 FTEs to 6.5 and (at minimal
cost) grant/proposal writing capacity from one-at-a-time to three simultaneously;
 Advocate for agency mission and clients in public forums and private settings,
individually and collaboratively, within both government and private-sector settings.
Community Residences, Inc., Chantilly, VA 11/2008 – 12/2014
A $40 million non-profit agency with 400 employees.
Director of Development and Public Relations; Executive Management Team;
Secretary of the Corporation; Foundation Board Liaison
Senior executive department head responsible for agency advancement, new business
development, new contract negotiations, project implementation, all fundraising, volunteer
recruitment/management, communications/marketing/community outreach and advocacy.
Staff reports include Director of Business Development, agency Project Director, Assistant
Director of Development and a PR/Volunteer Coordinator.
 Joined in leading the development and implementation of agency strategic initiatives,
including a multi-million dollar capacity building initiative/business plan undertaken
as a proactive response to dynamic sector changes;
 Worked with our Foundation Board to create a $500,000 revolving fund for new
program starts;
 Facilitated the doubling of Maryland division revenue and expansion of its customer
base to the largest in the agency;
 Funded an unprecedented independent apartment program with a $734,000
competitively awarded Va. Housing Trust Fund low interest loan and Fairfax CDBG
competitively awarded grants totaling over $1M;
 Funded and gained community support for the agency's first-ever build-to-suit
program valued at over $1.75M;
 Increasing funds-raised by double digits annually, from $434,000 upon hire to over
$9.3M my final year;
 Developed new community partnerships in Anne Arundel, Fairfax and Arlington
Counties resulting in collaborative ventures and new contracts valued from the tens-
of-thousands to several million;
 Achieved one of the highest Departmental customer-satisfaction ratings in our
agency;
 Secured funds and agency approval for the quadrupling of community Volunteer
recruitment, utilization and management capacity;

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 Recast agency branding with the redevelopment of all digital and hardcopy branding
materials, in coordination with fundraising efforts and the ongoing strategic
repositioning of the agency's services;
 Expanded the Development Department's scope of responsibility to include
Community Outreach (PR, Communications and Advocacy); Strategic Plan and
Project Direction/Implementation; Business Development; Volunteer Recruitment
and Management; and Corporate Secretarial duties;
 Increased Department staff from 1.5 FTEs to 5 FTEs;
 Advocated for agency mission and clients in public forums and private settings,
individually and collaboratively, within both government and private-sector settings,
often as the primary agency spokesperson apart from the CEO.
St. John’s Episcopal Church/School, Olney, MD 11/2006 – 11/2008
A 1,000 member congregation and 300-student school.
President & CEO of the Corporation (Parish, School, African Palms)
Managed operations and raised funds for parish and African Palms, including a staff of 13
and a budget of $700,000; exercised supervisory responsibility over the School Head,
working as the Vice-Chair of the School Board in close collaboration with the School Board
Chair and other Board members to oversee and raise funds for this $4M, K-8 school.
Worked with African Palms, a wholly-owned international business enterprise generating
sales revenue – work entailed collaboration with its separate Board of Directors, especially
to award and monitor the implementation of $250k annually in micro-economic
development grants throughout Africa.
 Increased membership and fundraising approximately 13%;
 Initiated African Palms’ operational audit and organizational strategic planning,
resulting in a new mission statement and strategic plan development, the
implementation of which was primarily my responsibility;
 Streamlined African Palms' business operations through staff and space efficiencies;
 Improved African Palms' marketing: digital (via a new website) and direct (via
targeted mailings), resulting in a 20% increase in sales;
 Codified African Palms' business dealings with East African Palm supplier by
implementing a contractual relationship that outlined expectations;
 Restructured parish staff, budget, and operational space, producing a $50,000
annual budget savings;
 Worked with the School Head to support School initiatives, especially regarding
international partnering, and to create a Development department and cross-
pollinate parish/school giving.
CHRIST CHURCH EPISCOPAL, Norcross, GA 11/2004 – 10/2006
A 1,200 member congregation.
President and CEO
Managed day-to-day organizational operations with a staff of 15 and a $685,000 budget,
including an associated revenue-producing retail shop; supervised the Executive Director of
Rainbow Village, an affiliated affordable housing and social services provider; conducted or
directly involved in annual and special fundraising for congregation and Rainbow Village.
 Increased active membership by approximately 30% and fundraising by nearly 60%;
 Obtained major donor gifts in the 5-figures for outreach work, including for homeless
individuals, medically needy members, and Katrina evacuees, in large part through

