Michael Campi has over 30 years of experience in executive management positions within the non-profit sector. He has a proven track record of successfully leading organizational growth and expansion through strategic planning, fundraising, grant writing, and community relationship building. Currently, he serves as the Executive Director of YouthSpring Residential Treatment and Therapeutic Services, where he successfully re-opened the facility after it had its license suspended and negotiated the reduction of substantial fines.

1. MICHAEL ANTHONY CAMPI
4985 Pee Dee Highway | Conway, SC 29527 | (843) 729 -6072 | campimike@ gmail .c om
EXECUTIVE MANAGEMENT
NOT-FOR-PROFIT AND NONPROFIT INDUSTRIES
 Accomplished, dedicated non-profit organizational administrator of human services and educational
programs. Successful in revenue generation through grant writing, public events, business
partnerships, community relationships, and volunteer recruitment.
 Demonstrate strong vision and leadership to deliver on key results, embraces change, and promotes
sharing of resources. Effective, proactive planner, organizer, and decision-maker with ability to
develop and implement short- and long-range plans for program development and expansion.
 Proven ability to build and grow relationships with key corporate and civic community leaders and
create a center of influence in fundraising, board development, membership and program growth.
Exceptional talent for writing and communications.
 Resource Generation  Grant Writing, Fundraising  Capital Campaigns
 Strategic Planning  Board Development  Marketing
Communications
 Moves Management  Donor Database Management Program Expansion
 Corporate Sponsorship  Income and Expense Budgets  Event Planning
 Members Services  Volunteer Development  Public Relations
 Team Leadership  Operational Streamlining  Staff Training &
Mgmt.
CAREER EXPERIENCE
YOUTHSPRING RESIDENTIAL TREATMENT AND THERAPEUTIC SERVICES
Greensboro,NCJune 2014-PresentPsychiatricResidentialTreatmentFacility for Youth and Adolescents
(PRTF)
Executive Director
 Facility was closed and licensewas suspended by NCDHHS after allegations of abuse,neglect, and
improper operation;
o Hired to get licensereinstated and re-open facility;
o Reviewed the violationscited in the auditperformed by NCDHHS;
o Crafted a plan of correction, detailingitemby item the metrics and safety measures that will be
implemented to prevent infractionsin the future;
o Communicated directly with the AssistantAttorney General for the State of North Carolina and
DHHS director in preparation for reinstatement of license;
o Negotiated fines in excess of $32K to less than $3K;
o Created a brand new identity (From Elite Adolescent Care to YouthSpring), with new logo.
Website, which includes job board with application,and @youthspring.comemail system;
o Brokered relationship with local Behavioral Health Hospital to foster cooperation, collaboration,
and create efficiencies;
o Created mission:“To create personalized,life-changing,skills-focused experiences for youth, to
prepare them for the rest of their journey.”
o Created and implemented all policiesand procedures;
o Oversawall facility improvements – set specs and solicited a minimum of three quotes:

2.  HVAC—a 7.5 ton unit, two 5-ton units,and 80 in-the-wall units;
 Newwindowsthroughoutthe facility;
MICHAEL ANTHONY CAMPI
CAMPIMIKE@ G MAIL.COM 843-729-6072
PAGE 2
 Resurfacingand repaintingthe parkinglot;
 Conversion from electric to natural gas water heaters (three 120-gallon units);
 Roofing;
 Plumbingand electrical;
 Interior design and painting;
 Consideringthe fabrication and installation of a natural gas generator;
 Installation of a state-of-the-art surveillancesystem,with audio;
 Implementation of new EHR system; HRIS with payroll and timekeeping; cloud-based
shared filesystem;
WILLOWGLE N ACADEMY, Kingstree and Multiple Facilities, SC April 2010 to June 2014
PsychiatricResidential TreatmentFacility (PRTF),Community TrainingHomes (CTHII), School-Based Therapeutic
Services
Director of Residential Services and Admissions
 Oversee all aspects of residential and community services.
o PRTF capacity of 40; brought census from 18 to maximum capacity in 8 months;
o Four Community Training Homes for I/DD adults and one for adolescents on the
Autism Spectrum;
o Four high management group homes for youth;
 Manage 120 residential and school-based staff. Supervise physical plant, vehicles, maintenance
department, kitchen & nutrition programs.
 Manage and oversee $7 million budget
 Oversee programming for all consumers in residential care.
 Chair the Admissions department.
 Chair Marketing and Outreach.
 Provide feedback to clinical and therapeutic staff on residential issues and progress.
 Participate in management team, treatment team meetings.
 Participate in corporate councils and committees.
 Assist with State RFP submissions.
 Chair of My Voice Committee.
 Contribute and assist with the creation and dissemination of the quarterly newsletter.
 Bi-Weekly supervision of all supervisors (12)
 Conduct four-day TCI training for all New Hires, and conduct TCI Refreshers for all staff bi-
annually.
 Participate in internal investigations of allegations of employee misconduct.
 Review and analyze monthly P&L reports. Maintain fiscal efficiency in all programs, identify
economic trends, and create reports for corporate headquarters and subordinate staff.
 Work closely with Quality Assurance. Maintain CARF accreditation, and exceed all licensure
guidelines.
 Exceed all DHHS, DDSN, DSS, DJJ, DMH, and DOE standards and directives

