Faces of Sharing - Getting to Know Sharing Prince George's Thea Wilson

For Sharing Prince George’s committee member Thea Wilson, investing in Prince George’s County is more than a philanthropic objective- it’s part of her life’s work.

“Prince George’s County has been a part of my life since 1986,” Thea recalled. “It’s where I raised my kids; it’s where I work; it’s where I worship. I love being able to give back to the Prince George’s County community.”

From Home School Parent to Public School Advocate

Thea’s passion for her community began as a mother advocating for her youngest daughter. "After home-schooling her, by the time she was in 6th grade, she wanted to go to school outside of the home," Thea recalled. Recognizing her daughter's gift for STEM, particularly mathematics, Thea began searching for the right educational environment.

The search led her to CMIT, a new charter school within PGCPS at the time. "They were instrumental in helping my daughter graduate at the top of her class," Thea proudly shared. Her daughter went on to attend George Mason University and is currently thriving as a cybersecurity expert.

However, her daughter’s journey also helped Thea realize there was more to be done – especially to help support students within public schools in Prince George’s County. "PGCPS educates over 126,000 students – more than 60 percent of them are eligible for Free or Reduced Meals,” Thea recalled.

“Many of my daughter's classmates didn't have the same things that she had," she added. "I understood the importance of education in the life of a child who is marginalized not only in their background but in their needs.”

Armed with a Master's in Non-Profit Organizational Management from Johns Hopkins University and valuable sales experience, Thea began to seek out ways to get more involved. She began working with the Prince George’s County Board of Education, diving into policy and educational work and witnessing firsthand the issues facing the school system, families, students, and staff.

Leading the Push for Educational Excellence in Prince George’s County

Eventually, Thea’s skills as a fundraiser and organizer brought her to The Excellence in Education Foundation for PGCPS – a nonprofit dedicated to enhancing learning opportunities to augment the quality of services provided to students in Prince George’s County Public Schools. It’s also where she first got involved with The Community Foundation and – eventually – Sharing Prince George’s.

“We are a small but mighty foundation with a big mission,” Thea explained. “We are educating the future workforce in this region.”

"We are always looking for ways to collaborate – especially with organizations that have guidelines to follow or resources that we can leverage." 

The Greater Washington Community Foundation became a critical partner for The Excellence in Education Foundation, providing administrative support for scholarships and other events through the organization’s field of interest fund – and later – a nonprofit endowment.

In 2024, the organization recognized The Community Foundation at their PGCPS 2024 Hall of Fame Event.

“The Community Foundation has been a tremendous resource for our organization,” Thea recalls. “I would often call the Prince George’s County office director for help and advice on some of the initiatives and fundraiser programs that we're implementing." This relationship eventually led to an invitation for Thea to participate in Sharing Prince George's.

Broadening Horizons with Sharing Prince George’s

When Thea first heard about Sharing Prince George's, she didn't know exactly what to expect. Upon learning that the initiative awarded mini-grants, Thea was intrigued, particularly by the opportunity to experience grantmaking from the funder's perspective. "My initial reaction was to understand the other side of the ask—what are funders looking for when they choose to award grants."

What makes Sharing Prince George's unique, Thea discovered, is how it relaxes many requirements that other funding organizations typically demand. This approach opens doors for grassroots organizations that might otherwise struggle to access philanthropic support.

“I learned so much about the things going on in my community,” Thea shared. “From programs supporting formerly incarcerated individuals to organizations providing tutoring and entrepreneurship support.”

“I’ve been constantly amazed at how much passion there is in Prince George’s County – that there are so many people giving their time, talent, and resources to address pressing social issues across our community.”

What particularly draws Thea to Sharing Prince George's is its comprehensive approach to community needs, addressing education, economic opportunity, social justice, environmental concerns, and more. "The Community Foundation fosters an environment where everyone has a chance to thrive," she noted.

This holistic vision has inspired her to leverage her nonprofit network to facilitate connections and collaborations between Sharing nonprofit partners and potential partners within the education space. She’s also been able to connect Sharing partners with members of the community who can benefit from the critical services they provide.

“We can’t do this work in siloes,” Thea explained. “We can have a lot more impact when we reach out and facilitate connections.”

Sharing Prince George’s – A Springboard to a Higher Purpose

Thea’s experience on Sharing has helped her realize that everyone has something they can bring to a table like Sharing – whether it’s professional skills or financial resources. It’s part of what has compelled her to make time for Sharing Committee meetings and virtual site visits --despite her demanding schedule, as a Nonprofit Executive and as an ordained minister and director of civic engagement at First Baptist Church of Glen Arden International.

“I’m so busy,” Thea added. “But when I see those calendar invites to join, I get on – because I love how Sharing Prince George’s helps me become part of something bigger than myself.”

Thea particularly values the collaborative aspect of community grantmaking. "Our committee is made up of people from all different walks of life," she observed. “Despite our diverse backgrounds, we all share similar values -we all share a vision of creating a brighter, more inclusive future for everyone who calls Prince George’s County home.”

“I believe that 85% of humans in this world just want to help people,” Thea added. “But they may not know or realize how.”

“Sharing provides a great springboard for those people to learn from others and fulfill that life purpose by donating just a small percentage of their time, talent, and treasure to their community.”

Want to get involved? The Sharing Prince George’s Fund Committee welcomes new members! Contact Eliza Tolbert-Howard ([email protected]) to find out more about how you can be a part of this impactful fund!

Leaders of the Future: Meet Our Sharing Community Nonprofit Partners

In 2025, The Community Foundation continues to highlight 'Leaders of the Future' - individuals and organizations who inspire us to look towards a brighter future for Greater Washington.

This month, we are excited to highlight nonprofit leaders from our Sharing Community initiatives - which facilitate connections between donors and nonprofits to build more equitable, just, and thriving communities.

• ScholarChips, Inc

  Which Communities/Neighborhoods do you serve?

  ScholarCHIPS serves children of incarcerated parents pursuing their college education in all wards of Washington, DC., and the Greater Washington Region.

  In 2-3 sentences, please briefly describe the mission of your organization

  ScholarCHIPS' mission is to provide college scholarships, mentoring, mental health supports and a robust support network to children of incarcerated parents, inspiring them to complete their college education.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from Sharing DC, a Sharing Community Initiative, has positively impacted ScholarCHIPS' work as it has come at a time of great uncertainty and economic instability, which has given our staff encouragement to keep going in tough times. This funding also allows us to continue our necessary work with children of incarcerated parents, as we support them with scholarship funds to help alleviate the financial burden of a college education, in addition to mentoring, mental health supports, technology, professional development, soft skills training, and much more. To date, ScholarCHIPS has impacted over 100 scholars, now with 46 college graduates. Our scholars attend colleges and universities across the country and are entering into the workforce in critical fields such as law, prenatal care, dentistry, film, social work, and early childhood education, to name a few.

  What excites you the most about receiving support through the Sharing Community initiative?

  Receiving Sharing Community funding for the first time is very exciting because of what it represents! Many people from our beloved community come together to put their resources together in order to help support local nonprofits doing critical work, and this is very encouraging and very powerful. It is a form of unity and is reminiscent of the adages... "It takes a village to raise a child," and "If you want to go fast, go alone, but if you want to go far, go together."

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  As a nonprofit leader, my organization has faced numerous challenges as a result of the current political and economic climate. I have noticed generally that giving from individual donors on a large scale has stopped or slowed down, and that funding and disbursements from more traditional institutions have also been slow. With financial uncertainties, particularly as it relates to tariffs and drastic drops in the stock market, many investors and families are feeling worried and uneasy. Thus, as a precaution, many are cutting back on spending, and unfortunately, for many, this will include giving donations to charitable and nonprofit organizations. This has required my organization to reevaluate scholarship dollar amounts, timing of disbursements, and other operational factors. However, we remain strong and optimistic, and we will continue to provide our scholars with the best services possible to encourage them through their college journeys and onto their career paths.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader, one of my biggest dreams is to establish a large endowment for ScholarCHIPS! In the future, I also envision expanding ScholarCHIPS' work and impact to students in other states and across the country and even internationally. I envision ScholarCHIPS being a thought leader in the spaces and intersectionality of education, higher education, nonprofit work, and philanthropy.

• Community Bridges

  Which Communities/Neighborhoods do you serve?

  Montgomery County including Silver Spring, East Silver Spring, Takoma Park, Wheaton, Aspen Hill, White Oak, Rockville and Gaithersburg.

  In 2-3 sentences, please briefly describe the mission of your organization

  The mission of Community Bridges is to empower girls from under-resourced communities to become resilient young women who thrive as students, leaders, engaged community members and confident leaders. Through long-term mentoring, academic support, college access and success, leadership development, and family engagement, we help girls build the skills and confidence needed to succeed in school and beyond.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from the Sharing Community Initiative has had a significant impact on our work at Community Bridges by helping us expand access to critical programs and support services for the girls and families we serve. Over the past year, this support has allowed us to enhance our college access and success programming—offering more one-on-one mentoring, college tours, and application support. It also strengthened our “Food is Medicine” initiative, ensuring families facing food insecurity receive healthy groceries, which has improved girls’ focus and participation in our programs. Thanks to this funding, we were able to expand our reach by adding three additional schools this year, serving an additional 75 students—bringing our total to over 525 girls across 23 MCPS schools. We are proud to share that we are on track to see 100% of our girls graduate high school, and 100% have been accepted to attend a college or university this fall.

  One powerful example is Alisha, a high school senior who has been on the verge of homelessness. Through our college access support, Alisha completed her FAFSA, was accepted to Towson University, and received food assistance through our “Food is Medicine” program. Despite the challenges she’s faced, she remains determined and is now on track to attend Towson this fall to study business. Her resilience and determination reflect the strength of our girls—and the life-changing impact of continued support.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  In recent months, our organization has seen an increased demand for our programs and resources as more families face financial instability. Many of the girls we support come from families with varying levels of immigration status, and there is heightened uncertainty surrounding immigration policies, which has created additional stress for families accessing support. Additionally, while we are still awaiting clarity on the full impact of government layoffs and furloughs, some of our donors—who are federal employees—have been affected by these uncertainties, which may impact their ability to contribute as consistently. Despite these challenges, we remain optimistic and focused on adapting to ensure that we can continue providing the essential support our girls and families need during this time.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader, my dreams for the future revolve around creating a sustainable, equitable environment where every girl in our community has the opportunity to succeed, regardless of her background. I aspire to see Community Bridges expand its reach even further, supporting more girls across additional schools, and continuing to provide vital resources such as college access, leadership development, and family support. I also hope to see a future where our work has a ripple effect, with our graduates not only succeeding in college and careers but returning to uplift their communities, serving as mentors and advocates for the next generation. Ultimately, my vision is for Community Bridges to become a model of community-driven change, where the resilience and potential of young women are recognized, nurtured, and celebrated.

• Home Care Partners

  Which Communities/Neighborhoods do you serve?

  Home Care Partners' Montgomery County Light Care program provides one or two weekly visits from a certified home care aide to older residents and adults with disabilities living in communities throughout Montgomery County, with a special emphasis on low-income residents living in subsidized apartment buildings. At present, this program serves individuals living in Silver Spring, (downtown, Wheaton and White Oak), Burtonsville, Bethesda, Rockville, Gaithersburg, and Olney.

  In 2-3 sentences, please briefly describe the mission of your organization

  Home Care Partners is a private, non-profit in-home services provider serving the Washington, DC metropolitan area that supports vulnerable adults to remain in their own homes. We are committed to excellence in our workforce, programs and services; we embrace diversity; and we prioritize service based on financial need.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Sharing Montgomery funding supports the home care aide services that our clients receive. This program does not have one overarching source of funding and clients are low income and unable to pay for their care. Therefore, Home Care Partners combines funds from several sources to be able to continue providing these services to current clients and to be able to add new clients to the program. Although the services are very limited with only one or two brief visits from an aide per week, our clients overwhelming report that the services have helped them to remain in their homes. Over 90% of our clients report satisfaction with their service.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Home Care Partners receives a combination of federal and local state and County funding to support our programs throughout the DC metro area. The uncertainties regarding federal funds as well as extremely tight state budgets create a very stressful atmosphere in which nonprofit leaders are being asked to be prepared for potential funding changes that cannot yet be anticipated. In addition, some of our clients and staff may be impacted by immigration enforcement actions that affect family or friends or they may be concerned about losing their personal benefits such as Medicaid, SNAP and rental assistance. Although HCP doesn't provide any direct services through these programs, we are closely monitoring changes to these benefit programs that may indirectly affect our ability to provide quality services .

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader in our community, I aspire to provide the highest quality long term care services to vulnerable adults, while simultaneously supporting our dedicated workforce with the highest possible wages, benefits and other workplace support programs. I would like to see older residents of the community have a robust system of quality long term care options that enables them to age safely and with dignity in their own homes.

• Housing Unlimited

  Which Communities/Neighborhoods do you serve?

  Aspen Hill, Bethesda, Forest Glen Gaithersburg, Germantown, Layhill, Montgomery Village, Olney, Potomac, Rockville, Silver Spring, White Oak, and Wheaton.

  In 2-3 sentences, please briefly describe the mission of your organization

  Housing Unlimited, Inc. (HUI) is a 501c(3) organization committed to community integration and independence for individuals in mental health recovery. To this end, we acquire and, when necessary, renovate scattered-site homes that provide independent, affordable permanent housing for individuals in mental health recovery.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from Sharing Community has helped HUI expand our work this past year in two major ways:

  1. New Home Acquisitions: Housing Unlimited (HUI) acquired two new homes. With these two additional homes, we now own a total of 92 scattered-site homes and serve a total of 253 very low income individuals in mental health recovery. One of the new homes is a new construction Moderately Priced Dwelling Unit (MPDU) three bedroom townhome in Montgomery Village. The other home is a resale MPDU townhome in Germantown. Both townhomes are located near shopping, employment, support services and public transportation.

  2. Extra Measure Property Management Program: Over the past twelve months, we carried out our “Extra-Measure Property Management” initiative in support of HUI's tenants. This included educational lease-signings. It also included regular weekly staff house visits to meet with tenants, check maintenance issues, and, in general, ensure our tenants are thriving in their independence. Overall, during the past 12 months, 96% of Housing Unlimited tenants sustained respectful relations with their housemates and 94% maintained a clean unit. 90% of tenants paid their rent on time. And 80% of our recent tenants have maintained their housing and independence for one year or more.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Over the past several months, HUI has started the process of contingency planning to identify potential financial and operational exposure due to the recent draconian cuts and potential future cuts to the federal workforce and federal programs. As of this date, the recent cuts have not directly impacted HUI. At the same time, HUI is closely monitoring potential future funding cuts and/or freezes of the federal Housing Choice Voucher Program, CDBG Program, and HOME Program. HUI is particularly concerned about the Housing Choice Voucher (HCV) Program (HCV is a deep rent subsidy program) because HUI has 32 Project-based Housing Choice Vouchers that, on an annual basis, provide HUI with rent subsidy revenue of approximately $250,000.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  I look forward to the time when all levels of government-- federal, state, and local-- once again are full partners with the private sector in addressing the affordable housing crisis in our community and throughout the country. With a strong public-private partnership in place, I genuine believe a future is within reach in which all our residents have access to quality, affordable housing.

• The Foundation Schools

  Which Communities/Neighborhoods do you serve?

  Our schools are located in the 20774 and 20785 zip codes. However, our students come from throughout Prince George’s County and encompass, essentially, all potential zip codes in our region.

  In 2-3 sentences, please briefly describe the mission of your organization

  The Foundation Schools partners with local school systems to serve their most in-need special education students with emotional disabilities, autism, and other learning challenges. While enrolled in our schools, students receive intensive, personalized academic and therapeutic programming free of cost to ensure they can mainstream back to their home school or matriculate in our schools, working their way toward graduation and brighter futures.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  The Foundation Schools operates specialized programs for nearly 250 students across our three schools. To best serve our students, we must cater classroom and mental health programming to the exact strengths and needs of each student. This may look like career programming focused on interview skills, basic needs provisions for a group of our most in-need families, or purchasing a state-of-the-art classroom learning program that bridges gaps in neurodivergent minds. There is rarely a one-size-fits-all scenario in our work, requiring us to implement a multitude of interventions just for one student. Funding from the Sharing Community Initiative will give our Prince George's County schools the funds they need to continue our holistic approach to caring for our students and their families, both in and outside of school.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  Being a part of the Sharing Community Initiative means a lot to The Foundation Schools. We exist in a network of incredible nonprofits, many of whom we partner with, and we are honored to be recognized for our impact in the county. In this political climate, having funds to implement necessary special education programming feels like a beacon of hope for our schools.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  The Foundation Schools is deeply fortunate to have strong relationships with the local school systems we partner with every school year. In light of the Department of Education's announcement to close, we stay fervent in our vision that "all students experience success."

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As the Director of Communications and Development, I feel inspired to help build local wealth and power, uplifting communities small and large. In the future, I would like to see a continuation of business / nonprofit partnerships that sustain important mission-based work.

• Jacob's Ladder, Inc

  Which Communities/Neighborhoods do you serve?

  All zip codes in Prince George's County..

  In 2-3 sentences, please briefly describe the mission of your organization

  Our mission is to reduce the number of juveniles entering and returning to the juvenile justice system through mentoring, educational programming, character building, life skills training, and community engagement.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  This is our first year receiving funding from the Sharing Community. So far, the support has allowed us to continue delivering impactful youth programming and launch our Strengthening Families Program, which helps families improve engagement, strengthen home dynamics, and take greater accountability for their children’s success.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  The continued partnership with the Sharing Community—and their confidence in our program—means so much. Their support not only uplifts our work through funding but also strengthens our ability to collaborate with other Sharing Community organizations to make a greater impact in the community.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  In recent months, the slower pace of receiving pledged funds has impacted our organization both financially and operationally. This has directly affected the number of instructors and staff members we’re able to support for our programs, limiting our capacity to serve youth and families at the level we strive for.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader, my dream for the future of our community is one where every young person is empowered to reach their full potential, and every family has the tools and support they need to thrive. I envision a future centered on individual and family success, where strong mentorship, educational opportunity, and life skills training build confident youth and resilient families.

• Habitat for Humanity Metro Maryland

  Which Communities/Neighborhoods do you serve?

  Habitat Metro Maryland works with lower-income individuals and families across Montgomery and Prince George’s Counties.

  In 2-3 sentences, please briefly describe the mission of your organization

  Our Mission: To build strength, stability and self-reliance through affordable housing. Driven by the vision that everyone deserves a decent place to live, Habitat for Humanity Metro Maryland empowers individuals and families to partner with us to build or improve a place they can call home. Through homeownership, we help to break the cycle of poverty and change lives, one home at a time.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Habitat for Humanity Metro Maryland was honored to receive Sharing Montgomery Grants for 2024 and 2025, to support our work scaling up our affordable homeownership and home preservation programs. This funding has been very impactful on our operations over the past year. As Montgomery County faces a growing shortage of affordable housing, Habitat Metro Maryland is significantly expanding the number of affordable homes we build and critical home repair projects we complete. Unrestricted funding, such as our grants from the Sharing Community Initiative, helps to cover our increased costs as we scale up our work. For 2024, funds from our Sharing Montgomery grant were spent on the Allium Place community we are currently constructing. This innovative community will feature 27 affordable homeownership units constructed by Habitat and 168 affordable rental units, constructed by a partner organization. All homes are scheduled to be completed with all families moved in by the end of 2025.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Habitat Metro Maryland is thankful that we haven't been materially affected yet. That being said, we are keeping a close eye on tariffs and how funding cuts and layoffs will affect state and local budgets, as well as community members more broadly. Uncertainty in markets and pricing makes planning developments, projects, and budgeting very challenging.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  My dream for the future is that our region and community continues to step up to provide necessary funding for nonprofits especially as the Federal government's contributions to social service nonprofits decline. The need does not go away and will only intensify in the future.

• Phase 3 Training Corporation

  Which Communities/Neighborhoods do you serve?