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collaboration with Rainbow Village, an independent Housing Agency sponsored by the
parish;
 Facilitated organizational strategic planning and resulting restructuring, including the
development of new by-laws, the revamping of payroll practices, and the creation of
a Policies and Procedures Manual which included a Personnel component;
 Ordered, disseminated, and interpreted a demographic study for purposes of long-
term strategic planning;
 Successfully incorporated a large and growing Hispanic contingency (34% of all
members) into the existing membership base;
 Oversaw and managed improvements to technological infrastructure, including the
redesign of the parish web page;
 Maximized utilization of an abundance of building space, creating mutually
advantageous relationships with both non-profit and for-profit entities;
 Increased retail shop hours with a resulting increase in sales of 5%;
 Settled via personal and non-legal intervention a pre-existing lawsuit against the
parish.
Trinity Behavioral Health/
Church of the Holy Trinity, Lansdale, PA 3/1994 – 10/2004
An outpatient recovery program and a 500 member congregation.
President and CEO
Managed this congregation with a $320,000 operating budget that under my leadership
developed multiple large scale community health, housing and outreach projects, including
Trinity Behavioral Health, an outpatient addictions recovery center with 30+ employees and
a $500,000 budget.
 Increased membership 67%, attendance 50%, fundraising 59%, budget 145%,
endowment 455%, and Church School attendance 122%;
 Managed a successful capital campaign for building improvements/preservation;
solicited and obtained six figure pledges;
 Strategic planning and implementation resulted in a new mission statement and
increased focus on tangible member services and value, especially regarding
education and community involvement;
 Developed (with consultants whom I supervised), funded and managed (during start-
up) Trinity Behavioral Health;
 Developed, in close collaboration with the Community Housing Authority in Lansdale,
a men’s long-term transitional housing program (“Ezra House”);
 Assisted in the formation of the “Center for Baptismal Living” and "Mwamba
Ministries" - separate 501(c)(3) entities;
 Sponsored and funded the acculturation of six Sudanese refugees (this, along with
"Mwamba Ministries," entailed extensive travel in East Africa);
 Engaged in community outreach on behalf of local issues; resulted in joining an
invitation-only community leaders’ tour of Israel and the Occupied Territories.
TRINITY BEHAVIORAL HEALTH, 1999 – 2002
Lansdale, Pennsylvania
CEO 1999-2002 and Interim CEO from Jan-March 2004
Envisioned, oversaw the design and planning of, raised funds for and managed the start -up
of this 501(c)(3) healthcare agency dedicated to the outpatient treatment of individuals with
chemical dependency. Original plans entailed "spinning off" this entity to a separate Board
or transferring it to another, established provider.

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 Obtained development and start-up funding via grants, donations and loans; secured
operational funding by establishing multiple insurance contracts;
 Facilitated building lease and renovation (according to regulatory requirements);
 Hired initial staff (including the Director) and managed start-up budget/operations;
 Ensured operational compliance with applicable government regulations and
contractual obligations;
 Recruited initial Board members and established a governance structure according to
legally compliant by-laws;
 Oversaw successful facility licensing;
 Acted as liaison with the Board of HOLY TRINITY CHURCH, the sponsoring entity;
 Functioned as Interim Facility Director during the 1st quarter of 2004 while the entity
was transferred to “Rehab After Work” ownership.
RENEWAL CENTER, Quakertown, PA 2002 – 2004
Drug and alcohol rehabilitation center for resident teens.
Adolescent Group Leader
ST. MARK’S EPISCOPAL CHURCH, Casper, WY 1991 – 2/1994
Assistant Rector
ST. ANDREW’S EPISCOPAL CHURCH, Meeteetse, WY 1990 – 1991
Vicar
CERTIFICATIONS and EDUCATION
Certified Fundraising Executive (CFRE), Certification 2011 and Renewed 2014
Doctor of Ministry (emphasis: Organizational Development), Seabury-Western
Theological Seminary, Evanston, IL 2002
Master of Divinity, Seabury-Western Theological Seminary, Evanston, IL 1990
Received the H.N. Moss Award for Academic Achievement
Bachelor of Science, Honors, Political Economics, University of Wyoming, Laramie, WY1987
PROFESSIONAL AFFILIATIONS
Associations of Fundraising and Healthcare Fundraising Professionals, Ongoing
Episcopal Diocese of Maryland, 2012-Present
Montgomery County General Hospital Family Advisory Council, 2011-2012
Leadership Fairfax (LFI), 2010 graduate
Board Member, AFRICAN PALMS, 2006-2008
Vice-Chair, Board of Trustees, ST. JOHN’S EPISCOPAL SCHOOL, 2006-2008
Chair & Board Member, MWAMBA MINISTRIES INTERNATIONAL, 2001-2002
Board Member, COMMUNITY HOUSING SERVICES, 2000-2004
Board Member, TRINITY BEHAVIORAL HEALTH, 1999-2004
EPISCOPAL DIOCESE OF PENNSYLVANIA: Executive Council Member, 1998-2001; Diocesan
Council Member, 1997-2001; Deanery Executive Committee, 1997-1999