3. MICHAEL ANTHONY CAMPI
CAMPIMIKE@ G MAIL.COM 843-729-6072
PAGE 3
JUNIOR ACHIEVEMENT OF COASTAL SOUTH CAROLINA, Charleston, SC, 2001–2010
Regional divisionof JAWorldwide,theworlds'largestorganizationdedicatedto educationK-12 students aboutworkforce
readiness,entrepreneurship,and financial literacy through hands-onprograms;five employees and $400K annual
revenue;
President
Challenged to revitalize operations/programs and create a center of influence in fundraising, board
development, and membership and program growth. Created and executed annual and long-range plans,
cultivating collaborations with businesses, developed volunteer leaders and board members, and
directed campaigns and program delivery. Managed $400Kbudget. Oversaw three directors.
 Provided organizational leadership for services with 800-members across nine counties, recruiting,
training, and developing high-level volunteers for boards/committees and promoting realistic
expectations.
 Doubled the number of grants programs and increased revenue 225%.
 Increase golf tournament net revenue 325% or $85K annually,greatly surpassing targets, by
transforming business model into high-end exclusive charity event.
 Sustained 70% grant-fulfillment rate by conducting extensive research and writing effective grant
proposals.
 Cut 40% off postage/printing expenses by implementing e-marketing tactics in annual giving
campaigns.
 Developed and implemented strategic Board Recruitment Model to grow Board 50% and established
two advisory councils; served as liaison for Board and senior management, sponsors, and community
groups.
 Streamlined operations and instituted Web-based accounting system to expedite member
communications.
NATIONAL SUDDEN INFANT DEATH ALLIANCE (now First Candle), Baltimore, MD, 1998–2001
Providessupportservices,training,and materials to SIDS Alliance affiliates nationwide;eightemployees;$1.6Mannual
revenue.
Director of Field Services
Provided leadership, guidance, and technical support to 50 statewide SIDS affiliates. Oversaw strategic
planning, board recruitment and development, committee development, board retreats, grant writing,
staff recruitment, and cause-related marketing and fundraising campaigns. Helped affiliates establish
non-profit status and governance by developing by-laws and policies and procedures. Created and
Conducted day-long grant writing seminar resulting in 40% more funded grants by SIDS Alliance
affiliates; grants development program for affiliates enabled the hiring of four staff members.
FOOD BANK OF MONMOUTH AND OCEAN COUNTIES, Spring Lake, NJ, 1997–1998
Non-profitorganization deliversfood to soup kitchens,homeless shelters,and churches;10 employees; $500Kannual
revenue.
Director of Development

4. Directed campaign development and execution to expand support base both financiallyand in-kind.
Wrote several grant proposals that raised funds by showing program's viability. Supervised and
coordinated volunteers.
 Pioneered campaign that successfully gathered 1,000+ pounds of fresh fish at a fishing tournament
and greatly raised public awareness of this non-profit organization.
 Directed Thanksgiving turkey collection campaign for the needy, exceeding goal 25%.
HORRY COUNTY SHELTER HOME, Conway, SC, 1985–1997
Residential facility forabused,neglected,and abandoned children(birth to 18);up to 45 employees;$1.75 Millionbudget.
Executive Director
Directed revenue-generating and fundraising activities with complete fiscal responsibility for annual
budget. Enhanced resource development by fostering business connections. Provided management and
direction to programs and day-to-day operations, ensuring welfare and safety of staff and residents of
this early care facility. Served 24-hour on-call status. Coordinated all volunteers and groups. Interfaced
with Social Service agencies.
 Expanded service delivery 117% to accommodate 26 children by shifting house parent model to
staffed model, which increased annual budget from $75K to $350K and improved therapeutic milieu
to accept more challenging youth.
 Spearheaded development from conception to successful launch of a 65-bed moderate management
boys' facility; acquired school on six acres, raised $250K in funds for its conversion, and set the
ground work to expand program service delivery 400%,1995.
 Instituted resident behavior modification program employed by staff to identify and address
behaviors that would cause disruption in foster care or family reunification; core components were
consistency, love, immediacy, and predictability (CLIP). Referrals for placement increased as a result
of the program.
 Brokered and managed community and business relationships to address specific needs,
coordinating programs and controlling inventory; engaged civic clubs and churches to assistin
daily needs.
 Developed organization's structure, facility, program development, and communication plans.
Wrote grant proposals and quarterly newsletter. Encouraged best practices for fostering healthy
child development.
EDUCATION | PROFESSIONAL DEVELOPMENT
B.S., Psychology, University of South Carolina, Conway, SC
Dean's List all semesters; Psi Chi National Honor Society in Psychology
Unpublished Research: Psychological Correlates of Adolescent Foster Placement Outcomes
First Aid & CPR Certified
Therapeutic Crisis Intervention (TCI) Certified Trainer, CFRE Qualified
Microsoft Office Suite, QuickBooks, Donor Database Software (Raiser's Edge, Sales Force, Sage, Citrix,
Oracle),
Constant Contact, Hoover’s, Foundation Directory Online, Chronicle of Philanthropy EHR Systems
(Therap),
Excellent Health; Excellent Physical Condition
Portfolio of writing and superior professional references gladly furnished upon request.