  Montgomery county

  In 2-3 sentences, please briefly describe the mission of your organization

  Phase 3 Training Corporation's mission is to empower underserved and marginalized communities by providing comprehensive training programs, industry-recognized credentials, and supportive services. Our goal is to enhance income, build wealth, and promote economic mobility for individuals, enabling them to achieve sustainable and prosperous futures. Through innovative and effective training models, we aim to reduce economic disparities and foster long-term community development and well-being.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  The funding will be instrumental in expanding the depth and reach of our programming here at Phase 3 Training Corporation. This summer our Summer Bootcamp program will serve 25-30 in-school and out-of-school youth for 6 weeks. That will earn NCCER Core-construction industry credentials. The funding also allowed us to further our partnership with local employers to ensure our curriculum directly aligns with hiring needs, ensuring our graduates are job-ready from day one. Additionally, we’ve been able to provide wraparound services—like transportation stipends and mental health resources—that have dramatically improved program completion rates. This holistic approach wouldn't have been possible without the flexible and mission-aligned support of the Sharing Community Initiative.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  As a first-time grantee, Phase 3 Training Corporation is most excited about the opportunity to deepen our community impact with support from a mission-aligned partner like the Sharing Community Initiative. This funding will allow us to scale up our apprenticeship readiness and summer boost programming. We’re looking forward to learning from fellow grantees, exchanging best practices, and collaborating on innovative approaches to economic mobility.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  In recent months, the community we serve and Phase 3 Training Corporation as a whole have faced many new challenges. Financially, we’ve seen an increase in demand for our programs as more individuals seek pathways to stable, living-wage employment in the current economy. At the same time, securing sustainable funding to meet that rising demand has required us to be more strategic and resourceful than ever when applying for funds. Operationally, we’ve adapted by expanding our hybrid training models and investing in digital API tools to support better participants who face barriers to in-person attendance. We've also strengthened partnerships with local employers to ensure our training remains aligned with labor market needs. These shifts have helped us not only maintain but grow our impact. While the landscape has been complex, the resilience of our staff, participants, and partners continues to drive our work forward.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  At Phase 3 Training Corporation, our dream is to create a future where every individual—regardless of background, zip code, or past circumstances—has access to meaningful training, dignified work, and long-term economic stability. We envision a community where talent is recognized, nurtured, and valued, and where systemic barriers to opportunity are actively dismantled through intentional, equity-driven efforts. We aspire to grow into a regional hub for workforce transformation—offering not just job training, but a full ecosystem of support that includes mentorship, employer partnerships, and pathways to entrepreneurship. We want to continue building a model that’s scalable, community-informed, and rooted in real results—where individuals leave our programs not only with skills and industry credentials , but with confidence, networks, and a clear vision for their future. Ultimately, we believe that by investing in people, we’re investing in the future of our entire community—and we’re committed to being a catalyst for that change.

• Urban Ed, Inc

  Which Communities/Neighborhoods do you serve?

  Anacostia, ward 8, ward 7 and DC overall

  In 2-3 sentences, please briefly describe the mission of your organization

  The mission of Urban Ed is to provide children, youth, and adults throughout the District of Columbia region with technology-driven education, information and skill development for sustained futures.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  We just received the grant this month (Apr 2025). However, in the coming year we will be looking at outcomes around enrollment & participation, enhanced economic stability, improved job skills & confidence, stronger community & corporate partnerships, positive social & health impacts for entire families, public assistance reduction, and potential replication of our successes.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  Receiving support through the Sharing Community initiative is incredibly exciting for us because it enables us to expand our reach and impact in the most distressed areas of DC and southern Maryland. This funding allows us to provide essential tech education and career development opportunities to low-income young mothers, particularly women of color, who face significant socio-economic challenges. With this support, we can offer accredited courses in high-demand fields like cybersecurity, IT support, and software development, helping participants secure stable, living-wage jobs and achieve economic independence. Additionally, the initiative's backing helps us address critical issues such as financial and housing insecurities, mental and physical health improvements, and the need for gender and racial diversity in STEM. Ultimately, this funding empowers us to create a brighter future for our participants and their families, fostering a cycle of empowerment and breaking the generational cycle of poverty.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  We are beginning to see how the new "political pandemic" threatens to be even more devastating to low-income families of color than COVID-19. The reductions in public programs and funding allocations have created uncertainty and increased the demand for our services. We are particularly concerned about the impact on healthcare, food security, and economic assistance programs, which are crucial for the families we serve. We are also concerned about the strain on DC government funds due to federal cuts, shifts in corporate & foundation funding, and the heightened need for stable funding for small nonprofits like ours.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  I envision a future where cyclical poverty is eradicated, where the term “low-income” is a term of the past, belonging only to history because people are striving and thriving. Where young mothers and their children are cohesive -- learning together, prospering together and households are stable and full of joy, free from the constant stress of "the lack of" (scarcity). I see a future for our communities that are flourishing with economic independence and empowerment with technology at the core, serving as the roots and stems of community change in all directions.

• Mary's Center

  Which Communities/Neighborhoods do you serve?

  Mary’s Center has been dismantling inequities for over three decades by serving communities who are disproportionately excluded from traditional health care systems. We ensure that Latino, Black, and immigrant communities have access to the highest quality of care. Mary’s Center provides quality healthcare, education, and social services to residents of Washington, DC, and Maryland (Montgomery and Prince George’s Counties), regardless of their ability to pay. We have three sites in DC (Adams Morgan, Fort Totten, and Petworth) and two sites in Maryland (Silver Spring and Adelphi). The communities Mary's Center serves rely heavily on the vital programs and services that we provide.

  In 2-3 sentences, please briefly describe the mission of your organization

  Mary’s Center’s mission is to embrace all communities and provide high-quality health care, education, and social services to build better futures. As a leader in community health since 1988, we offer over 40 critical services to approximately 65,000 uninsured and underserved individuals and families each year in Washington, DC and Maryland, as well as nearly $10 million in unreimbursed care annually. Mary’s Center’s integrated delivery of care is based upon our Social Change Model, which provides participants greater opportunities to achieve economic mobility and pursue a pathway for a better future.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  The Sharing Community Initiative's funding has been instrumental in Mary's Center's success in Montgomery County. Over the years, this support has enabled us to triple our impact in Montgomery County, bring our sonography services to Montgomery County, expand our dental services, and meet our communities’ growing and insurmountable needs. This is a clear demonstration of the significant difference that the Initiative's funding is making in our communities, and we are deeply grateful for the Sharing Community Initiative’s continued support.

  In 2024, funding from the Sharing Community Initiative enabled Mary’s Center to meet the following outcomes:

  -Medical services to 11,099 individuals through more than 34,224 visits annually.

  -Behavioral Health to 1,151 individuals through more than 8,918 visits annually.

  -Dental services to 8,274 individuals through more than 21,167 visits annually.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  As we navigate the complexities brought on by the new landscape created by the current administration’s priorities, uncertainty looms over federal grant funding and Medicaid reimbursements, creating significant challenges for nonprofits like Mary's Center. As a Federally Qualified Health Center, Mary’s Center receives federal funding, which is currently at risk of being reduced. Nearly 20% of our total revenue is federal grant revenue. The communities Mary's Center serves rely heavily on the vital healthcare, education, and social services that we provide. During these precarious times, support from our foundation partners is more crucial than ever. The continued success of our mission hinges on the commitment and partnership of our valued foundations.

  Our staff and leadership are doing what we must to control costs, but we cannot fulfill our mission by addressing a funding gap through cutting expenses alone. We also need to increase our revenue with flexible funding that can be used where it is needed most. General operating funds are crucial as they enable us to fill gaps in uncompensated care and be nimble in meeting the needs of patients and providing support to the growing number of uninsured patients who walk through our doors.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a trusted health center in the community, Mary's Center aspires to continue providing services to underserved individuals and families in the DC Metro Region who are in vital need of our comprehensive services. Our mission is at the heart of everything we do, and as we look toward the future, we are committed to evolving with changes occurring in the healthcare industry while staying true to our mission. This includes recruiting and retaining the best team members, constantly improving our quality of services and participant experience, and strengthening the financial sustainability of the organization. In evaluating the strategic opportunities to distinguish ourselves in the evolving healthcare arena, Mary's Center will focus our growth plans on the following four pillars over the next three years:

  Pillar 1: Team Vitality Transparent opportunities for growth & work-life harmony for all staff.

  Pillar 2: Participant Focus Increased access to the highest quality comprehensive care.

  Pillar 3: Financial Strength Financial self-sustainability through diversified revenue.

  Pillar 4: Service Innovation Enhanced agility to meet organizational & community needs.

  We believe that through our strategic pillars and a robust fundraising strategy – combined with an organizational culture of philanthropy – Mary’s Center will be able to sustain, expand, and scale its program to effectively serve the community for many years to come.

• Red Wiggler Foundation, dba Red Wiggler Care Farm

  Which Communities/Neighborhoods do you serve?

  Red Wiggler is located in Germantown, Maryland and serves all of Montgomery County.

  In 2-3 sentences, please briefly describe the mission of your organization

  Red Wiggler is a sustainable Care Farm where people with and without developmental disabilities come together to work, learn, and grow healthy food. Our vision is to create fertile ground to nourish a healthy and inclusive community.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Red Wiggler has been the proud recipient of funding from Sharing Montgomery for more than 20 years. Each year, the funding we receive supports our cross-functional programs that focus on working, learning, and growing at the farm. Last year, our Grower Program employed 19 adults with developmental disabilities. Growers work alongside and lead volunteers and other program participants in all aspects of farming. In 2024, Growers worked more than 4,900 hours and earned more than $76,000. The vegetables grown by Growers are distributed throughout our community, with more than 50% delivered to underserved Montgomery County residents. Funding from Sharing Montgomery made that possible.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Given the recent reductions in force and the large population of federal employees in Montgomery County, we suspect there will be an increased need for accessible fresh vegetables in our community. We plan to work with our partners like Manna Food Center, Community Food Rescue, and others to meet this need. While Red Wiggler has limited federal funding, we do have one grant through SARE and the USDA that we are unsure about its future. We also expect that individual giving may be impacted as the uncertainty of the time is impacting so many.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  Red Wiggler continues to strive for a healthy and inclusive community. We are strengthening our impact though Care Farming Network, an initiative started by Red Wiggler to spread awareness, educate, and increase capacity for Care Farms. As a pioneer Care Farm, we believe that this model of using farming to promote health, well-being and belonging is crucial.

• Story tapestries

  Which Communities/Neighborhoods do you serve?

  Our target communities have limited access to services as well as innovative arts in education programs. We provide programming in a variety of public spaces including community centers, local theaters, libraries, and schools at no cost to participants. In 2023 we were able to reach over 1,481,631 individuals, reaching 62,928 with in-depth in-person programs and services. Over 60% of Story Tapestries’ programs are located in Montgomery County in key cities such as Silver Spring, Wheaton, Montgomery Village, Germantown, Gaithersburg, Rockville, Clarksburg and Wheaton, as well as Prince George’s, Anne Arundel, Wicomico and Frederick Counties with a focus on the highest poverty communities and where there’s a high concentration of multilingual residents. Over 90% of those engaged through in-depth programs are from low-income households in which 33% of students read below grade level, 63% live in poverty, 34% speak English as a second language and 13% have specific needs. Based on the statistics of the communities we serve, our average audience and workshop attendees are 48% Hispanic, 32% African American, 7% Asian American, 5% Caucasian, 2% multiracial, and 6% other. 90% of the programs we execute are subsidized by grants or private support. We collaborate with like-minded organizations who share similar goals and target populations such as the Montgomery County Coalition for the Homeless and the Latin American Youth Center.

  In 2-3 sentences, please briefly describe the mission of your organization

  Celebrating its 15th year, and through the power of the arts, Story Tapestries helps children, young people and families communicate in effective and actionable ways. Their collaborations in quality education, mental health and workforce development; combined with independent evaluators and researchers, have led to data demonstrating innovative solutions that create definitive results within communities. Moreover, they address vital community issues for millions of people of all ages and abilities using the arts, in all forms, to create and deliver tailored, accessible programs.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  When people are moved by a story, they hear what you have to say, take it in, and act to improve outcomes. Through the DIVA’s fund and continuing with the Sharing Community initiative, we have been able to collaborate with the Jackson Road Elementary School Family supporting their social emotional learning programs. Before the start of the program, Story Tapestries worked with Jackson Road ES Community School Liaison, Lindsay Dankmyer. Together we identified the following program activities (sessions with multiple artists, professional development for the teachers and a family night) to support meeting their community school implementation plan objectives, especially goal #2: provide access to health and mental services and support both during and outside the school day, and goal #3: increase access to adult education. Arts-centered strategies were designed to engage both staff and students in exploring creative expression informed by the support of Dr. Cohen and School Counselor Ed Reed. These activities helped normalize discussions around mental health, self-care, and emotional well-being while boosting morale and promoting a positive classroom environment.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  Through the Sharing Community initiative, we will be able to continue to impact Jackson Road Elementary School next year providing the students, parents and staff with the tools of positive mental health – but also the tools to dream big and imagine what’s possible. We will be able to continue to custom design our program to fit the needs of Jackson Road Elementary’s families, with a special focus on supporting mental health. It is important and valuable to build upon the successes this year. Moreover, with the continuation of funding, we will be able as a team to continue to polish and expand our intentional mental health approach through the arts therefore to improve our ability to support the community. This past year the Story Tapestries team engaged in multiple Professional development activities to support skills and we will continue to do more next year. Our 3-hour training co-led by Michael Cohen, PhD, and Sue Snyder, PhD deepened participants’ understanding of the current landscape of mental health and social emotional development needs for students. Participants also explored activities that can support inviting students to process trauma through artistic practice and ways adults can pose questions and provide multiple means of response to meet students where they’re at as they learn to identify and share their emotions. Moreover, we are excited to continue to broaden and develop a stronger relationship with the community foundation both as a resource for giving and a collaborator to support the community. The Sharing Community fund could potentially be only the starting point of what is possible in partnership for Montgomery County, the DMV and Prince George’s County.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  For 15 years we’ve been able to support schools, community centers, non-profit and government partners charging nothing to the community directly. When a program was paid for by a site it was because they had written up a grant or raised the money. But this year in the first quarter, the funds are just coming through with the speed and if it continues more than 50% of our sites will not receive programs in the Summer and potentially the Fall depending on the wave of funding. Moving forward, we will need to continue to depend more on individuals, corporations and foundations than the previous state/county funds we received. Furthermore, we will need to be aware of our rhetoric and ensure that we are advocating with an approach that supports and pivots as necessary quickly with the community's needs.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a million dollar organization in its 15th year, Story Tapestries has supported mental health needs and wellness initiatives to serve nearly 4 million individuals. In all our years, we’ve never seen such high demand and urgent need to support this part of our community in meaningful ways. More than ever before, this community needs responsive solutions tailored to address critical needs with a long-term impact on building a brighter future. People are scared and stressed right now. We want people to see and use Story Tapestries as a beacon of light and hope.

  With the reality of current rising crises in mind, we want to continue to be able to provide free services to over 350,000 community members across the DMV region. We want to continue to allow Story Tapestries to thrive in communication, messaging, and media capture; addressing areas of education, early childhood education, mental health, and workforce development. We are working to build our capacity to respond and support the community and need more help both with stronger philanthropic partners as well as community entities building an endowment in the future of 10 million dollars to create longevity and sustainable support for the community no matter the state of the economy. Story Tapestries has grown from a $500K/year organization to $1M/year in just two years. To date, our growth has predominantly been step-wise: the more funding we raise, the more sites and individuals we are able to support. With data driven, scalable models and systems in place, we’re ready to take the next leap—to become a $5M/year organization within five years. We aim to achieve this “rocket boost” jump by leveraging our current donors with new investments.

  This growth will allow us to: Replicate successful Montgomery County programs particularly in the areas of early childhood and workforce development to Northern Virginia (Fairfax, Arlington, Alexandria). Support 10 more early childhood sites, 5 new Digital Solutions sites, 6 expanded CHART mental health programs, and 5 new STEAM programs each year in the current region aligning with the needs of the area Continue to build a bigger pipeline for workforce development, by leveraging partnerships with businesses, community organizations, educational institutions to establish multi-purpose “Centers of Success” for community members to access technology, workforce training, and social connection.

• The Upcounty Hub

  Which Communities/Neighborhoods do you serve?

  Since our establishment in 2020, initially assisting the predominantly Hispanic, low-income residents of Middlebrook Mobile Home Park in Germantown, The Upcounty Hub has worked tirelessly to build strong, trusting relationships with the communities we serve, particularly focusing on the historically underserved region of upper Montgomery County, MD.

  In 2-3 sentences, please briefly describe the mission of your organization

  We have recognized and responded to the unique needs of low-income families, including immigrant populations, by creating a “one-stop” shop where they can access essential benefits and assistance. The Upcounty Hub plays a crucial role in filling gaps in services that have long existed in the region, particularly by ensuring that vulnerable families receive the support they need to overcome the challenges they face. By engaging directly with our community through daily interactions, workshops, and community outreach initiatives, we are able to understand their particular needs on a personal level, enabling us to provide more relevant, tailored food distribution and social services.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  With the help of the Sharing Community Initiative, we have been able to support our food and social services in powerful and meaningful ways. Over the past year, we’ve seen a 20% increase in food relief services and a 40% increase in social services.

  One of our proudest achievements in 2024 was launching a school-based snack bag program—supported in part by public funding—which now reaches more than 1,400 students across 16 Montgomery County public schools. In addition, we established a social services division that assists families with critical applications such as SNAP, EBT, and FARM, helping connect them with longer-term resources beyond food. The impact of the Sharing Community Initiative is visible in every family we serve, every school we reach, and every meal we provide. This partnership has helped us scale our mission and build lasting support systems for our most vulnerable neighbors.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  What excites us most about receiving support through the Sharing Community Initiative is the opportunity to grow our impact in ways that truly transform lives. This support enables us to reach more families with dignity, expand access to culturally appropriate and nutritious food, and connect clients to vital social services. It also allows us to dream bigger—strengthening our infrastructure, deepening community partnerships, and helping families move from crisis to stability. With this backing, lasting change feels truly possible.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  ​In recent months, The Upcounty Hub, Inc. has faced significant operational and financial challenges due to substantial federal funding cuts to key food assistance programs. The termination of the USDA's Local Food Purchase Assistance Cooperative Agreement Program has severely impacted our ability to serve the community. This has disrupted our supply chains and strained our resources, making it increasingly difficult to meet the growing demand for food assistance in upper Montgomery County. This situation mirrors the experiences of other local organizations, such as Manna Food Center, which has also reported being blindsided by these abrupt funding changes.​

  Compounding these federal reductions, local budget constraints have further exacerbated the issue. The Montgomery County Council's decision to halve the proposed funding for the Office of Food Systems Resilience—from $7 million to $3.5 million—has limited the support available to organizations like ours. Despite the county's allocation of $3.5 million in grants to support 48 food assistance programs, the need continues to outpace available resources, leaving many families vulnerable. At The Upcounty Hub, we are committed to adapting our strategies and seeking alternative funding sources to continue our mission. However, the convergence of federal and local funding cuts presents a formidable challenge that requires immediate attention and collaborative solutions to ensure that no resident in Montgomery County goes hungry.​

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader in our community, my dream is to ensure that every child has access to a well-balanced meal every single day—and that no family ever has to choose between food and other basic needs. But I also envision something even greater: a future where families not only receive the immediate help they need, but are also empowered with the tools, resources, and support to become self-sufficient. My aspiration is to build a system that uplifts our neighbors, connects them to vital social services, and walks alongside them until they no longer need our assistance. I want to see a community where children thrive, parents feel supported, and cycles of poverty are broken permanently—because we invested not just in feeding people, but in helping them flourish.

• Loving Hands Touch Ministry, Inc.

  Which Communities/Neighborhoods do you serve?

  Loving Hands Touch Ministry primarily serves communities and neighborhoods in Northern Virginia, with a strong focus on the following areas: Hybla Valley, Mount Vernon Along the Route One Highway Corridor, Springfield/Franconia, Bailey's Crossroad, Culmore, and Annandale

  In 2-3 sentences, please briefly describe the mission of your organization

  The mission of Loving Hands Touch Ministry is to provide compassionate, faith-rooted services that uplift underserved individuals and families through health education, mental wellness support, caregiving, and food distribution. We are committed to addressing health disparities and strengthening communities by offering holistic programs that promote healing, hope, and empowerment

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from the Sharing Community Initiative has been transformative in helping us expand and strengthen our services to meet the growing needs of our community. Over the past year, it has enabled us to implement board and volunteer training, resulting in increased leadership participation and more effective coordination of our programs and fundraising efforts.

  We launched a successful Youth-Led Mental Health Awareness Initiative in Hybla Valley, where young leaders have facilitated peer discussions and workshops focused on mental wellness and stigma reduction. Encouraged by its impact, we are now preparing to expand this program into Bailey’s Crossroads, an area identified in the INOVA Health Assessment Report as experiencing significant economic and mental health challenges.

  In addition, through a partnership with a local community organization, we began offering family and children’s sessions focused on bullying prevention in the Annandale, Bailey’s Crossroads, and Culmore communities. These sessions can help families and children create safe spaces where they can openly discuss the emotional impact of bullying, strengthen communication, and develop healthy coping and conflict resolution skills. Due to the ongoing need in these communities and the strong engagement we've seen, this bullying prevention program remains active and continues to grow. This support has greatly enhanced our internal capacity and community outreach, allowing us to respond more effectively to the needs of vulnerable populations.

  How has capacity building funding impacted the work that you do? Feel free to share 1-2 examples of projects or outcomes you hope to accomplish this next year.

  Funding from the Sharing Community Initiative has significantly strengthened our ability to serve vulnerable populations with greater consistency and impact. It has supported wellness education efforts—including healthy eating, diabetes awareness, and mental health workshops—and enabled board and volunteer training that has enhanced leadership engagement and increased fundraising participation.

  One key success has been our comprehensive volunteer and board training program, which has led to stronger coordination, improved accountability, and a more engaged leadership team ready to support growth and sustainability. Another transformative effort has been the launch of our Youth-Led Mental Health Awareness Initiative in Hybla Valley. This program empowers youth to become mental health ambassadors, leading peer discussions, workshops, and creative outreach campaigns focused on reducing stigma and promoting emotional well-being. Due to its success, we are preparing to expand this initiative into Bailey’s Crossroads, where the need for youth mental health support continues to grow.

  These projects, along with the creation of a volunteer onboarding guide and mental health partnerships, have deepened our impact and increased our ability to serve the evolving needs of underserved communities.

  How would additional capacity building funding further the impact that has already been generated through this engagement with Sharing NoVA?

  Capacity building funding has been instrumental in strengthening our internal infrastructure and enhancing the effectiveness of our programs. It has enabled us to develop stronger leadership through board and volunteer training, implement coordinated systems for onboarding, and improve program delivery..

  Looking ahead, we are excited to launch EmpowerHER Business Academy, an online interactive platform designed to equip women entrepreneurs with the tools, mentorship, and confidence needed to build and sustain successful businesses. We will also expand our Community Youth-Led Mental Health Awareness Initiative in Bailey’s Crossroads, empowering young people to advocate for mental wellness, reduce stigma, and connect peers with critical resources.

  In addition, we are committed to advancing the Bailey’s Crossroads Mental Health and Community Wellness Initiative, which directly addresses two critical needs identified in the INOVA Health Assessment Report—economic instability and mental health challenges. This initiative aims to support families and youth facing rising stress, anxiety, and barriers to care. To further increase economic resilience, we will incorporate community workforce development seminars, hands-on training, apprenticeships, and job placement opportunities through partnerships with local organizations. These efforts will help bridge gaps in employment and create long-term pathways to stability for community members.

  Together, these initiatives reflect our mission to uplift underserved communities through holistic support, empowerment, and expanded pathways to economic and personal advancement.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader, my dream is to build a thriving, resilient community where everyone, regardless of background, has access to essential resources, support, and opportunities to grow. I aspire to expand our impact by developing a holistic community wellness center that integrates mental health services, healthy living education, youth empowerment programs, and faith-based support under one roof. I envision a future where our volunteers, partners, and supporters work together to break cycles of poverty, uplift families, and inspire the next generation of community leaders.

• Hardemon Dynasty, Inc

  Which Communities/Neighborhoods do you serve?

  Richmond Highway Community

  In 2-3 sentences, please briefly describe the mission of your organization

  Our mission is to provide affordable housing for young adults aging out of foster care and offer sufficient support during their transition to independence.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  The Capacity Building Funding has allotted our organization to receive training which provided the tools and resources to assist us in better team collaboration and drafting a more beneficial strategic plan for our organization.

  How has capacity building funding impacted the work that you do? Feel free to share 1-2 examples of projects or outcomes you hope to accomplish this next year.

  We've gained knowledge on being more strategic in our efforts when funding, marketing, and involvement with the community. For 2025 we're excited about connecting with other organizations to garner more exposure through marketing opportunities and public awareness.

  How would additional capacity building funding further the impact that has already been generated through this engagement with Sharing NoVA?

  The additional funding would greatly help us train our volunteers and raise awareness about homelessness among young adults aging out of foster care.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Lately, we've observed a drop in website traffic and a decrease in donations, which has us concerned. It's crucial for us to reconnect with our supporters and spread awareness about our mission.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  My heartfelt dream is to acquire the old Sunrise Building in Lorton, Va, and transform it into a nurturing and safe haven for young adults transitioning out of foster care.I hope to staff it with compassionate individuals who can provide guidance, support, and a sense of community for those who need if most.

• Joyful Hands

  Which Communities/Neighborhoods do you serve?

  Communities served by Joyful Hands programs are Murraygate Village Apartments, Stony Brook Apartments, Creekside Village Apartments, Audubon Estates & more.

  In 2-3 sentences, please briefly describe the mission of your organization

  Our mission is rooted in the belief that education, literacy, and community resources form the bedrock of vibrant societies.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from the Sharing Community Initiative has played a critical role in the success of our programs and initiatives over the past year. One notable example is our 2024 Back to School Drive, where the generous support allowed us to expand our outreach and impact. With the additional resources, we were able to pack and distribute backpacks filled with essential school supplies to children in underserved communities. This funding not only ensured that students had the tools they needed for a successful school year but also helped foster a sense of community and support among families who might otherwise have struggled to afford these necessary items. In addition, we showed appreciation for our volunteers by providing meals and small monetary gifts to acknowledge their countless hours spent on distribution and programming. The impact has been significant, as it has empowered local families, encouraged academic success, and demonstrated the value of volunteerism in supporting our mission.

  How has capacity building funding impacted the work that you do? Feel free to share 1-2 examples of projects or outcomes you hope to accomplish this next year.

  Capacity-building funding has significantly enhanced our ability to improve and expand our programs. One key area where it has had a direct impact is in strengthening our volunteer base and infrastructure. For instance, thanks to capacity-building resources, we were able to develop a robust volunteer committee to support the coordination and execution of events like our Back to School Supply Drive. This funding not only allowed us to organize and manage the drive more efficiently but also helped to increase community engagement and volunteer retention. Looking ahead, we aim to build on this success by further expanding our volunteer network and providing additional training and support to ensure sustainability and growth. In the coming year, we hope to implement more strategic volunteer recruitment and engagement initiatives, ensuring a well-supported and active committee for future community-driven projects.

  How would additional capacity building funding further the impact that has already been generated through this engagement with Sharing NoVA?

  Additional capacity-building funding would greatly enhance the positive impact we’ve already seen through our engagement with Sharing NoVA. With this support, we would be able to further strengthen our volunteer committee, provide more comprehensive training opportunities, and invest in the tools necessary for more efficient program management. This would allow us to scale our efforts, ensuring that initiatives like our Back to School Supply Drive continue to grow and reach even more families in need. Additionally, this funding would help us expand our monthly food drive and extend our literacy program into various Fairfax County schools, allowing us to support more children and families in need. Furthermore, we would be able to develop long-term strategies for volunteer retention and program sustainability, ensuring that our community outreach continues to grow in both reach and impact. Ultimately, this funding would help us build a stronger, more resilient infrastructure to better serve our community and continue creating lasting change.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  With the contribution of the Sharing NoVA grant, we’ve been fortunate to accomplish great things. However, as we near the end of this funding period and face limited nonprofit funding, our organization has been impacted. Financially, we’ve seen a decrease in available resources, which has created uncertainty and forced us to prioritize key programs. Operationally, this has led to a reassessment of our services and a push to find alternative funding sources to continue supporting our community. Despite these challenges, we remain committed to adapting and exploring new opportunities to ensure the continued success of our initiatives.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader in our community, our aspirations for the future include developing one of the strongest literacy programs in the region, promoting the enjoyment of reading from the early stages of students’ lives. One of our key goals is to purchase and build a mobile reading van that will travel throughout the community, providing students with access to books and reading experiences outside of traditional settings through our mentorship program. Additionally, we aim to strengthen our food distribution efforts to address the nutritional needs of local residents, expanding our reach further down Richmond Highway and into other communities and provide educational resources and support, we hope to empower individuals and families to thrive in all areas of life.

• Sasha Bruce Youthwork

  Which Communities/Neighborhoods do you serve?

  District of Columbia, Prince George’s County, MD

  In 2-3 sentences, please briefly describe the mission of your organization

  Sasha Bruce Youthwork works to end youth homelessness in the District of Columbia and Prince George’s County by providing safe housing, crisis intervention, and long-term support for stability and independence. In Prince George’s County, through programs like Promise Place, the Bruce Empowerment Zone, and the Resilience Project—a nationally recognized homelessness prevention initiative using direct cash transfers and coaching—we serve over 360 youth annually. Our services prioritize youth most at risk, including Black, Latino, and LGBTQ+ youth, and are designed to promote lasting housing stability and economic mobility.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  We’re honored to receive our first grant from Sharing Prince George’s County—an energizing investment in the resilience and brilliance of Prince George’s County youth. This support strengthens our continuum of care, from emergency shelter at Promise Place to prevention and survival services at the Bruce Empowerment Zone Homeless Youth Drop-in Center.

  It also drives bold innovation. Through the Resilience Project—one of just eleven national Youth Homelessness Prevention Demonstration sites—we’re putting cash directly in young people’s hands, pairing it with coaching, and building a new model for wealth creation, stability, and self-determined futures as a tool to prevent homelessness.

  At a time when federal funding is uncertain, this grant boosts our staying power. We’re not just weathering the storm—we’re designing systems that are more equitable, sustainable, and led by youth themselves.

  We’re especially excited to join a network of changemakers committed to equity and community wealth building—values that are deeply aligned with our mission and vision.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  As a proud Prince George’s County resident, I know firsthand how deeply valued and appreciated Sasha Bruce Youthwork’s services are in our community. The impact of our work is visible every day—in the lives of youth and families who rely on us for safety, support, and stability. While we have not experienced immediate financial or operational disruptions in recent months, we face uncertainty. The looming threat of a potential lapse in funding creates concern about our ability to continue delivering critical services to the county’s most vulnerable young people.

  This uncertainty weighs heavily, especially as the need continues to grow. Having worked in Prince George’s County for years—with Sasha Bruce and as a mentoring leader recognized by the local school system—I’ve seen the transformative power of consistency, care, and community. I’ve been honored to help design and develop key programs such as our drop-in center and street outreach initiatives and oversee the county's only youth shelter. These aren’t just programs—they are lifelines.

  I remain deeply committed to ensuring that youth in our community have access to the services and support they deserve by any means necessary. Our young people are powerful, resilient, and full of promise. Our responsibility is to continue creating safe, empowering spaces where they can be seen, supported, and given every opportunity to thrive. We hope that our funding partners recognize the urgency of this work and join us in sustaining these essential services.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  As a nonprofit leader and a proud Prince George’s County resident, I aspire for Sasha Bruce Youthwork to serve as a beacon of hope in our community. This guiding light brings young people out of the shadows and into spaces where they are seen, heard, and valued. I envision a future where youth are prioritized in both public and private sectors and recognized as experts in their own experiences. We must listen deeply, elevate their voices, and co-create solutions that reflect their lived realities.

  My dream is to transform the systems that often fail our youth—systems that overlook signs of distress and only intervene when it’s almost too late. I believe in the power of early intervention, of wrapping young people in support before they fall through the cracks. This means investing in preventative care, trauma-informed services, mentorship, and community engagement that meets young people where they are.

  We must also challenge the stigma that surrounds youth who face housing instability, mental health challenges, or justice system involvement. These young people are not defined by their circumstances—they are resilient, resourceful, and full of potential. At Sasha Bruce, I want us to be part of a movement that changes individual lives and shifts how our community sees and supports its youth.

  Ultimately, I want our work to reflect the belief that every young person deserves a future filled with possibility, purpose, and pride. And that starts with a commitment—from all of us—to walk beside them, to believe in them, and never to stop fighting for their right to thrive.

• NAMI Montgomery County

  Which Communities/Neighborhoods do you serve?

  Everyone in Montgomery County

  In 2-3 sentences, please briefly describe the mission of your organization

  We build communities of peers to provide support, education, and advocacy for all affected by mental illness. Our community includes individuals living with mental illness, caregivers of someone living with a mental illness, and allies who support our community. We offer free peer-led support groups and classes for those with a mental health issue and those who care for or are family members/loved ones of a person with mental health issues.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding has helped support signature support groups and evidence-based classes, etc. We will serve more people this fiscal year than last. We have also launched new programs for BIPOC and LGBTQIA+ communities.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  We have been fortunate to receive funding over the years.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Donations have been down, and we are in planning sessions to strategize for more changes as things shift in our community due to the new administration. The mental health of many has been significantly impacted due to the loss of jobs and overall uncertainty.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  My personal goal for NAMI MC is to ensure every household in MoCo knows we are here and ready to serve them when needed.

• Crossroads Community Food Network

  Which Communities/Neighborhoods do you serve?

  The Takoma/Langley Crossroads, known as Maryland’s International Corridor, is home to approximately 23,000 people from dozens of countries, primarily El Salvador, Guatemala, and Honduras, as well as Ethiopia, Nigeria, Mexico, Jamaica, Vietnam, and India.

  In 2-3 sentences, please briefly describe the mission of your organization

  We envision a thriving community nourished by a just and sustainable food system. Everyone has access to fresh, affordable, culturally​ ​appropriate food; local ​farmers and food entrepreneurs have equal chances to succeed; and there is a robust public demand for local, nutritious food.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Sharing Montgomery is a general funds grant, so it allows us to pay for costs like payroll, staff development, and IT fees, among many others. These general operating costs are critical to our ability to manage the operations of the organization, as well as run our programs and maximize our impact in the community.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  As we prepare to open for the 2025 season of Crossroads Farmers Market later this month, what is typically a time of excitement and anticipation is now marked by growing concerns. The ongoing economic fallout from the pandemic continues to deepen existing disparities, leaving many in our community more vulnerable than ever. Food insecurity has reached record levels in Takoma Park, with even steeper increases in Long Branch and Langley Park, underscoring the urgent need for accessible, nutritious food.

  Economic hardship in the Takoma/Langley Crossroads area has led to rising unemployment, increased public safety concerns, and a surge in informal economic activity. These challenges are evident along Anne Street—where the market operates weekly from April through November—in the growing incidents of public intoxication, defecation, vandalism, and concerns about gang presence. More troublingly, the area has experienced an uptick in violent incidents, including an assault near the market site and a vendor being directly threatened last season.

  The presence of unlicensed vendors near the market has further complicated the situation. While the City of Takoma Park has attempted to address the issue, enforcement efforts have pushed these vendors from the adjacent MegaMart parking lot closer to Anne Street and University Boulevard, increasing safety risks for the unlicensed vendors and, at times, creating direct competition with Crossroads Farmers Market farmers and vendors.

  Perhaps most distressing is the heightened fear and anxiety in our community over potential ICE raids—including the possibility of enforcement actions occurring at the market itself. Despite our efforts to prepare by attending community meetings, bystander intervention and de-escalation trainings, and updating our emergency response plan, the reality is that no amount of preparation can fully shield our market from the devastating impact of immigration enforcement actions, often carried out without due process. While we will be contracting members of the DC Peace Team to be present on market days, fear is already running high. The unfortunate truth is that we cannot guarantee anyone’s safety—including some of our own staff members, who, though U.S. citizens, are part of the targeted communities.

  These challenges highlight the urgent need for increased support and resources for our community. As we enter the new market season, our focus remains on public safety and ensuring that CFM continues to be a trusted resource for fresh, healthy food. We are actively working with community partners, city officials, and local organizations to address these concerns and create a safe, welcoming space for all.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  No need for nonprofits! That all people have the food, shelter, healthcare, education, and income we all need to survive and thrive.

• birdseed

  Which Communities/Neighborhoods do you serve?

  Washington DC, Prince George's County MD, Montgomery County MD, the Counties of Arlington and Fairfax, and the Cities of Alexandria and Falls Church in the Commonwealth of Virginia

  In 2-3 sentences, please briefly describe the mission of your organization

  birdSEED helps close the racial wealth gap by supporting historically disadvantaged communities achieve home ownership. We do this by providing no-strings attached down payment assistance grants.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Since we began offering housing justice grants in 2021 we have had over 30 grantees purchase their first home and start on the path to creating generational wealth. Our goal is to reduce the racial wealth gap one home purchase at a time.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  With the support from Sharing DC, we are excited to grow our program and increase the number of our grantees who currently live in DC who are able to purchase in DC.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  We at birdSEED remain committed to our mission of working to reduce the racial wealth gap by helping historically disadvantaged homebuyers purchase a home. Our Board has reviewed the language we use to describe our program and had many conversations with businesses that support us and donors about the challenges of operating in the current political environment.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  At a recent event for the HEF grant recipients, I was in a small group that discussed abundance. I would love to see more funding to assist people reach their dream of purchasing a home. Right now I interact with so many not for profit organizations that received federal funding being impacted by the sudden cuts. I would love to see support for the social safety net restored and work towards helping to build wealth for those who have been discriminated against in the past.

• Culmore Clinic

  Which Communities/Neighborhoods do you serve?

  While our services are available to any adult resident in Fairfax County who meets eligibility requirements, the Culmore Clinic primary service area is the Bailey's Crossroads/Culmore/Seven Corners corridor (much of which is located in the "Mason District" of Fairfax County, VA). Sixty-five percent of our patients have a Falls Church Zip Code (excluding the City of Falls Church).

  In 2-3 sentences, please briefly describe the mission of your organization

  The mission of Culmore Clinic is to advance health by bringing the community together to provide medical care and health education at no cost to uninsured neighbors in Fairfax County. "Bringing community together" is truly at the core of operations here at Culmore Clinic. There are more than 100 volunteer who come together to support the Clinic and perform a variety of clinical and business/administrative roles. In addition, the individuals and the business community further supports us through sharing financial and in-kind resources. Dozens of local faith congregations are involved by providing outreach donations, announcing volunteer opportunities and supporting "work days" to help improve the infrastructure of the organization.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  The Sharing Community Initiative aligns so perfectly with the mission and values of Culmore Clinic. With its focus on building more equitable, just and thriving communities, the Greater Washington Community Foundation has developed a program that brings together a diverse group of nonprofit organizations to learn from one another, network and connect clients/patients with complimentary services. Grant support from the Sharing Community Initiative was integral to helping Culmore Clinic meet its primary goal of serving more patients in 2024. Understanding that our local population works hard, but rarely has access to health insurance, motivates us to be available to support as many people who qualify as possible. This grant has helped us increase the number of patients by 114% over one year.

  How has capacity building funding impacted the work that you do? Feel free to share 1-2 examples of projects or outcomes you hope to accomplish this next year.

  The capacity building funding has come along at just the right time as we have been offered an amazing opportunity to build a permanent home in a soon-to-be built senior affordable housing community adjacent to our current location. The no-rent lease agreement will help us keep our operations costs low year over year. However, we are responsible for the cost of building out the new location and comes at a cost of between $1.8 and $2 million. The capacity building grant is supporting our initial task associated with our capital campaign, the feasibility study. This eases the overall costs of our first-ever capital campaign.

  How would additional capacity building funding further the impact that has already been generated through this engagement with Sharing NoVA?

  The afore mentioned building project is one that is both exciting and overwhelming. Building out a space that has designed from the ground up to meet our needs is a dream come true. Raising the funds to complete this project, while also raising the operations funds necessary to keep the Clinic running and our patients healthy, is a daunting task. Additional capacity building funds could help us get to our capital campaign goal which leads to the completion of our new permanent home where we will be able to grow our nonprofit medical practice and drive greater impact on the health of our neighborhood.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  The policies and actions of the new federal administration these past few months have led our organization to put into place new policies and procedures in preparation for possible activities related to law enforcement efforts to "round up" members of our community whose home countries are not the U.S. While healthcare environments already have strict privacy policies, we have increased our vigilance and trained our staff and volunteers on what actions to take if law enforcement arrives at our doors. We have educated our patients on their Constitutional rights, regardless of documentation status. We have also lost what was to be our lead donation of $500,000 for our new facility as a result of the federal governments "continuing resolution."

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  We are hopeful for the future. We cannot lose sight of our goal to lessen the burden of our neighbors by providing barrier-free healthcare. Our patients persevere, and therefore we stand alongside them in solidarity. We have a short-term goal of opening our new permanent headquarters location in 2027. And... we have longer term aspirations to expand to satellite locations in Fairfax County where we know there other significantly unmet healthcare needs. We want to be known as a leader within the healthcare safety net, and know that step-by-step, with determination and sound leadership, we will accomplish our goals.

• Montgomery Moving Forward

  Which Communities/Neighborhoods do you serve?

  All of Montgomery County

  In 2-3 sentences, please briefly describe the mission of your organization

  Montgomery Moving Forward (MMF) was launched in 2013 as a collective impact initiative guided by a Leadership Group representing all sectors of the Montgomery County community. MMF leverages the Collective Impact Model to address complex community problems, bringing together leaders from government, business, philanthropy, education, and the nonprofit sector to collectively tackle some of the County's most difficult challenges.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  With the support from funders like the Sharing Community Initiative MMF has focused on two core issues—workforce development and early childcare education. The workforce development focus led to the creation of Workforce Montgomery, the leading workforce development service provider in the County. The early childcare education work led to the creation of the Children’s Opportunity Alliance, specifically focused on ensuring that Montgomery County’s children are thriving. MMF serves as an example of the significant impact that cross-sector partnerships can have on the County.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  We envision opening a new Collective Impact Center where our model can be anchored in the community. The Center will serve as a space for diverse stakeholders – where renters and property owners, parents and education leaders, business leaders and community activists come together to listen, learn, define problems, and coauthor solutions.

  The Center can help address our most pressing issues in a way that fosters trust, leverages each sector's strengths, and brings our diverse community together to establish a common agenda that enhances the prosperity and well-being of Montgomery County.

• Latino Economic Development Center

  Which Communities/Neighborhoods do you serve?

  LEDC serves D.C., Maryland, Virginia, and Puerto Rico.

  In 2-3 sentences, please briefly describe the mission of your organization

  LEDC’s mission is to drive economic growth by equipping individuals and families with the skills, resources, and access to capital needed to achieve financial stability and build generational wealth. We support this through a range of services including small business development, affordable housing preservation, and financial empowerment.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  As an organization with 33 years of servicing the DMV, we’ve witnessed the evolving needs of our diverse communities. Funding from the Sharing Community Initiative will allow us to meet these needs with greater flexibility and responsiveness, adapting our programs to support residents and entrepreneurs where it matters most. Over the past year in D.C., we have served more than 4,500 individuals, launch 35 small businesses, preserve 793 units of affordable housing, assist 12 first-time homebuyers with over $835,000 in down payment support, and disburse more than $20 million in direct financial aid. This funding will be vital in ensuring that our impact continues to reach those who need it most.

  For those receiving Sharing Community funding for the first-time, what excites you the most about receiving support through the Sharing Community initiative?

  We’re deeply excited to receive general support through the Sharing Community Initiative, as it empowers us to invest in the foundational work that fuels our mission. As strong advocates of a localized approach to economic development, this kind of support enhances our ability to adapt and respond to the evolving needs of the communities we serve.

  It also opens the door to deeper collaboration with GWCF and its partners- expanding our network, amplifying our impact, and strengthening our organizational resilience for the long term. Together, we believe we can meet this moment and strengthen our collective efforts to support the communities we serve.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  In recent months, we’ve dedicated considerable effort to scenario planning in light of potential reductions in government funding—evaluating not just the operational impact on our organization, but the broader implications for the communities we serve.

  Some of our most ambitious initiatives are taking longer to get off the ground as we reimagine them within the constraints of potentially reduced funding and evolving federal guidelines. In this context, the support of initiatives like Sharing DC is more essential than ever to help us move forward and meet pressing community needs.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  Our aspiration is to help create a more level economic playing field—where residents across the region can build financial assets, access stable housing, become homeowners, and contribute to a thriving, inclusive business ecosystem. We envision a future where entrepreneurship drives job creation, where individuals can strengthen their credit and financial standing, and where everyone has the opportunity to not just survive, but to truly thrive.

• Manna Food

  Which Communities/Neighborhoods do you serve?

  We serve all of Montgomery County, Maryland.

  In 2-3 sentences, please briefly describe the mission of your organization

  Our mission is to strive to eliminate hunger through food distribution, education, and advocacy. We want our Community to be a place where all people at all times have access to safe, sufficient, nutritious food in order to lead fulfilling lives and contribute to making Montgomery County, Maryland a place where all live in dignity.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  Funding from the Sharing Community Initiative has profoundly impacted the operations of Manna Food Center, empowering us to partner effectively with groups like the Black Physicians Healthcare Network. This strategic alliance has facilitated the rollout of pop-up pantries throughout the region, providing critical access to nutritious food for families facing food insecurity, particularly in underserved neighborhoods. The initiative's financial support has enabled Manna to expand its reach and enhance its services, making it possible to offer not just food assistance but also vital health resources in tandem with nutritional support. By linking food access with healthcare initiatives, this partnership addresses both immediate hunger and the broader health disparities within the community, showcasing a holistic approach to tackling food insecurity and promoting overall wellbeing.
  
  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Manna Food Center is navigating a difficult environment with decreased federal support and rising community needs. The financial strain from funding cuts threatens its operational capabilities, especially its fresh food programs reliant on USDA grants. At the same time, the surge in food insecurity has lengthened wait times and stretched resources, making it harder for Manna to meet the increased demand effectively. Its leadership acknowledges these challenges with a cautious outlook, highlighting the critical role of continued support from donors and policymakers to maintain their services in Montgomery County

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  My dreams and aspirations for our future reflect a commitment to not only alleviating hunger, but also fostering long-term change and improving the overall quality of life for families in my community. Through intentional collaboration and innovation in delivery of services, I know we can achieve what seems impossible.
  

• Arm & Arm

  Which Communities/Neighborhoods do you serve?

  Fairfax Rt 1 Cooridor, Ft Belvior Lorton, Annandale, Reston

  In 2-3 sentences, please briefly describe the mission of your organization

  The Arm & Arm Mission is to change the paradigm of how the ransition process is addressed. Using our empathetic-based approach, we empower individuals during critical transition periods with tools that enable them to make rational evaluations of themselves and their situations.

  How has funding from a Sharing Community Initiative impacted the work you do? Feel free to share any brief examples of projects or outcomes you've seen over the past year.

  As a result of the support from the Sharing Community Initiative we have been able to assist more of our outreached participants with community navigation. We are also able to capture more of their current crisis situations and challenges through the one on one interactions that are afforded. This has added to better data collection and transitional response from our staff to include referrals. Additionally, we have had two individuals take the Peer Recovery Specialist Training. Now these individuals are working as interns with our organization and connecting with still others who are challenged with some of the issues that they have worked through and are in the same areas where our interns used to hang out/sleep. This is the epitomy of the Peer Support Model.

  How has capacity building funding impacted the work that you do? Feel free to share 1-2 examples of projects or outcomes you hope to accomplish this next year.

  This year we are working on rolling out our focus groups in the community. While we have been very successful with our work at our locations we will be holding supportive services on the sport as a part of crisis interveion and stablization. This comes from our experience with recurring individuals who continually get cards share there challenges but don't come to the center for the next step. These services also include the "Harm Reduction." of narcan training, education and distribution. We have gotton a digital intake form that captures the data in real time through QR code and we have it for the follow interation whether it be in the center or in the community.

  How would additional capacity building funding further the impact that has already been generated through this engagement with Sharing NoVA?

  While we have been very successful with our work at our locations we will be holding supportive services on the sport as a part of crisis interveion and stablization. This comes from our experience with recurring individuals who continually get cards share there challenges but don't come to the center for the next step. These services also include the "Harm Reduction." of narcan training, education and distribution. We have gotton a digital intake form that captures the data in real time through QR code and we have it for the follow interation whether it be in the center or in the community. Unfortunately we are still small even with volunteers, we must use unconventional ways of connecting with our crisis populations and we must have trained staff to do this work the additional funding can provide help us fill these gaps and increase our impact in the community by creating self-sustanability in certain community areas/situations.

  As a nonprofit leader, how has your community or organization been impacted in recent months (financially or operationally)?

  Operationally: We have had to restructure our support group that was largely Hispanic and had ex-gang members and returned citizens in it. We have a need to incorporate more mental health service areas due to the anxiety that our country is facing but these populations that we serve even more so. We have been traininig our staff in self-care and healthy work enviorment more. Financially: We have been denied funding for grants that we've sought. We have been asking for voluteers assist with grants research and funding opportunites. We have are striving as so many others to do more with less and that becomes strenuous as you know.

  As a nonprofit leader in our community, what are your dreams or aspirations for the future?

  I hope to see our programs and service approach spread throughout the DMV and the nation as an alternative to incarceration, homelessness, and other crisis situations like domestic violence. I hope to see prevention become to preferred model and educational training be delivered on platforms that individuals considerfun and fulfilling. "That is how my training becomes my way of life."

Apply Today for the 2025 LEARN Foundation Scholarship

The Landover Educational Athletic Recreational Nonprofit (LEARN) was established in 1996 to support education programs for Prince George's County youth residing in the vicinity of Northwest Stadium (formerly known as FedEx Field). Since its inception, the LEARN Foundation has awarded close to $1 million in scholarships and grants to Prince George’s County students and community organizations.  Embedded in the foundation’s mission is the belief that the future is now, and that through partnerships and collaboration young people residing in the targeted areas can benefit through post-secondary education opportunities. 

In 2002, the LEARN Foundation became a component fund of the Greater Washington Community Foundation. Since that time, hundreds of students have benefited from scholarship awards toward college and other career preparation opportunities.

The fund is now accepting applications for the 2025 awards, which will be awarded in July 2025. The minimum scholarship amount is $1,000. Applicants must be high school seniors residing in the immediate vicinity of Northwest Stadium (formerly known as FedEx Field) with a minimum 2.5 cumulative GPA or better. The applications must include a short personal essay, an official transcript, a school letter, and two letters of recommendation.

Completed applications must be submitted by Sunday, May 11, 2025.

For more information please contact The LEARN Foundation at [email protected].

Spotlight - Maiava - Reaching New Milestones with Guaranteed Income

Next month marks the one-year anniversary of Thrive Prince George’s  - a 2-year $4 million guaranteed income pilot that seeks to provide greater economic stability and increase upward mobility for foster youth and seniors in Prince George’s County.

As we celebrate this milestone, we’re excited to spotlight Maiava, a Thrive Prince George’s participant who shared with us her journey and dreams as an aspiring homeowner and advocate for seniors in underserved communities. In the interest of protecting her privacy, Maiava’s last name has been withheld from this piece.

My name is Maiava. I am a 64-year-old Black woman and have worked since I was 14 years old.  I have two sons and five grandsons.  I am semi-retired and as a life-time learner have earned degrees in the following: Associate’s in Accounting and Management, Bachelors in Communications and Leadership, and a Master of Science in Communications Studies.  

During the 1990’s, I found myself a single mother with two sons.  I had always been an honor student with diverse talents and abilities. With those attributes, I successfully built over twenty years of experience in office operations.

It’s Never Too Late to Pursue Your Passion

By 2007, my sons had grown up, and my husband, their Dad, and I reconciled.  As fate would have it, I thought it to be the perfect opportunity to get my secondary education.  I was forty-seven years old and thought I could become a successful CPA.  I completed my dual Associates in Accounting and Management in 2011.

This coincided with death of my husband in April 2011. With the promise that I would get a Doctorate by the time I turned 60, I dealt with my grief by going back to school.  In 2012, I joined a women’s empowerment group for support and was hired as a Community Liaison for the SC HIV Task Force, a contractual position that allowed me to become a paid advocate.

However, I was unaware that civic engagement would become my passion.  I enrolled in Columbia College in South Carolina in 2012, and during an elective communication course, I learned about the women’s Suffrage movement. I was moved to tears.

At that very moment, I had an epiphany, and I became an advocate and a Communications major.  My overall attitude changed from survival mode to someone determined to make a difference for my family and community. I went on to acquire a Master’s of Science in Communication in 2017 at Walden University of Social Change.

How Thrive Prince George’s Has Impacted My Life

Being a part of Thrive Prince George’s has helped me lower my debt and help my mother get rid of credit card debt. I’ve been able to work part-time and receive therapy because of burn-out.  I’ve also saved enough to use the NACA and Section 8 Homebuyer programs to purchase a Townhome or Condo. Becoming a homeowner was a dream that my husband and I shared until he passed away in 2011.

The money I’m able to save from Thrive Prince George’s will help provide first generation homeownership for my family and assist me in starting a non-profit for Senior Advocacy and Resources that will serve PG County communities.  This is important to me because seniors in underserved communities are often unable to leave legacies for their families.  I am currently completing a Grant Writing certification toward this mission.

The Community Foundation is proud to partner with United Communities Against Poverty (UCAP) to help seniors like Maiava through Thrive Prince George’s. Together, we are building a brighter future for seniors in our community.

For more information about Thrive Prince George’s and how to get involved, visit our website at https://www.togetherweprosperdmv.org/thrive-prince-georges  

New Faces & Exciting Changes at The Community Foundation

The Community Foundation is excited to welcome a number of new faces and exciting changes within our Community Foundation family these past few months!

The Community Foundation Board of Trustees

The Community Foundation is excited to announce that Quanda Allen will serve as Treasurer for the Board of Trustees.

Quanda Allen is the Market Managing Director of PNC’s Institutional Asset Management Group in Greater Washington, where she leads a team of experienced investment, client service and sales professionals responsible for delivering PNC’s outsourced investment solutions, retirement plan services and proprietary fixed income capabilities.  Through a comprehensive, disciplined process, PNC’s IAM Group provides investment services to a wide array of corporations, charities, associations, healthcare organizations, and municipalities.

The Community Foundation would also like to thank Lia Dean, who concluded her service as a member of The Community Foundation’s Board of Trustees in December 2024.

Lia is the President of Banking & Premium Products at Capital One. We are grateful for her dedicated service to The Community Foundation and the broader region!

Montgomery County Advisory Board

The Community Foundation is excited to welcome Robin Meisner Cameron, Managing Director at CBIZ, as the new Chair of the Montgomery County Advisory Board. Robin has served on the Advisory Board since Spring 2020, including most recently as Vice Chair of the Advisory Board.

We also welcome Stew Edelstein, Executive Director Emeritus of The Universities at Shady Grove as the new Vice Chair of the Montgomery County Advisory Board.

We’d like to thank outgoing Chair, Catherine Leggett for her service and leadership as Chair of the Montgomery County Advisory Board. We look forward to continuing to collaborate, as she continues her service on the Advisory Board.

The Community Foundation would also like to thank Stacy Murchison who concluded her service as a member of The Community Foundation’s Montgomery County Advisory Board in March 2025.

Stacy is the Senior Managing Director and Chief Marketing Officer at Chevy Chase Trust.  We are grateful for her thoughtful leadership on numerous efforts including chairing the Sharing Montgomery Grants Committee.

Prince George’s County Advisory Board

Belinda Cook, Private Client Relationship Advisor

Belinda Cook is a private client relationship advisor at Brown Advisory. She is responsible for servicing multiple relationships including institutional and high net worth clients. Prior to joining the firm, Belinda was a Vice President, Trust Officer at Bank of America Private Bank (formerly U.S. Trust).

Belinda is a proud first-generation college graduate, having earned her Bachelor’s in Business Administration from Bennett College for Women in Greensboro, NC.

In addition to her role on the Advisory Board, Belinda volunteers at Children’s National Hospital and is the Chair of the Community Volunteer Committee (CVC) for Girls on the Run - DC.

The Community Foundation Staff

Nathan McMullen, Strategic Initiatives Associate

Nathan is a recent graduate with a proven track record of leadership and teamwork in multiple areas. He studied at the University of Maryland, College Park, earning a Bachelor of Science in Agriculture and Resource Economics. Graduates from UMD's College of Ag & Natural Resources are prepared to take on some of our most significant challenges such as access to nutrition, clean water, and the impacts of global climate change.

Nathan also brings a unique perspective on innovation and economic mobility, thanks to the Southern Management Leadership Program (SMLP). Students at SMLP complete a minor in Entrepreneurship, which focuses on topics like social entrepreneurship, design thinking, and network building.

Since graduating in 2023, Nathan has served as a mentor for Roots Africa, a non-profit organization dedicated to investing in transformative change in rural communities in Uganda and Liberia. Nathan also has experience studying the impacts of pro-active cash assistance programs for the International Food Policy Research Institute.

Nathan is grateful and humbled by the opportunity to contribute to the foundation's work of addressing inequality in the DMV. Growing up in Washington, D.C., he has witnessed the impacts of suppressed economic mobility and limited opportunities for wealth building in the District’s marginalized communities.

Nathan is committed to working alongside the community investment team and the whole foundation to face and address the most pressing challenges in our community.

Olivia Hsu, Development Officer, Planned Giving

We’re excited to share that Olivia Hsu CFP®, CAP® will be taking on a new role at The Community Foundation as our Development Officer, Planned Giving.

Olivia joined The Community Foundation in May 2022, as a Development Associate working with donors in Montgomery County. In this new role, Olivia will work closely with our Senior Philanthropic Advisor to help donors from across the region organize and reach their planned giving goals. We’re excited to see her grow into this new role at The Community Foundation!

Yorman De La Rosa, Donor Services Officer

We’re also excited to share that Yorman De La Rosa is being promoted to Donor Services Officer.

Yorman joined The Community Foundation in April 2022, as a Donor Services Associate, serving as a Customer Relations Manager (CRM) for fundholders and initiatives based in DC. He has been an invaluable member of our donor services team, providing critical support for the Learn24 OST Scholarship program and other important initiatives. Thank you for all that you do!

Silvana Straw, Senior Community Investment Officer & Philanthropic Advisor

The Community Foundation is announcing that Silvana Straw will be leaving the organization in May, after more than 35 years as an integral and invaluable member of our team.

Over the past three and a half decades, Silvana has made countless contributions in her roles as Senior Program Officer, Senior Donor Services Officer, and Philanthropic Advisor. Her major accomplishments include contributions to help build The Community Foundation’s assets, fundraising, and donor services by cultivating and establishing new funds; as well as conceptualizing, developing, and leading strategic program initiatives and cross-sector partnerships – including The Circle of Hope (our very first initiative in 1994), Greater Washington Youth Philanthropy Initiative, Neighbors in Need Fund (during the great recession), and The Partnership to End Homelessness in 2019. 

She has brought innovative approaches to our work and to the field of philanthropy which have had a major impact on The Community Foundation and the community we serve. You can read more about what drives her passion for this work in this profile article published as part of our 50th anniversary celebration.

Over the next few months, Silvana will work closely with her colleagues and with The Community Foundation leadership to ensure a smooth transition of her duties and fund management. Any questions about the Foundation’s work during this transition can be directed to Darius Graham, Managing Director, Community Investment and/or Chris Howie, Managing Director of Development. 

Work Anniversary - Celebrating Five Years of Leadership at The Community Foundation!

Finally, we would be remiss if we did not acknowledge an exciting work anniversary for our incredible CEO Tonia Wellons - who in April will commemorate five years of leadership as President & CEO of The Community Foundation.

Under her leadership, The Community Foundation developed a bold 10-year strategic vision, lead the region’s largest coordinated COVID-19 philanthropic response fund, and launched key initiatives including the Partnership to End Homelessness and VoicesDMV.

She has been recognized across the region and the nation as one of the most powerful leaders in community philanthropy, and continues to represent our organization, our region, and our sector with purpose, grace, and intentionality.

We are so thankful for her thoughtful and inspiring leadership, as together we work to create a region where every person prospers and thrives.

In Solidarity: Creating Soft Spaces in Hard Times

From left to right: Sara Brenner, Executive Director, Jewish Community Foundation of Greater Washington, Habib Bako, Founder of Aligned Minds, LLC, and Tonia Wellons, President & CEO, Greater Washington Community Foundation

This post is written by Habib Bako, founder of Aligned Minds, LLC, a strategic community engagement firm. Habib is leading the design and implementation of a new initiative launched by The Community Foundation and our partners from the Jewish Community Foundation at The Jewish Federation of Greater Washington that aims to build a faith-inspired community through building trust, bridging difference, and strengthening democracy throughout the region.

By Habib Bako

In February, I was honored to facilitate a remarkable event to launch a new project called In Solidarity: Trust, Truth, and Transformation. In Solidarity – led by the Greater Washington Community Foundation and the Jewish Community Foundation – seeks to build the capacity and skills of people from multiple faiths, religious, racial, and ethnic groups across the DMV

The aim of this initiative is to bring faith-inspired leaders together to bridge across difference, forge deeper relationships, and come together across shared purpose and values in order to ultimately strengthen our democracy and advance equitable outcomes in the Greater Washington region. But in this February meeting, it was clear people also sought to create a space to ground in their shared humanity, to hold their anxieties about the current state of our region and country, and to get inspired by stories of hope and resilience from leaders past and present.

Having worked in community engagement spaces in cities across the country, I understand the importance of building that space to hold people’s experiences and anxieties. But what is unique and special about this time around is that this community is in the DMV, a place I’ve called home for most of my life. 

In this February In Solidarity launch event, we called on leaders to consider Martin Luther King’s question and title of his 1967 book, “Where do we go from here: chaos or community?” It’s the timeless question we could have asked at every moment of national upheaval and pain. This moment, right here in 2025, is no different. Throughout the launch event, it was clear that people needed time to be with one another. In the opening of the event, we asked participants to share the values that brought them to that event. They brought in the values of: love, community, determination, resilience, and resistance. That energy was clear throughout.

As principal leaders of the two partner organizations, Tonia Wellons and Sara Brenner really set the tone for the evening with their introduction. They talked about their relationship with one another and why that relationship models the types of trust, truth, and transformation that In Solidarity hopes to elevate and accelerate through this initiative. Their work led them to intentionally choose partnership and abundance for the two community foundations over scarcity and competition for resources. They began having difficult conversations on race, religion, and the divides that often show up in our communities, and what began to bubble up was a relational bend to the philanthropy they saw their donors practicing often anchored in their communities of origin, and their ethnic and religious ties. Sara and Tonia quickly realized that these relationships were the common ground that could move their communities forward.

We also heard from two DMV leaders who are living In Solidarity through their everyday work. Reverend William H. Lamar IV, the pastor of the Metropolitan African Methodist Episcopal Church in Washington, moved the crowd by imploring them to not “shrink from the blood demand of our ancestors.” He shared the remarkable story of winning ownership of the Proud Boys trademark in court and using that power to turn evil into good. While it has brought an onslaught of threats to his congregation, he stands by the decision to pursue the lawsuit. He told the participants that it was our time to fight against the division and hate that permeates our culture. And he reminded us that the fight was not done in the name of anger, but in the name of love – the practice of love.

Our next speaker was Diana Aviv, founder and principal of ourCovenant, an organization that builds and deepens partnerships within communities of faith in support of democracy. A community leader and native of South Africa, she grew up where racism was the law of the land, acutely aware of the privilege her skin color afforded her under apartheid. Having Diana at this event was a personal delight for me as I worked for her more than a decade ago. Diana spoke about her deep faith in the goodness of people to solve their own problems. She noted it is within American civil society – the thousands of nonprofit organizations and the millions of people who are employed by and volunteer with them – where that kind of hope and determination to solve our own problems can be found. “Nothing worthwhile is ever easy,” she said. “The biggest mistake is to wait until [the threat] passes and assume things will get better. We have to take action now. Civil society is the glue that holds us all together. Progress happens when civil society is strong and democracy functions.”

The event then turned to the participants, where the most valuable interactions took place among the people in the room and in discussion about how In Solidarity can continue to be a place for choosing community over chaos. The themes that came out in the read-outs from the tables presented several opportunities to design and grow this work. The challenges to our communities right now are immense, but the opportunities are attainable and achievable.

In the end, the words that people used to check out of the In Solidarity gathering made it clear that people were ready to put in the mental, physical, and spiritual energy and time toward this goal of choosing community and being in solidarity with one another.

This is just the beginning of this initiative and I look forward to sharing more about it as we build it together over the next two year. Here’s to being In Solidarity with you all.

If you are interested in learning more or getting involved, you can reach me at [email protected]

Spotlight: Julia - Strengthening Family Foundations Through Guaranteed Income

April 2025 marks the one-year anniversary of Thrive Prince George’s  - a 2-year $4 million guaranteed income pilot that seeks to provide greater economic stability and increase upward mobility for foster youth and seniors in Prince George’s County.

As we celebrate this milestone, we’re excited to spotlight Julia, a Thrive Prince George’s participant who shared with us her journey as a single mother. In the interest of protecting her privacy, Julia’s last name has been withheld from this piece.

As a young single mother and daughter of immigrants, Julia knows what it’s like to fight for her dreams.

“I learned independence and hard work from a young age, thanks to my dad,” Julia shared. “He sacrificed a lot for our family; now I am doing the same for my daughter – trying to be the best person and mother I can be.”

Julia was just nine years old when she entered the foster care system, due to family challenges – including the deportation of her father, who she was very close to.

“My time in foster care was really difficult,” Julia explained. “My dad is my best friend – having him torn away like that was a really traumatic experience.”

“I felt like I had been mistreated; like no one really heard me or understood what I was going through.”

Navigating the Foster Care System with CASA Prince George’s

Julia spent the next eight years in various living situations, moving from home to home – at one point even running away from foster care – before she finally found a loving foster home where she felt seen and heard.

“CASA was with me from the beginning,” Julia shared. “They treated me as if I were part of their family – they are amazing people that came into my life at the perfect time. I don’t know where I’d be, if I didn’t have them.”

Court Appointed Special Advocates (CASA) of Prince George’s County, is a volunteer-based organization that works to improve the lives of children and youth living in foster care, by supporting and advocating for their best interest.

The organization connected Julia with a case supervisor and court appointed volunteers that worked with her one-on-one, to gain confidence in advocating for herself and her needs. Over time, they connected her with community resources to empower her with the means and information to set goals for the future.

Starting a Family & Transitioning Out of Foster Care

Then as Julia was entering her senior year of high school, her life was altered yet again – this time for the better – when she became pregnant with a beautiful baby girl.

“Becoming a single mother is one of the best things that ever happened to me,” Julia shared. “My daughter tells me every day that she’s proud of me and that I’m her superhero.”

“She inspires me to be the best mom, the best person, the best provider – I don’t want to be in the same spot, because I don’t want her to be in the same spot. I want to be better for her.”

Of course, that journey has been far from easy, as Julia has fought to balance motherhood and childcare with providing for her family’s future – all while trying to achieve her own personal goals.

“There have been a lot of bumps in the road,” Julia shared. “I’m so grateful for the Thrive Prince George’s program for giving me that extra breathing space each month – it really has made a big difference.”

Looking Forward with Thrive Prince George’s

In April 2024, Julia became one of 50 youth selected to participate in Thrive Prince George’s – a guaranteed income pilot program that provides financial support to seniors and youth who aged out of the Prince George’s County foster care system. The program, which is funded through public and private philanthropic resources, provides participants with monthly payments of $800 for a 24-month period.

With the help of Thrive Prince George’s, Julia has able to spend more time with her daughter – while still meeting the family’s basic needs. The monthly payments from Thrive Prince George’s helped cover a wide range of needs including doctor’s visits, medications, food, clothing, phone bills – and most significantly – rent payments.

Thanks to Thrive Prince George’s, the family was recently able to move into a new apartment building to provide a safer and healthier environment for Julia’s daughter - who turns six this year.

“This new apartment has been such a blessing for me and my daughter,” Julia added. “It’s opened up a lot of opportunities for growth that just weren’t available in our old place.”

Looking forward to the next year, Julia hopes to attend classes at Prince George’s Community College -with the goal of obtaining her GED and one day becoming a pediatric nurse. She also plans to build up her savings so she can afford to travel with her daughter to places outside of the DMV. Eventually, Julia hopes to save enough money to visit her father, so that he can finally meet his granddaughter, in person.

“My daughter and I understand about sacrifice,” Julia concluded. “We know that $800 a month can only go so far.”

“But thanks to Thrive Prince George’s we can see what’s possible.”

The Community Foundation is proud to partner with Court Appointed Special Advocates Prince George’s to help families like Julia’s through Thrive Prince George’s. Together, we are building a brighter future for youth navigating the foster care system.

For more information about Thrive Prince George’s and how to get involved, visit our website at https://www.togetherweprosperdmv.org/thrive-prince-georges  

Supporting Nonprofits in Uncertain Times: What You Can Do Right Now

Nonprofits across the country, but especially right here in the Greater Washington region, are facing a challenging and uncertain landscape. With the threat of federal funding cuts and shifting policies that could have major impact on our region, many of our nonprofit partners are preparing for a period of financial uncertainty.

The work of our region’s critical nonprofit sector is more important now than ever – from providing essential services to keep families housed and children fed, to organizations supporting education, mental health, marginalized communities, or offering other services that enrich our lives and ensure that our communities continue to thrive. These same nonprofits are now grappling with policy changes, budget shortfalls, inflationary pressures, and anticipating an increase in demand for their services as funding cuts and layoffs are projected to hit our region especially hard.

While private philanthropy cannot fully step in to replace the loss of public funding, The Community Foundation and our donors and partners can help play a critical role in sustaining and strengthening this region’s nonprofit sector.

Here are a few recommendations for both individual and institutional philanthropists to consider:

1. Reach Out to the Nonprofits You Support - It is important to check in with the organizations you care about to ask what they need most right now. A simple conversation can go a long way. Understanding their immediate and long-term needs can help you align your giving in the most effective way possible. Don’t be afraid to ask them how they are doing – recognizing these challenges have also been difficult for their staff and board members too.
   

2. Increase Your Support - We can all play an important role in helping nonprofits weather this crisis and minimize disruptions to their critical services. If you are in a position to give, now is the time to increase your support. This follows a similar conversation happening among many private foundations (both locally and nationally) that are increasing their annual payout rate.
   

3. Make Your Support Flexible - If you truly believe in the organization and its mission — then you should give them the flexibility to deploy those dollars where they are needed most in the community. Providing flexible, unrestricted funding allows these organizations to remain responsive, resilient, and effective in their work. You may also consider making a multiyear gift, which allows the nonprofit to plan more effectively by focusing less on fundraising and more on its mission.
   

4. Invest in advocacy and community organizing - While much of charitable giving is directed towards direct services that help individuals and families to meet basic needs, philanthropy can also support advocacy and organizing that can help shift policies and practices at both the local and national level. Investing in advocacy groups is a great way to ensure that your philanthropy aligns with your values and to ensure that the causes you care about have the support they need to continue their important work in the community.
   

5. Invest in Nonprofit Resilience & Infrastructure Nonprofits need more than just funding—they need strategic investments in organizational infrastructure that will allow them to weather economic uncertainty and adapt to ongoing challenges.
   
   If you are passionate about long-term impact, consider directing some of your giving to capacity-building efforts, such as leadership training, strategic legal counsel, or communications support. These investments can ensure that organizations are equipped to meet urgent needs, advocate effectively, and continue delivering meaningful impact across our region for the foreseeable future.
   

6. Partner with The Community Foundation - As your community foundation, we believe in the power of community and we stand in solidarity with our nonprofit partners providing critical programs and services to our neighbors who need it most. We are in constant communication with partners from across the region to understand the urgent and emerging needs they are facing.
   
   We remain committed to the values that have guided our work to build a stronger, more inclusive, and resilient region where everyone has the opportunity to thrive. You can partner with us and support our efforts to make strategic investments in response to today’s needs and tomorrow's challenges. You can also reach out to your local Community Foundation Officer to learn more about specific needs and opportunities to support the work in your local community and across the region.
   
   Together, we can make a difference.
   

7. Stay Engaged and Advocate Beyond financial support, your voice matters. Engage in conversations about the value of nonprofit work, advocate for policies that strengthen the sector, and stay informed about the challenges and opportunities facing philanthropy in our region.

   A few examples of this include:

• Stay informed and combat the spread of misinformation by attending Town Hall meetings or informational webinars about local issues impacting nonprofit partners in your community.

• Donate your time! Whether you’re a weekend volunteer or offering your professional expertise, donating your time can be a great way to support a nonprofit partner’s work and ongoing mission.

• Join us for a community event! The Community Foundation regularly hosts events around the causes and organizations most relevant to our region. Reach out to your local Community Foundation Officer to find opportunities to engage with community partners in your neighborhood.

• Join your local Sharing Community Fund. This community grantmaking initiative allows you to be in community with like-minded peer philanthropists while seeing the impact that nonprofits are having in your backyard!

Your generosity has always played a vital role in shaping strong, vibrant communities across DC, Maryland, and Northern Virginia. As we navigate these uncertain times together, your continued support, leadership, and advocacy will be more important than ever.

Thank you for your unwavering commitment to philanthropy. If you have questions about how to maximize your impact, the Greater Washington Community Foundation is here to help.

Kwesi & Swafia Ames - Building a Lasting Legacy by Giving Back and Looking Forward

The Community Foundation is excited to continue our Leaders of the Future series, highlighting the work and experiences of incredible individuals and organizations from across our community of philanthropic, community, professional advisor, corporate, and nonprofit partners.

Kwesi and Swafia Ames are long-time residents of Prince George’s County and fundholders at The Community Foundation since 2021. Swafia is the Managing Director at Brighter Strategies, LLC, while Kwesi is the Vice President of Software Engineering at Salesforce Inc. They are the proud parents of two teenage boys.

For Kwesi and Swafia Ames, philanthropy is more than just a dollar amount- it’s a way of caring for others.

“Philanthropy is not just about giving money,” Kwesi explained. “It’s more about giving yourself.   It’s about making an authentic connection with those you mean to serve. Your time, expertise, and compassion are often enough to make a long-term, meaningful impact.  ”

“When you see the joy on other people’s faces – the smiles and appreciation, as you witness the transformation in their lives – that’s philanthropy in action. And it’s priceless.”

Much of Kwesi’s philosophy on philanthropy comes from his upbringing. Born on the island of Trinidad, Kwesi saw first-hand the impact that human kindness has on everyday life.

“My family did not have a lot of resources,” Kwesi explained. “A lot of the extracurricular activities that had a big impact on my childhood – Boy Scouts, Track and Field, Soccer, Cricket, Swimming – were made possible by the kindness and generosity of strangers.”

“I always thought that when I had the opportunity, I would help other people – the same way strangers helped me.”

Kwesi Ames and his father, Samuel Ames.

He was also inspired by his late father, a Civil Engineering Technician who went out of his way to help those around him in small and simple ways.

“Education was so important to my father,” Kwesi recalled. “He taught me that the best way to better your life was to give yourself choices – and the best way to do that was to pursue an education.”

With his father’s coaching and support Kwesi excelled in his Common Entrance exams and qualified to enroll in Queen’s Royal College – one of the oldest and most prestigious secondary  schools in Trinidad & Tobago. He would later go on to Howard University to pursue a bachelor’s in Systems & Computer Science.

It was during this time in DC that Kwesi met Tonia Wellons – future President & CEO of The Community Foundation – and (more importantly), his wife, Swafia.

Growing up in California, Swafia is a first-generation American of Caribbean descent who relocated to MD  to attend the University of Maryland as a psycholgy major. As the first member of her family to graduate from college or attend University on the East Coast, Swafia quickly fell in love with the vibrancy and diversity of the Greater Washington region. 

“The part of California I grew up in wasn’t particularly diverse,” Swafia remembered. “Moving to the DC area was so inspiring to be around so many people of color and to see them in so many unique and influential roles and positions.”

Swafia made her home in Prince George’s County, where she married Kwesi and began her career in Human Resources and Recruiting. As part of her professional journey, she also became involved with Cavalry Women’s Services—a nonprofit serving women in Southeast DC—and served on the Organization’s Board of Directors and Governance Chair for several years.

"It was an honor to support the women of Calvary and make a positive impact on their lives," Swafia said. "I see my time with Calvary as my first formal volunteer experience, and it taught me that every effort, no matter how small, is vital and personally meaningful to both the organization and its mission."

For Kwesi, making an impact has spanned multiple countries – both in the country where he grew up and the community where he currently lives.

“I learned early on that I needed concentrate my time and treasure on my strengths,” Kwesi shared about his journey in philanthropy. “For me, that means investing in education and making a difference for the rising generation.”

Kwesi is a long-time supporter of his Trinidadian alma mater, Queen’s Royal College (QRC). Even decades after graduating, Kwesi has maintained strong relationships with current and former faculty during his frequent visits to the island. These relationships have enabled Kwesi to give back in simple, yet meaningful ways including leading the US based QRC alumni association, supporting the high school track team and – more recently – supporting a two-week long tour of DC for their  steel pan orchestra, a joint venture with Providence Girls’ Catholic School.

Meanwhile, in Prince George’s County, Kwesi and Swafia have enjoyed giving back to their community in new and innovative ways. In 2019, Kwesi recruited two of his computer science classmates from Howard University to create and sponsor a Robotics team to build opportunity and representation for Black youth interested in STEM. More recently, the couple made a significant investment in The Community Foundation’s Brilliant Futures program.

Kwesi and the robotics team he helped create for Black Youth interested in STEM

“We really want to focus on investing in the next generation,” Swafia shared. “Brilliant Futures is great because it allows kids to know that they have that support; that investment – so they can be empowered with the agency, ownership, and discipline to stay the course and accomplish their dreams.”

Kwesi and Swafia say they’ve learned a lot through The Community Foundation – specifically through their friend and neighbor, Tonia Wellons. The Ames family has enjoyed a close relationship with the Wellons family, long before Tonia joined the organization.

“I don’t think we would have thought of ourselves as philanthropists if Tonia hadn’t helped teach us what philanthropy is,” Kwesi shared. “Her example and leadership has helped us realize that philanthropy is meant to be an inclusive, safe space where we can learn as we go and be empowered to give back to the communities we care about.”

“The resources that The Community Foundation provides are incredible,” Swafia added. “They make it so easy for us.”

“We love partnering with an organization that truly knows the community and the importance of investing with equity and impact.”

The Community Foundation is proud to partner with incredible fundholders like Kwesi & Swafia Ames to connect philanthropy to impact. For more information on how you can become a fundholder, contact [email protected]

DCA Together Relief Fund: Crisis Support for Flight 5342 and Army Black Hawk Families

The Greater Washington community is devastated by the tragic event on January 29 that claimed the lives of all 67 passengers, service members, and crew on board American Airlines Flight 5342 and the Army Black Hawk Helicopter. We also recognize the heroic efforts of our region’s first responders working on the recovery effort to help provide some closure to grieving families.

Our Greater Washington Community is strongest when we stand together as neighbors helping neighbors. Through the generosity of our community and partners, we will stand united in remembrance and resilience.

In the wake of this heartbreaking tragedy, the Capital Region Community Foundations have partnered to launch a crisis response fund to aid impacted families, first responders, and nonprofit organizations supporting recovery and healing. In close coordination and partnership with the Wichita Foundation and its ICT Together Fund, the goal is to provide immediate and long-term assistance, ensuring that those affected receive the care, resources, and support they need during this difficult time.

We are working in close coordination with federal and local authorities, the Wichita Foundation, and community partners across our local jurisdictions to determine the best way to support impacted families.

The DCA Together Relief Fund: Crisis Support for Flight 5342 and Army Black Hawk Families will aim to provide:

• Assistance for impacted families to help meet their immediate needs.

• Resources and support for our region’s first responders and organizations aiding in recovery efforts.

• Support for nonprofits that are providing impacted families and communities with resources such as mental health services, trauma and grief counseling, and other community healing efforts.

You can make a difference in this critical time. Your contribution will help bring hope and healing to the families and loved ones affected by this tragedy.

The Capital Area Community Foundations is a partnership among several of our region’s leading community foundations including ACT for Alexandria, Arlington Community Foundation, Community Foundation for Loudoun and Northern Fauquier Counties, Community Foundation for Northern Virginia, and Greater Washington Community Foundation. Together, the community foundations serving the region have a more than 100-year history as community connectors and conversation brokers who work tirelessly to preserve, enhance and protect the quality of life for our neighbors. This role often places us directly in the middle of our community’s most important decisions, most pressing issues, and most promising opportunities.

Looking Back, Moving Forward: A Discussion with Fundholders About Shaping Our Priorities for 2025

As the first month of 2025 comes to a close, Community Foundation fundholders and supporters joined our leadership for a discussion about the organization’s accomplishments during 2024 and the outlook for the upcoming year.

“We open this call with gratitude for all that you have enabled us to accomplish this past year,” Board Chair Seán Morris shared. “With your generosity, we have been able to coinvest more than $1.7 billion into the Greater Washington region. We are grateful to be working with you and look forward to continuing to partner with you to strengthen this beautiful region we all call home.”

2024: A Year in Review

2024 was a busy year for The Community Foundation and our community of changemakers. Together, we distributed more than $95 million to nonprofits and managed over 700 funds established by generous individuals, families, businesses, and civic groups from across the region. More than 70% of those grant funds were invested within the Greater Washington region.

“We have so much to be thankful for, as we start this new year,” shared President & CEO Tonia Wellons during a discussion moderated by Trustee Denielle Pemberton-Heard. “We know that there will be challenges – but we are determined to stay the course by leaning into the mission, vision, and values of our organization.”

Among the accomplishments Tonia shared were the launch of the Brilliant Futures program – an innovative children’s savings pilot program providing up to $1,000 per year for 2 kindergarten cohorts at Jackson Road and Bradbury Heights Elementary Schools, and exciting investments through the Health Equity Fund – which dispersed over $25 million to innovative programs supporting DC’s Asset-Limited, Income-Constrained and Employed (ALICE) population.

“Our hope is that these investments can help hundreds of families move from crisis to stability and from stability to prosperity,” Tonia explained.

An Update on Together, We Prosper – A Campaign for Economic Justice

Tonia also provided an exciting update on Together, We Prosper – The Community Foundation’s first ever capital campaign.

“Thanks to our Campaign committee and generous community of supporters, we’re excited to share that we have raised over 90% of our goal,” Tonia shared. “We’re so close! If you’re looking for a way to get involved, I invite you to join us in participating!”

Launched in 2023, the Together, We Prosper Campaign for Economic Justice is designed to jump-start The Community Foundation’s vision for economic justice by funding critical pilots across the region including guaranteed income pilots such as Thrive Prince George’s and children’s savings programs such as Brilliant Futures.

The campaign also works to build our endowment to ensure that The Community Foundation will be able to respond to today’s needs and tomorrow’s challenges. Thanks to a generous matching donation from donor and former Trustee Terry Beaty, the effort has raised more than $500,000 for The Endowment for Greater Washington 

Addressing the Challenges & Opportunities for 2025

Looking ahead to 2025, Tonia next addressed The Community Foundation’s vision for the region and the philanthropic/nonprofit sector – particularly in light of recent actions that may have sweeping impact on our region.

“Our Community Foundation is nonpartisan – but we are not neutral,” Tonia reaffirmed. “We remain committed to creating a Greater Washington region where people of all races, places, and identities have the resources that they need to prosper.”

“Our work is grounded in a comprehensive strategic plan derived from data-driven analysis of the needs and opportunities present in the communities we serve,” Seán added. “As an organization, we are committed to staying the course and staying true to our mission, vision, and values.”

Over the past 51 years, The Community Foundation has continued to operate through many transitions in political leadership and has been proud to serve as a key convener and ‘community quarterback’ to help respond to critical community needs.

During the call, Tonia reiterated The Community Foundation’s commitment to actively listening to community needs and deploying our resources, voice, and efforts to build a stronger, more inclusive, and resilient region where everyone has the opportunity to thrive.

“We will be a leader in listening, convening, and speaking truth to power when it comes to the impact that decisions are having on our community and on the individuals we serve.”

She also emphasized the importance of increasing private and philanthropic support for nonprofit organizations – particularly through unrestricted and multi-year funding.

“For those who wish to get involved - whether you are individual donor or a philanthropic organization — the best way to do so is to put more money into our community,” Tonia explained.

“Now more than ever, nonprofit leaders need general operating grants so they have the capacity, the resources, and the flexibility to make decisions and respond to critical needs that may arise on a daily basis.”

“By working together, we have the power and the potential to create deeper, more lasting impact toward achieving economic justice and prosperity for all who call our region home.” 

A Year in Review: Looking Back at the Top Milestones from 2024

2024 was a year full of milestones for The Community Foundation and our community of changemakers – from launching a children’s savings pilot program in Montgomery and Prince George’s counties to unveiling the 2024 VoicesDMV Community Insights Report, and celebrating new and exciting investments across DC, Maryland, and Virginia. Here are some of our most meaningful milestones from 2024.

Celebrating the Spirit of Philanthropy and Alex Orfinger at the National Building Museum

On March 21, The Community Foundation honored Alex Orfinger with the 2024 Spirit of Philanthropy Award, as part of the Celebration of Philanthropy at the National Building Museum. The event raised more than $500,000 towards building a stronger community in the Greater Washington region.

Reimagine Work: Aligning Workforce Development within an Economic Justice Framework

In January, The Community Foundation introduced Reimagine (formerly known as the Greater Washington Workforce Development Collaborative) - a coalition of funders committed to co-creating solutions alongside communities and people to advance systemic economic justice rooted in reimagining, redistributing, and rebalancing work, opportunity, and sustainability.

Greater Washington Community Foundation and PNC Foundation Support Small Businesses in Prince George’s County

In April, The Community Foundation announced the launch of the Prince George’s County Small Business Support Program made possible through funding from the PNC Foundation to support small business infrastructure and development in Prince George’s County. The fund awarded over $330,000 in grants to 17 small businesses along the Purple Line and Blue Line corridors. The grants will enable businesses to harness the economic benefits of development along the transit corridors.

Thrive Prince George’s Guaranteed Income Pilot Begins Monthly Payments

In April, Thrive Prince George’s  - the county’s first-ever guaranteed income pilot program, began monthly cash distributions to 50 youth (age 18-24) who have aged out of foster care and 125 seniors (age 60+) for a 24-month period with no strings attached.

The pilot – which was announced in November 2023 - received a tremendous response with more than 5,500 applications submitted for 175 slots. All applications went through a carefully designed and impartial review process that utilized best practices in applicant selection including weighing essential eligibility criteria and randomization. This process also ensured inclusion of our two special populations - care givers and returning citizens.

In October, The Community Foundation convened guaranteed income advocates from nine different guaranteed income pilots from across the region  - including Thrive Prince George’s - to discuss how to amplify the effects of guaranteed income pilots in the Greater Washington region.

The Community Foundation Launches Brilliant Futures Children’s Savings Pilot at Jackson Road Elementary School and Bradbury Heights Elementary School

In June, The Community Foundation announced the launch of Brilliant Futures, a children’s savings pilot program that will provide kindergarten students at Jackson Road Elementary School and Bradbury Heights Elementary School with up to $1,000 each year from kindergarten through 12th grade.

The Community Foundation has committed to funding the program for two consecutive kindergarten cohorts at each school — specifically the future graduating classes of 2036 and 2037 at Jackson Road Elementary and classes of 2037 and 2038 at Bradbury Heights Elementary schools. The program is expected to enroll up to 400 students and was launched in partnership with Montgomery County Public Schools, Prince George’s County Public Schools, and community partners, Parent Encouragement Program and Reid Community Development Corporation.

In October, The Community Foundation was recognized with the Superintendent’s Award of Excellence at the Foundation for PGCPS Hall of Fame Gala in recognition of Brilliant Futures.

Building Towards Belonging: New Voices DMV Report Highlights Critical Needs & Strategic Priorities for the Greater Washington Region

In May, The Community Foundation released the 2024 Voices DMV Community Insights Report, which provided an update on the state of our region, including key regional challenges and insights from a comprehensive survey conducted by The Community Foundation in partnership with Gallup and its Center on Black Voices.

First launched in 2017, VoicesDMV is a community engagement initiative designed to help philanthropy, community leaders, policymakers, and others better understand the diverse experiences of the people who live and work in the Greater Washington region.

In December, the Washington Association of Black Journalists awarded The Community Foundation the 2024 Dr. Sheila Brooks Community Impact Award in recognition of the VoicesDMV initiative and its commitment to amplify the voices and needs of underrepresented communities across the DC metropolitan area.

Greater Washington Community Foundation Welcomes Sean Morris as New Board Chair

In September, The Community Foundation welcomed Seán Morris, Principal with Deloitte Consulting LLP, as the new Chair of the Board of Trustees. Seán succeeded Richard K. Bynum, Chief Corporate Responsibility Officer for The PNC Financial Services Group, who has served as Board Chair since September 2022.

The Community Foundation also welcomed Thomas Penny, President of Donohoe Hospitality as a newest member of the Board of Trustees and welcomed Artis Hampshire-Cowan, as a member of The Community Foundation’s Board Emerita.

The Board has been extremely supportive of The Community Foundation’s President & CEO, Tonia Wellons – who has continued to receive well-deserved recognition for her outstanding leadership in the Greater Washington region. This year, Tonia was once again recognized as a member of the Washington Business Journal’s 2024 Power 100 Index. She also joined the Board of Directors for CFLeads – a national network of community foundations committed to community leadership and innovation to build stronger communities.

Celebrating Community Impact Through Partnership at the 2024 Annual Meeting

In October, The Community Foundation gathered with friends and supporters for the 2024 Annual Meeting and public kick-off for Together, We Prosper, a $75 million Campaign for Economic Justice in the Greater Washington region.

The meeting celebrated another year of exciting landmarks. In FY2024, our fundholders disbursed over $87 million to a diverse range of causes across the region.

The evening also included exciting updates on the Together, We Prosper Campaign for Economic Justice, which seeks to mobilize philanthropy to close the racial wealth gap in our region by investing in innovative economic mobility programs to boost wealth building in priority high opportunity neighborhoods.

Partnership to End Homelessness Celebrates Five Years of Impact

This past year, The Community Foundation’s Partnership to End Homelessness celebrated five years of impact.

Since 2020, The Partnership has successfully leveraged more and aligned more than $20 million in funding to support affordable housing and grantmaking to nonprofits, helped to build and preserve 924 homes for low-income families, and supported advocacy efforts that helped 3,254 individuals and 1,542 families exit homelessness.

The Partnership also welcomed five new members to its Leadership Council - a group of committed, private sector individuals representing foundations, housing developers and owners, healthcare institutions, and universities who are dedicated to ending homelessness in DC.

Investing in Community Safety and Gun Violence Prevention

In 2024, The Community Foundation announced its intentions to support the development and funding of a comprehensive strategy to enhance harm reduction efforts in DC to promote community safety and prevent gun violence. The organization awarded $1 million in investments in partnership with DC government agencies, joined the CF Leads Gun Violence Protection Network, and – in partnership with the Public Welfare Foundation - hired a Senior Fellow for Community Safety and Harm Reduction to coordinate further efforts.  

In September, The Community Foundation and Public Welfare Foundation organized the first of several convenings for philanthropic partners, business leaders, city government representatives and advocates for community safety to discuss ways to promote and sustain community safety.

Greater Washington Community Foundation Celebrates $26 million investment in innovative DC Health Equity Partnerships

In 2024, The Community Foundation’s Health Equity Fund announced $25.8 million in multiyear investments in five transformative projects focused on collaborative approaches to increasing economic mobility and wealth building.

Since 2022, the $95 million Health Equity Fund has distributed more than $58.9 million to community-based nonprofits that serve District residents.

In addition to transformative funding, the initiative has also served as a powerful convener for DC’s nonprofit community. In April, The Community Foundation brought together more than 200 changemakers from across the area for the 2024 Health Equity Summit - a day of music, speakers, and deep conversations around the pursuit of health equity, economic justice, and liberation in the Greater Washington region.

In August, in recognition of the Fund’s impact on the region, the Washington Business Journal honored Dr. Marla Dean, Senior Director of the Health Equity Fund, as part of the inaugural 2024 Innovators in Health Care Awards.

2024 Celebration of Giving – Saluting Bob Buchanan, the 2024 Montgomery County Philanthropist of the Year

On November 21st, donors and community partners across Montgomery County gathered for the annual Celebration of Giving honoring Bob Buchanan, founder of Buchanan Partners, as the 2024 Montgomery County Philanthropist of the Year.

The evening included a special video tribute to Bob, an update from President & CEO Tonia Wellons regarding the Together, We Prosper Campaign for Economic Justice, and a surprise $250,000 Challenge Match from the Honoree himself!

Stronger Together - Our Commitment To Greater Washington

This week, we reaffirm our commitment to the values that have guided the Greater Washington Community Foundation for over 50 years as we work to strengthen our region. Our work has endured through many changes in political leadership, and each transition brings its own impact to our community. In these times, we stay true to our purpose— to build racially equitable, just, and thriving communities so that people of all races, places, and identities can reach their full potential.

As your community foundation, we believe in the power of community and stand in solidarity with our partners working to help the most vulnerable or marginalized among us. We reaffirm our commitment to actively listening to our community to ensure their needs and experiences guide our work. We pledge to actively deploy our resources, voice, and efforts to build a stronger, more inclusive, and resilient region where everyone has the opportunity to thrive.

Washington, DC, is not only the capital of our democracy but also a vibrant community of individuals dedicated to strengthening our shared future. By working together, we have the power and the potential for creating deeper, more lasting impact toward achieving economic justice and prosperity for all. 

Unlocking the Power of Guaranteed Income in the DMV

Earlier this month, The Community Foundation gathered with guaranteed income advocates from across the region to discuss how to amplify the effects of guaranteed income pilots in the Greater Washington region.

“At The Community Foundation, we believe that guaranteed income is one of the best ways that we can combat poverty with dignity” The Community Foundation’s President & CEO Tonia Wellons shared. “That’s why we’re so excited to convene so many incredible changemakers in this space and discuss how we can continue this work in our region!”

The meeting brought together representatives from nine different guaranteed income pilots across DC, Maryland, and Virginia, including Bread for the City’s Cash Rx, Arlington Community Foundation’s Arlington’s Guarantee, City of Alexandria’s ARISE, iF, a Foundation for Radical Possibility’s Let’s GO DMV!, My Sister’s Place’s RISE Trust, Fairfax County Economic Mobility Pilot, Montgomery County’s MoCoBoost, Mothers Outreach Network’s MotherUp, and The Community Foundation’s Thrive Prince George’s.

A graphic captured by Belinda Jackson at Picture it Possible, showcases the various guaranteed income pilots that attended the convening.

“We’ve seen the impact that guaranteed income has had across the country,” shared Mandi Koba, Program Officer for Economic Mobility at The Community Foundation. “Now we have a chance to explore the impact that it has had – and will hopefully continue to have in the DMV!”

Nationally, there are more than 150 guaranteed income pilots that are currently active or recently concluded – including at least 12 different pilots in Greater Washington region.

Mary Bogle, Principal Research Associate at the Urban Institute provides an overview of guaranteed income pilots across the country.

During the event, representatives had the chance to network with peers from across the region and share best practices. They also heard a presentation from Mary Bogle, Principal Research Associate at the Urban Institute about guaranteed income pilot best practices and trends, nationally. Bogle and her team at Urban have provided research and evaluation for guaranteed income pilots across the country and the region.

“The socioeconomic impact of guaranteed income is clearly positive,” Bogle shared. “What we need is to continue to research and advocate for more funding so we can discover the scope and scale of that impact for our community.”

After Bogle’s presentation, representatives were divided into break-out groups to discuss various themes relative to guaranteed income work including Narrative Building, How to go from Pilot to Policy, and ‘Failing Forward: Best Practices for Project Implementation.

A graphic captured by Belinda Jackson at Picture it Possible, highlights the main takeaways discussed in each of the various break-out groups.

In the “Failing Forward” group, participants talked about the importance of working with funders to build relationships of trust in order to communicate outcomes and impact within a realistic, holistic lens – but also to be innovative in the types of outcomes they measure – outcomes like improved mental health or increased time spent with children that may fall outside traditional benchmarks for programmatic success

Meanwhile, the Narrative Building group discussed the importance of storytelling and narrative building in painting an accurate picture of the impact of guaranteed income initiatives.

“Welfare queens, ‘Pulling yourself up by your bootstraps’ – there are so many negative narratives out there that don’t accurately represent the realities faced by those we serve,” shared one representative. “As we work with our participants to empower them to share their own stories, we are able to elevate narratives of dignity and community that are the backbone of this work.”

Finally, the pilot to policy group discussed ways to leverage narrative building and evaluation findings to plan for the future – by advocating for funding and policy to continue their efforts at scale.

Across the board, partners expressed the need to continue to collaborate across jurisdictions to share information, combat false narratives, and continue to advocate for funding and support across the region.

“Collaboration and partnership is the key to bringing about lasting and sustainable change,” Wellons added. “We look forward to continuing to partner with all of you, as we work together to promote economic mobility in the Greater Washington region.”

The Community Foundation is committed to continuing to invest in, advocate for, and support the progression of guaranteed income pilot programs across the Greater Washington region. For more information, visit https://www.thecommunityfoundation.org/guaranteed-income

Spotlight: Kaps Kapende - Excellence Before and After Thrive Prince George’s

Kaps Kapande (second from the left) with members of Court Appointed Special Advocates (CASA) Prince George’s and a fellow Thrive Prince George’s participant.

In November 2023, The Community Foundation and our partners announced the launch of Thrive Prince George’s - the first guaranteed income pilot in Prince George’s County.

The innovative pilot program provides cash payments of $800 per month to 50 youth who aged out of foster care and 125 Seniors (Age 60+) in Prince George’s County for 24 months. Participants began receiving their first payments in April 2024.

Six months into the program, we asked Kaps Kapende - a former client of Court Appointed Special Advocates (CASA) Prince George’s - to share how Thrive Prince George’s has impacted his life and outlook for the future.

Navigating a New Country Alone
Kaps Kapende is living a life of determination, perseverance, and resilience. In the last decade, he has been faced with personal and professional barriers that he has turned into fruitful opportunities using his innate intelligence, ambition, and wisdom to seek out the support he needed to exceed his goals.

In 2015, when Kaps was in 9th grade, he immigrated from the Congo to the United States, by himself. A year after arriving in Texas, he made the decision to move to Washington, DC to seek help with his immigration status.

“Back home in Congo, everything is centralized in the capitol. So when people needed administrative services they had to go to the capitol to get help,” Kaps shared.

“Being young, I thought it was the same way here [in the U.S.]. So I decided to book a bus from Texas to Washington, DC to get help.” 

Upon arriving in DC, Kaps spent the next two months living in a hostel. It was during this time that he learned he would not be able to return to high school because he didn’t have a guardian. Unable to work or study, Kaps eventually went to a homeless shelter for assistance – only to be turned away because he was a minor.

After receiving a recommendation from a friend, Kaps moved to Prince George’s County, where he was able to seek out social services and get connected with Court Appointed Special Advocates (CASA) Prince George’s. With their help, Kaps was able to eventually be matched with foster care and finish his high school education.

Excellence in the Face of Barriers
After high school, Kaps was accepted into Frostburg State University where he studied accounting. With ambition as great as his resilience, one of Kaps’ goals was to land a job while in school – event though his immigration status made it difficult for him to find a position.

Kaps decided to take matters into his own hands and launch a lawn mowing business. He passed out fliers in his old neighborhood and was able to build a loyal customer base that allowed him to mow lawns throughout college.

Eventually, Kaps’ hard work and special interest in real estate helped him purchase his first property in Prince George’s County by the age of 22.

Kaps’ Success Reaches New Heights with Thrive Prince George’s
Now 23 years old, Kaps has his degree and works as an accountant – and he is determined to keep growing. He recently enrolled in a cybersecurity boot camp at George Washington University to learn more about the rapidly evolving field. He also has ambitious goals to learn Spanish and build yet another business.

Kaps’ dedication and commitment to excellence have been instrumental to his personal success and growth. These qualities have also led Kaps to help others when he can. With the extra income, Kaps has been able to send financial support to his family overseas.

Between his ambitions and the desire to help support his family, Kaps says that participating in the Thrive Prince George’s guaranteed income program has made a huge difference.

“Being a part of Thrive has helped me budget without feeling squeezed,” Kaps shared. “It has simplified my life at a time when I needed it most.”

Kaps’ story highlights the unique impact of guaranteed income programs like Thrive Prince George’s, which are designed to help people work toward or meet their personal and professional financial goals. While no two stories are the same, many stories will illustrate the power of support and access to the tools needed to reach one’s goals.  

As Kaps continues to build his future, support his family, and inspire the world, he hopes to see guaranteed income programs like Thrive Prince George’s expand to reach even more youth with big dreams.

The Community Foundation is proud to support individuals like Kaps through our investments in Guaranteed Income Pilots through Together, We Prosper - a Campaign for Economic Justice.

Visit our website to learn how you can invest in innovative projects to transform our region!

Brilliant Futures Launches in Prince George's County

On September 10, parents, teachers and friends of the graduating class of 2037 gathered at Bradbury Heights Elementary School in Capitol Heights to celebrate the launch of Brilliant Futures. The pilot – which was launched in partnership with Prince George’s County Public Schools (PGCPS) and Reid Community Development Corporation – is the first children’s saving pilot program in Prince George’s County.

“We are pleased to announce our partnership with Bradbury Heights for our Brilliant Futures Program to invest in the future of your children,” President & CEO Tonia Wellons shared with parents – some of whom were hearing about the program for the very first time.

Announced earlier this year, Brilliant Futures is a children’s savings pilot program that will provide kindergarten students at two schools with up to $1,000 in savings each year from kindergarten through 12th grade.

Members of the Class of 2037 perform a special musical number to kick off the program.

The Community Foundation has partnered with Prince George’s County Public Schools to launch the pilot program for all kindergarteners currently enrolled at Bradbury Heights Elementary School in Capitol Heights, MD in Prince George’s County. The program also launched in June for the rising kindergarteners at Jackson Road Elementary School in the White Oak neighborhood of Silver Spring, MD in Montgomery County.

The Community Foundation has committed to funding the program for two consecutive kindergarten cohorts at each school — specifically the future graduating classes of 2036 and 2037 at Jackson Road Elementary and classes of 2037 and 2038 at Bradbury Heights Elementary schools. The program is expected to enroll up to 400 students. The participant population is 90% Black, Latinx, and Hispanic with all students eligible for free and reduced meal service (FARMS).

The schools were selected in alignment with The Community Foundation's strategic focus on high opportunity priority neighborhoods across the region where residents are experiencing the deepest disparities in homeownership, income, and life expectancy, according to several data sources.

Superintendent Millard House II handing out certificates to Brilliant Futures participants at Bradbury Heights Elementary

“We’ve seen the transformative impacts of well-executed programs that provide savings for young people and adults alike,” said Millard House II, superintendent of Prince George’s County Public Schools. “We hope that by supporting students with a down payment on life, whether that goes toward funding a college tuition, starting a small business, or buying a house, this program will level the playing field, promoting racial and financial equity in the Greater Washington region.”

“Brilliant Futures isn’t just about the money,” Dr. Lynnette Walker-Crayton, Principal of Bradbury Heights Elementary School added. “It’s about nurturing our youngest learners and setting them up with the confidence and agency to build their own life.”

That confidence rang through the air, as members of the graduating class of 2037 opened the program with a special musical number -- twenty bright, smiling faces belting out the refrain:

““I’m brave, I’m strong, I’m loved…and I’m unique!” ”

— Brilliant Futures Students, Bradbury Heights

The pilot program will be funded using $10 million of contributions raised by The Community Foundation’s “Together, We Prosper Campaign for Economic Justice” and through investments from generous donors. Upon completing high school, the goal is for each student to have access to at least $13,000, plus any investment earnings, that they can use to seed their future aspirations. 

Brilliant Futures parent Joann Brent and her future scholars.

The Greater Washington Community Foundation will work with the schools as well as with community partners Reid Community Development Corporation in Prince George’s The Greater Washington Community Foundation will work with the schools as well as with community partners Reid Community Development Corporation in Prince George’s County and Parent Encouragement Program in Montgomery County to manage the program. 

“Thank you for intentionally sewing a seed into these scholars; these future business owners – our future leaders through the Brilliant Futures program,” expressed Dr. Kenneth Harris Vice Chair of the Prince George’s County School Board. “There’s no better place to start than right here in Bradbury Heights in District 7.”

“This is something I was not expecting this year,” Joann Brent, one Brilliant Futures parent shared. “It’s simply magical – thank you for giving us this boost to fuel us through the next 12 years of our children’s educational journey.”

If you’d like to find out more about how you can support programs like Brilliant Futures, visit our website to learn more about our Together, We Prosper Campaign or contact Chris Howie, Managing Director of Development at [email protected]  

Meet Our Prince George's County Small Business Partners

In April 2024, The Community Foundation, with funding from the PNC Foundation, announced the Small Business Support Program - an initiative to support small businesses located along the Purple Line and Blue Line corridors.

In support of our Small Business Partners, The Community Foundation is excited to highlight the work and mission of these incredible organizations and the impact that they've had in empowering and uplifting their respective communities.

• MMC Consulting

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  MMC Consulting is headquartered in Mitchellville, MD, and has been fully operational since October 2019. We provide professional services in federal acquisition, program management, organizational change management, and staff augmentation. Our goal is to deliver tech-enabled solutions that enhance the efficiency and effectiveness of our clients.
  
  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  MMC Consulting actively engages with our community through partnerships with local organizations, providing training and career development opportunities. In March of 2024, we founded and launched a local chapter of the National Contract Management Association (NCMA) Metro Maryland Chapter. We further contribute to the community by offering resources and leadership to foster growth and development in the federal contracting community supporting small businesses by offering consulting services to help them navigate federal contracting processes and secure government contracts.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  The construction in the Blue/Purple Line Corridor has provided MMC Consulting with new avenues and opportunities for collaboration with local businesses and community projects.

  What excites you about receiving the Small Business Grant?

  Receiving the Small Business Grant is exciting because it enables us to further our mission of empowering small businesses and delivering innovative solutions. It provides us with the resources to expand our services, invest in technology, and create more job opportunities within our community.

  What are your dreams for the future of your business?

  We want to become a leading provider in the federal acquisition sector and achieve annual revenues of $100 million by 2030. We will continue innovating and expanding our service offerings to meet the evolving needs of our clients and to continue contributing to our local community.

  What are your dreams for the future of your community?

  We envision a future where our community thrives with robust support for small businesses, equitable opportunities for all, and a strong network of partnerships that drive economic growth and development. We aim to contribute to a community where businesses and individuals are empowered to reach their full potential.

• Xcelent Meals

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  We are located in Hyattsville, MD. We have been in business for 2 years as a meal prep delivery service. We provide catering, drop off service, meal prep, and cooking classes and travel to our clients to meet their needs.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  We cater to seniors who are unable to cook for themselves. We deliver food to them and also cater special holiday meals for them. We also have done free events for the homeless in Washington, DC. We also support college students through our half price Sunday brunch, for those who may not have somewhere to go for a nice Sunday meal.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  The construction and road closures have caused a lot of traffic, making it harder to receive deliveries from our suppliers. It also makes it hard to get clients to come out to our location, which has impacted our business.

  What excites you about receiving the Small Business Grant?

  I’m excited about the chance to purchase better quality supplies and products for my business. It will also allow me to do the things I needed to get done far as advertising, and purchasing equipment and small wares for my kitchen.

  What are your dreams for the future of your business?

  To open multiple locations thought out PC County.

  What are your dreams for the future of your community?

  My dream for is to use my business and reputation in PG County to continue to teach others and help our community grow.

• irok consulting

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  We are based in Prince George's County and were formally established in April 2020. We help people without computer or corporate experience build careers in business and IT.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  We help citizens of Prince George's County qualify for better opportunities in the business and IT sector. We work with community colleges and other community organizations to deliver training programs that teach the career development process and strategy. Through our services, we are able to increase the pool of qualified candidates for local businesses.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  Construction has limited the number people who can attend our in-person events on the campus of Prince George's Community College.

  What excites you about receiving the Small Business Grant?

  I’m excited about the marketing opportunities that allow my business to reach and impact more people.

  What are your dreams for the future of your business?

  To expand into prisons, half-way houses, and re-entry programs.

  What are your dreams for the future of your community?

  To see marginalized communities no longer shut out of the business/IT world due to a lack of education, knowledge, and resources.

• Cynthia Cephas Photography

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  Based out of Bowie/Mitchellville, Cynthia Cephas Photography was established in 2016 to provide high volume, professional headshots on-location for corporate/organization executives, teams & groups. We specialize in Headshot Booth Activations for attendees at conferences, conventions, trade shows, sales meetings, job fairs & networking events. Cynthia Cephas is an Executive Headshot & Commercial Brand photographer & Corporate Event photographer. I serve as the photographer for the Maryland Black Chamber of Commerce (MBCC) Prince George's County Advisory Board & as the MBCC Photographer.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  In the past, we have provided headshots for small business owners at networking events and partnered with other small business owners. For the past 5 years, we’ve also provided affordable photos with a Black Santa at a local town center.

  What excites you about receiving the Small Business Grant?

  I am excited about receiving the Small Business Grant to provide resources to level up my business, to grow and to scale.

  What are your dreams for the future of your business?

  My dream is to be the go-to headshot photographer in Prince George's County, the state of Maryland, and the DMV.

  What are your dreams for the future of your community?

  To see the community continue to thrive and grow with small businesses being an integral part.

• Brighter Beginnings 4 Kids, Inc

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  Founded by Makalay Turay in 2004, Brighter Beginnings 4 Kids Inc. began as a small center located in Laurel, Maryland. The company recently acquired property and will soon be moving to a new location in District Heights, Maryland. The center is licensed by the Maryland State Department of Education (MSDE) as a childcare center for children 2 to 12 years of age and will have a capacity of 50 children.

  Our mission is to create success, confidence, and a lifelong love of learning for young children. Our programs will provide full-time and part-time childcare services for Maryland families – in addition to before and after-school services for school age children. We utilize Creative Curriculum -- a research based pre-school curricula and assessment system that supports teaching through creativity and project-based learning. The center will operate from 6:30am to 6:00pm, Monday through Friday - with observance of all major holidays.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  The goal of Brighter Beginnings 4 Kids, Inc is to challenge achievement gaps in education; an issue that plagues our public school system and leads to generational poverty and lack of opportunity -- especially for students of color. Brighter Beginnings 4 Kids Inc. strives to create better opportunities for minority students by providing high-quality child-care programs. By doing this, the program helps to decrease the number of children below level in literacy and math entering the school system.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  Brighter Beginnings 4 Kids Inc. has been hit hard due to the ongoing construction of the Blue/Purple Line Corridor project. The areas of construction have created congestion, leading to new traffic patterns in the surrounding area. People are cramped onto major routes; specifically, those within a 2–3-mile radius of the construction sites, creating congestion and traffic problems.

  Our business is taking longer to generate revenue due to the loss of visibility from the new traffic patterns being created. The construction traffic causes parking issues and makes it difficult for people to see the business storefront from the main road. Accessibility to the childcare center has become harder due to the traffic from the main road, especially during busy times of the day.

  What excites you about receiving the Small Business Grant?

  With the help of the Small Business Grant, Brighter Beginnings 4 Kids is creating a blueprint for high quality affordable childcare for working class Maryland families. Thanks to our new location, Brighter Beginnings 4 Kids will be able to provide 50 new daycare slots.

  Maryland families are in dire need of affordable high-quality daycare programs. Many childcare centers were forced to shut down due to the global COVID-19 pandemic. Brighter Beginnings 4 Kids Inc. nearly shut down after multiple years of lost revenue from the global COVID-19 pandemic.

  The new program in District Heights, Maryland will help to provide much needed daycare services. The financial support provided by this grant will give us the necessary tools to keep staff employed, utilities and rent paid, and undergo much-needed renovations to expand the program into the new location.

  Not only that, but this grant will help to build and sustain a vibrant community in the Prince George's County, District Heights area, by allowing us to offer products and services which are vitally important and necessary for working families and growing communities in Prince George’s County, Maryland.

  What are your dreams for the future of your business?

  Brighter Beginnings 4 Kids Inc. believes that the first years of a child’s life are critical to the development of positive self-esteem, confidence, happiness, independence, and creativity. We are here to establish, build, and maintain long lasting partnerships with parents of the children enrolled in the center and families in the surrounding communities.

  Systemic and progressive achievement is best acquired by implementing early learning programs that provide students with the requisite tools and skills needed to become successful competent adults in society. The dreams for the future of the business will be to continue the legacy of uplifting Maryland's young learners, knowing that all children can succeed.

  What are your dreams for the future of your community?

  Brighter Beginnings 4 Kids Inc. is committed to supporting and providing before and after school care for Title 1 Schools and schools with high FARMS Rates (40% or higher) located in the District Heights area. Students in the program will improve scores and have a renewed and deeper confidence in their academic abilities. We are committed to helping Maryland children and youth excel in pre-school, elementary school and beyond.

  Through this grant, we are expanding access to high quality early childhood education which will generate a significant future return on investment for our society and for children and families across the state of Maryland.

• flavors

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  Our venture, Flavors®, is centered around our maker and artisan workspace, the Culinary Hub®, which launched in 2021, a 3,000 square foot cutting-edge facility located in Hyattsville, MD.

  Flavors Culinary Hub acts as a crucial resource for culinary professionals, offering them a platform to start, develop, and scale their food and beverage businesses within a certified commercial kitchen facility. We also serve corporate and government clients who come to us to spearhead hospitality training, including food, beverage, safety, and customer service, as well as concept management within their commercial spaces, venues, and their public and private events.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  Flavors® is a catalyst for culinary growth in our community, offering under-resourced food entrepreneurs access to state-of-the-art commercial kitchens, health department licensing, and specialized training programs. Our unique membership model removes the financial barriers to launching and scaling a business, fostering a vibrant ecosystem that benefits local professionals, corporate clients, and government agencies alike.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  The Purple Line construction has created challenges such as reduced foot traffic, business closures, and decreased accessibility, all of which have impacted our food and beverage members' ability to connect with potential customers.

  To counteract this, we’re investing in new programming at our facility, including a business café offering breakfast, lunch, dessert, and mocktail beverages, promoting responsible socialization without alcohol. We're also launching a private dining club that will not only host various events for the community to learn about our offerings and local culinary artisans but also provide our artisans with a dedicated space to host their private events. These initiatives are designed to foster community engagement and support local talent despite the construction disruptions.

  What excites you about receiving the Small Business Grant?

  We are thrilled about receiving the Small Business Grant because it will provide essential support for managing the upcoming increase in our commercial kitchen facility's rent. This grant will allow us to effectively allocate funds towards our rent expenses, ensuring we can maintain our operations and continue supporting our culinary community. It’s an exciting opportunity to strengthen our financial stability and invest in the growth and development of our programs and services.

  What are your dreams for the future of your business?

  My dreams for the future of Flavors® involve expanding our culinary hubs nationally and internationally to fill gaps in business and leadership training often overlooked by traditional culinary schools. These facilities will include small to mid-size manufacturing capabilities, logistics management, local procurement initiatives with farmers and growers, and centralized retail spaces where local food, beverage, and agricultural artisans can sell directly to their communities.

  Strategically located in suburban regions, where major cities may be saturated or inconveniently distant, our hubs will provide accessible, safe, and diverse spaces for engaging with the local community. This expansion aims to support culinary professionals, enhance Business-to-Government (B2G) and Business-to-Business (B2B) opportunities, foster community connections, and offer showcasing opportunities in areas that are underserved and often overlooked, with fewer barriers to entry.

  What are your dreams for the future of your community?

  My dreams for the future of our community center around creating a vibrant, inclusive hub where culinary innovation thrives and where local food and beverage entrepreneurs have the resources and support to succeed. I envision a space that not only fosters diverse, scalable brands with regional, national, and international potential but also provides a dedicated learning environment specifically tailored to adult professionals. This space would offer affordable, high-quality education focused on business and leadership skills for those who are heads of households and balancing family responsibilities. It would include amenities similar to those found in traditional colleges but designed for adult learners who can't commit to full-time, on-campus programs.

  By addressing the gap of being underfunded but over-mentored, we aim to drive economic growth, create lasting legacy brands, and enhance the quality of life for those that have chosen the hospitality sector to be of service.

• TANTV

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  Founded in 2019, TANTV is a news media publishing and technology company based in Maryland dedicated to serving the underserved African and Black multicultural diaspora communities in the DMV area. Our mission is to elevate the inclusion of these communities in American society by providing informative, inspiring, and educational content that reflects their daily lives.

  Recognizing the rich cultural heritage and the growing importance of the African diaspora in various sectors such as culture, politics, and entrepreneurship, TANTV was created to offer a platform where Africa and its descendants can interact, engage, and stay informed. We identified a significant gap in the representation and coverage of these communities in U.S. media, particularly in accessing local information that empowers them economically. Our focus is on addressing this gap, supporting the diverse cultures within the Black experience, and ensuring that our community is heard and represented.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  TANTV serves a multi-generational audience, including first-generation immigrants, African-Americans, and allies of African culture, by filling the media void that reflects their lived experiences. We chronicle and document stories that impact our audience through journalism, storytelling, and commentary on current events, local news, business, politics, lifestyle, entertainment, and technology. Our local newsrooms produce high-quality, equitable journalism and need-to-know information that directly addresses community needs, such as affordable housing, applying for benefits, and voting. We collaborate with organizations across tech, media, entertainment, consumer goods, and the nonprofit sector to enhance connections with the diaspora community, equipping people with skills and resources, and fostering critical public conversations.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  The construction in the Blue/Purple Line Corridor has led to a decline in income, particularly from reduced advertising revenues from businesses in the corridor. We’ve faced challenges in accessing local clients and businesses, especially as some have shut down or become difficult to reach, making it harder to connect with underserved communities most affected by the construction.

  What excites you about receiving the Small Business Grant?

  This grant empowers us to continue shining a light on our local community and businesses, addressing the persistent underrepresentation of Black communities in mainstream media while promoting authentic, community-driven journalism. It strengthens our mission of elevating the inclusion of underserved communities through impactful local journalism, sharing resources and information they might not otherwise have access to. It also enables TANTV to engage in workforce development partnerships and build a sustainable future for local journalism that reflects underserved communities.

  What are your dreams for the future of your business?

  At TANTV, we have long advocated for the inclusion of multicultural audiences in American mainstream media. The Greater Washington Center Foundation recognizes the importance of representation and supports our mission of connecting multicultural companies with funding.

  Our vision is to create a media and television network dedicated to serving these underserved communities, ensuring they see themselves represented in media. We aim to expand the reach and sustainability of media outlets serving communities of color through partnerships and support from foundations and donors alike.

  What are your dreams for the future of your community?

  Our dream is for our community to have a seat at the table in matters of policy, economy, and beyond. We strive to advance inclusion and social justice for the underserved and underrepresented Black diaspora, particularly African migrant and immigrant communities.

  Our goal is to close longstanding inequalities, strengthen the broader African immigrant diaspora, and prioritize community listening and engagement to produce news and content that directly addresses their needs.

• Sidnae Global Research (SGR)

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  Sidnae Global Research (SGR), located in Upper Marlboro/Springdale, Maryland, champions healthier communities by securing strategic funding and enabling impactful collaborations. We guide U.S. health centers in obtaining corporate, foundation, and government grants, with a focus on federal agencies like SAMHSA, CDC, Department of Justice, HRSA, and ACF. Since 2017, our expertise has helped nonprofits raise over $13 million and secure more than 80 awards, enhancing their community impact.

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  SGR is committed to serving the community in Prince George's County, Maryland. To assist nonprofits in enhancing their grant-writing skills, we offer grant-writing training, nearly 100 learning resources on our website, and free training sessions at local libraries. Furthermore, we collaborate with local churches and business organizations to provide support to small businesses and the community.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  Due to being a primarily remote business, Purple Line Construction has had somewhat limited impacts on our company. However, it has affected our ability to travel to community spaces and visit with clients quickly. We also have had to carefully consider where we can host events so that they are accessible to customers.

  What excites you about receiving the Small Business Grant?

  We are excited to announce that we will be using the Small Business grant funds to hire a Grant Team Leader and expand our team's leadership. The grant funds will help us grow our company, make a positive impact on more communities, and provide deeper mentorship, support, and communication to our dedicated team of healthcare writers. We are looking forward to hiring locally and to increasing our presence in the community through county events. We are also eager to take advantage of the business support offered to the grantees and to foster community connections.

  What are your dreams for the future of your business?

  We aspire to grow into a seven-figure organization renowned as the top 'Grant Writers for Health Centers.' We aim to establish our company as a leader in securing funding for important public health community projects within the County and beyond. As an employer, we are committed to providing a welcoming space where all are valued and can make meaningful contributions, fostering an inclusive and supportive environment.

  What are your dreams for the future of your community?

  As lifelong residents of Prince George's County, we want our county to be the ideal place for everyone to live and aspire to. Our vision includes better air quality, more green spaces, and access to top-notch healthcare, shopping, and education within our community. We dream of Prince George's County becoming a hub for businesses, work, and leisure activities. Securing grants to fund these initiatives is our small way of working towards making these dreams come true.

• WEFIX, LLC

  Tell us briefly about your business (where is it located, how long have you been in operation, what services do you provide)

  WEFIX, LLC provides repair services for phones and computers. We also provide tech support to those who need it – providing quality service, guaranteed. We are located at 1401 University Blvd, Suite G27, Hyattsville MD 20783

  In 2-3 sentences, please share with us the ways your business works with and contributes to your community

  We offer tech support, repair telephones and computers, and help people to get the most out of their technology.

  How has construction in the Blue/Purple Line Corridor Impacted your Business?

  The construction has caused us to lose a lot of our clients. We have lost more than 50% of our clients due to backups and the constant traffic caused by road closures. Many clients decided to leave us and look for other places that were more accessible to get the services they need.

  What excites you about receiving the Small Business Grant?

  This is such a huge help, that we feel so grateful for. This will help us lessen the impact of our losses so we can continue our operations. We look forward to using these funds to settle with our creditors, as well as getting access to more merchandise, machines, and material to continue to grow and create more job opportunities for the community.

  What are your dreams for the future of your business?

  My dream is to expand and create more job opportunities. We have been trying to do so for several years, but had to make cuts because of the economic downturn. This grant gives us the faith that we continue to expand and help our community by providing more jobs.

  What are your dreams for the future of your community?

  My dream is to help my community; that as my business grows, I’ll have more opportunities to create new jobs for my neighbors and support my local economy.

Greater Washington Community Foundation Awards $330,000 in Grants to Support Prince George's County Small Businesses

With Funding Made Possible by PNC Foundation, 17 Small Businesses Along Blue and Purple Line Corridors Receiving Grants, Coaching, Technical Assistance

The Greater Washington Community Foundation has awarded over $330,000 in grants from the Prince George’s County Small Business Support Program to invest in small business infrastructure and development in Prince George’s County. The program was made possible by funding from the PNC Foundation.

17 small businesses operating along the Purple Line and Blue Line corridors will receive up to $20,000 in grant funding, plus additional business coaching and technical assistance. The grants and assistance will enable businesses to harness the economic benefits of development along the transit corridors. All grant recipients are small businesses with 10 or fewer employees and have operated out of a location within Prince George’s County targeted corridors for more than three years.

The grant program was designed with insight and guidance from several leading business groups in the county – including LISC, Prince George’s Chamber of Commerce, Purple Line Coalition, Prince George’s County Economic Development Corporation, FSC First, and Bowie BIC – to support the growth and sustainability of small businesses as key employers and economic drivers in the county.

“95-percent of all businesses in Prince George’s County are small businesses and they contribute nearly half of all jobs in the county,” said Tonia Wellons, President and CEO of the Greater Washington Community Foundation. “We are proud to work with the PNC Foundation to enhance small business infrastructure and connect business capital to the region’s economic anchors to help individuals and families in Prince George’s County build wealth and set a new paradigm for economic development in the county.”

Small businesses along the Purple Line and Blue Line corridors in Prince George’s County face significant challenges while these transformational infrastructure projects are under development. Due to disruptions caused by construction, as well as the ongoing effects of the pandemic, small businesses require increased access to resources and support for operational costs, technical upgrades and other assistance to retain and grow their customer base and workforce.

“PNC is excited to partner with the Greater Washington Community Foundation to provide capital and technical assistance to small businesses in Prince Georges County,” said Jermaine Johnson, PNC regional president for Greater Washington. “The grants will advance economic opportunity for small business owners, their employees and the surrounding community. Although the transportation improvements will positively impact this corridor in the long term, the disruption during construction will temporarily delay progress. This much-needed capital and technical support will serve as a bridge.”

The grant funding will help cover operational costs (payroll, rent, utilities, etc.), equipment or technology, renovations, and training/certifications to build business capacity for sustainability and strategic growth. Grants were awarded to companies supplying critical goods and services across multiple industries including IT, business services, restaurants and catering, health, childcare and beauty. Two-thirds (67%) of grant recipients identify as women-owned or Black-owned, while nearly a quarter (22%) are Latino/a-owned.

Below are a few examples of small businesses that received grants and how they play a critical role in our community.

Chapina Bakery 

In business for 20 years, Chapina Bakery is a Guatemalan-style bakery that provides customers with a taste of their homeland. For Chapina, construction of the Purple Line has caused traffic and other issues near the bakery, which has resulted in fewer customers and lower sales. This grant will support operations (wages, rent, utilities) and costs to repair bakery equipment.

Oral Health Guardians

In business for three years, Oral Health Guardians is a pediatric dentistry practice and one of the few dental practices in Maryland that is a Medicaid provider in the Healthy Smiles program ensuring all children have access to care. This grant will help offset the operating expenses of salaries, equipment, and rent to help expand capacity to hire additional staff and increase efficiencies.

Perfect Harmony II 

In business for nine years, Perfect Harmony II is a licensed childcare center that provides full day, year-round childcare. This grant will support rent payments and the purchase of computer equipment to help teachers implement the Maryland State Early Learning Assessment. This will allow Perfect Harmony II the financial flexibility to purchase more accessible outdoor play equipment required to pursue the highest Maryland EXCELS rating and become accredited.

The Full List of Selected Program Participants:

• Brighter Beginnings 4 Kids

• Chapina Bakery 

• Cocineros

• Cynthia Cephas Photography 

• Enterprise Dental Care 

• Flavors

• Gina S Duncan Insurance Agency dba LiveScan \ MD Fingerprinting Services 

• Infinity Mental Health

• IROK Consulting

• Junction Catering and Jerk Center

• MMC Consulting 

• Oral Health Guardians dba Camp Springs Pediatric Dentistry 

• Perfect Harmony II 

• Sidnae Global Enterprises 

• TANTV 

• WEFIX 

• Xcellent Meals 

Click here to learn more about our Prince George’s County Small Business Partners

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PNC Foundation

The PNC Foundation, which receives its principal funding from The PNC Financial Services Group, Inc. (NYSE: PNC), actively supports organizations that provide services for the benefit of communities in which it has a significant presence. The foundation focuses its philanthropic mission on early childhood education and community and economic development, which includes the arts and culture. Through PNC Grow Up Great®, its signature cause that began in 2004, PNC has created a bilingual $500 million, multi-year initiative to help prepare children from birth to age 5 for success in school and life.

Greater Washington Community Foundation

For over 50 years, the Greater Washington Community Foundation has ignited the power of philanthropy to respond to critical community needs and build a thriving region where every person prospers. A galvanizing force for economic justice, The Community Foundation partners with generous individuals, families, and businesses, making it easy and effective for our donors to identify impactful nonprofits and support the greater good in the communities we call home. As the region’s largest local funder, the Greater Washington Community Foundation has invested $1.7 billion in building equitable, just, and thriving communities across DC, Montgomery County, Northern Virginia, and Prince George’s County. To learn more, visit thecommunityfoundation.org.

Crafting A New Narrative: An Agenda for Economic Justice in Prince George’s County

On June 25, 2024, The Greater Washington Community Foundation held its second of three convenings on the subject of “An Agenda for Economic Justice in Prince George’s County.” Building on the discussion from the first convening, the gathering brought together community leaders and activists from across the region to advance the discussion about the social and economic future of Prince George’s County, and how we might curate a narrative that inspires our community to pursue economic justice together. 

The Regional Racial Investment Gap – Diving into the Numbers

Over time, the stark level of chronic underinvestment of public and private dollars   in Prince George’s County as compared to our neighbors has created a racial investment gap.

A recent study by the Urban Institute found that – across the region – neighborhoods with the highest percentages of Black and Latino residents received the lowest levels of public and private investment compared to neighborhoods with higher percentages of White residents.

The study found that, on average, households in Prince George’s County – which has historically been home to some of the highest concentrations of Black and an increasing number of Latino residents in the region -- received just $17,973 in investment per household – compared to households in Loudon County, VA that received nearly three times the amount of investment ($44,257) per household.

Of the nine jurisdictions from the DMV region included in the Urban Institute’s study, Prince George’s County received the lowest amount of investment.

The Six Pillars of an Economic Justice Agenda

The second convening was to spark conversation and glean insights that inform a new narrative supporting efforts to secure greater public-private investments for the county, close the racial investment gap, and advance the cause of economic justice. 

1. New Narrative- Creating a story and vision that can inspire collaboration and aid the movement for economic justice.

2. People Power- Center around those in the county who are struggling the most.

3. Resource Development- Identifying, acquiring, and utilizing resources in a strategic manner to achieve specific goals or objectives.

4. Field Building- Identify resources and organizations that lead and advance economic justice work.

5. Disruption and Innovation- Pull and align funds to support disruptive and innovative projects.

6. Impact- Create a scoreboard that holds accountable our commitment and goals.

In the second convening, the group utilized a visioning approach called “Transformative Scenario Planning” – a globally recognized and utilized approach that helps communities reflect on the current state of a problem they are facing, name multiple visions for their future together, and choose a preferred vision for a future that requires collaboration and collective action.   

Participants were organized into break-out rooms to discuss one of three topics that are central to the work of framing a new narrative: economic justice, economic identity, and social identity.

Economic Justice as a Process and Outcome

“Justice will take a long time to turn around, it is not an overnight process, and the foundation is what matters.”- Michael A. Echols, Prince George’s County Chair

This break-out room discussed whether Prince George’s County is prepared to pursue an economic justice agenda, and what critical factors should be considered in crafting a narrative for the County’s success.

The conversation touched on several controversial aspects that must first be addressed, such as the role of institutions (education, government, and corporations) and ways that they may have contributed to the economic injustice and disparities we see in the County.

The group also explored whether Prince George’s County is ready to aggressively name and confront those who have created the injustices that residents are contending with in their communities. 

Participants recognized that these questions are particularly relevant and must be courageously addressed, considering the County’s traditionally moderate political identity has been prevalent over the course of its history. 

The group generated four important key takeaways from the conversation:

1. Action-Oriented Approach: Emphasis should be placed on taking action to disrupt and dismantle practices that produce to economic injustice. 

2. Long-Term Perspective: Acknowledging that achieving economic justice is a gradual process that requires sustained effort and commitment over time.

3. Community Engagement: It is necessary to advocate for community involvement and innovation to drive positive change.

4. Challenges and Considerations: Identify potential backlash, vulnerabilities, and threats that may arise from implementing economic justice initiatives. 

Economic Identity 

The second break-out room discussed four potential economic futures for Prince George’s County's and how they might impact possibilities for economic justice and shared prosperity.

Summaries of the four futures they considered included: 

1. Stay the Course: “If it ain’t broke, don’t fix it.”  This approach involves a continuation of the vision and strategies that have made Prince George’s the County it is today.

2. What’s Trending:  This approach involves adopting best practices for economic progress and development that are being implemented in other jurisdictions—i.e. transit oriented development, tax abatements, competing for large corporate and institutional employers, and job creation.

3. The Market Decides: This approach advocates against efforts to unduly influence or predetermine the County’s economic future-instead opting to rely on the market to decide the best path for Prince George’s County.

4. Quantum Leap: This approach suggests that people are ready to pursue big ideas and a big vision for the future and includes reinventing and reimagining the economy so that it produces shared prosperity for everyone.

When asked about the best strategic course for investment, participants rejected the status quo, i.e. staying the course, and instead pushed for a bold, new approach (Quantum Leap) that sets the tone for the pursuit of economic justice.

Participants expressed interest in leveraging emerging trends and market dynamics in sectors like quantum computing and research and development—but also acknowledged the need for additional investment to prepare the existing infrastructure and workforce for this great “leap” forward. 

Key points that emerged included the sustainability of current economic strategies and the readiness to embrace this specific change. There was also debate over the impact of demographic shifts, economic competitiveness with neighboring counties, and the adequacy of local services like education and healthcare. 

The dialog during this break-out session yielded three main points:

1. Strategic Priorities: Identifying and capitalizing on market trends to drive economic success, such as the resurgence of the U.S. electronic chip manufacturing, cautioning though that the County may not have the workforce to support this manufacturing initiative. 

2. Identify Roadblocks and Threats: Issues like the lack of resources in schools and the healthcare system, increased tax rates, risk that comes with persistent economic disparity compared to neighboring jurisdictions. These challenges will require collaborative efforts and political will to be effectively addressed. 

3. New Narrative Proposals: The need for messaging that redefines Prince George’s County in ways that attract investment, promote local talent, and build generational wealth within the community. 

Social Identity 

The topic of the third break-out room revolved around selecting and prioritizing a scenario related to the social identity of Prince George’s County. Each scenario highlighted possibilities for how people in the county foresee their relationships with each other, and how they will relate to their peers in the region and around the nation. 

This group was tasked with carefully evaluating and ranking the three following scenarios:

1. A Tale of 2 Cities: An approach that emphasizes socio/economic divides and disparities, highlighting winners (those who have) and losers (those who don’t have). 

2. Wakanda Meets Taloken: Inspired by the popular film Black Panther: Wakanda Forever, this approach focuses on community building between Black and Latino communities and leveraging Prince George’s County's status as the largest Black-Latinx community in the region. 

3. Power Concedes Nothing Without A Demand: An approach that openly and energetically confronts systematic racism and the racial investment gap.

Most of the group favored prioritizing “Wakanda Meets Taloken” --acknowledging the need to strengthen relationships within the Black and Latino communities.

Others advocated prioritizing “Power Concedes Nothing Without a Demand Political” -- arguing that addressing systematic racism and the racial investment gap should be prioritized to call to account the people, histories, and interests that have worked to drive a wedge between Black and Latino communities. The group agreed that aspects of this work are necessary to build community and solidarity between these two groups in the County. 

After further discussion, the group concluded with three key takeaways from the conversation: 

1. Majority Consensus: Despite the differing perspectives, the majority ultimately reaffirmed their agreement on “Wakanda Meets Taloken” as the top priority, followed by “Power Concedes Nothing Without a Demand Political”, and “A Tale of 2 Cities” last.

2. Focus on Community Building: There was a recognized need to strengthen relationships within the Black and Latinx communities to serve as a foundational step toward achieving broader economic and social goals.

3. Resource Recommendation: A book recommendation, The Sum of Us: What Racism Costs Everyone and How We Can Prosper Together, was suggested as a resource to further inform discussions on community collaboration and addressing racial disparities. 

Takeaways and Next Steps

It is clear that Prince George’s County faces significant challenges in achieving economic justice and closing the racial investment gap. However, despite the challenges, we are driven to pursue the key pillars of this work and compelled by insights that were identified during this second convening.

We are excited by the consensus that was reached on the importance of long-term commitment and community engagement to drive sustainable change.

Even with a vast diversity of opinions, this convening demonstrated that our community is focused and committed to fostering economic justice. We look forward to gathering with all of you in our final convening as we shape the agenda for economic justice in Prince George’s County.

Welcoming New Faces to The Community Foundation

The Community Foundation is excited to welcome a number of new Board and Team members to The Community Foundation family.

THe community Foundation Board of Trustees

Jill Landefeld, Principal & Portfolio Manager, Brown Advisory

Jill Landefeld specializes in investment management, asset allocation and portfolio construction for a client base that includes foundations, endowments, cultural institutions, trusts, families and private individuals. She has more than 15 years of financial industry expertise, with work experience in four cities and two continents.

Prior to Brown Advisory, Jill was a Vice President at Stifel providing broad investment management services to a selection of institutional and private clients. She joined Stifel in 2015 following its acquisition of Barclays Wealth and Investment Management in the Americas. Prior to her roles in wealth management, Jill provided balance sheet advisory and public sector bond origination services for national treasuries and government agencies with Barclays Investment Bank in London. She also assisted supranational organizations with structuring debut bond transactions in local currencies in frontier markets.

Jill earned a bilingual (English/ Spanish) Masters of Business Administration from IESE Business school in Barcelona, Spain in 2012. She also earned a Bachelor of Arts with Distinction in Foreign Affairs from the University of Virginia in 2004.

Jill has lived in Washington DC for many years. She is a current Ambassador and former Board Member for an international charity that works to increase the quality and availability of education for girls in developing countries. She also serves on the Board of Trustees for the DC History Center, which is an educational non-profit that seeks to deepen awareness of our city’s past to connect, empower and inspire.

Montgomery County Advisory Board

Angela Graham, Quality Biological, Inc.

Angela Graham assumed strategic leadership of the Quality Biological, Inc. in 2012, following 15 years of experience in various commercial leadership roles at Bristol-Myers Squibb, Pfizer, and UCB Pharma. Returning to her family business, she spearheaded the company’s transformation from a prominent supplier to government and academia into one that also supports the diverse R&D needs of the highly regulated bio-pharmaceutical sector.

As the founder’s daughter, Angela is deeply committed to upholding the core values that have shaped the company into the niche manufacturer it is today in the life sciences. Her expertise lies in business development, leadership, and change management.  Angela is a graduate of the University of Virginia.

Quality Biological, situated within the BioHealth Capital Region in Montgomery County, Maryland, has earned acclaim not only for producing top-quality products but also for fostering a strong commitment to community engagement. Guided by unwavering principles of ethics and integrity, Angela and her team prioritize giving back to the community. They actively support local charities and nurture close industry partnerships.

Angela currently serves on the board of PIC-MC at Montgomery College as well as Montgomery and Prince George’s Hospice. Previous board experience includes the Montgomery County Economic Development Corporation and industry group Diversity Alliance for Science.

Carolyn Leonard

Carolyn Leonard, Ph.D, has worked in the field of early childhood mental health and education for over 40 years. She is retired from Montgomery County Public Schools where she worked primarily with the Head Start Program and state funded PreK for under-resourced children and families. As a school psychologist she designed, implemented and evaluated interventions to address factors interfering with students’ learning and school success.  While working as a community psychologist, she was involved with community needs assessment and program planning.  She also had responsibility for assessing the impact of interventions which targeted young children’s development and learning, parenting, and family stability.

In Carolyn’s work with a variety of nonprofit organizations, she has focused on improving the mental health, education and well -being of under-resourced children and families. Addressing needs and access to resources have been goals guiding her work at the individual, program and policy levels.

During her career, Carolyn has served on numerous boards and advisory councils. These have included The Montgomery County Commission for Children and Youth, Early Head Start, Starting Early Starting Smart, Community Kids, the Early Childhood Mental Health Consortium, the National Advisory Council for the School of Education at Johns Hopkins University, Apple Tree Institute for Education and Innovation and The Strathmore Music Center.  While on the board of Strathmore, she chaired the Education Committee, which focused on expanding programs for low-income children and families. Her philanthropy has focused on “giving where you are living” and supporting organizations committed to serving those typically not able to access educational and cultural opportunities.

Carolyn has a Ph.D. in Developmental Psychology from Rutgers University, an MS in Human Development and Family Studies from Penn State University, and a BS in Child Development and Family Relations from the University of Connecticut. She is also a Nationally Certified School Psychologist.

Dusty Rood, Rodgers Consulting

Dusty Rood is the President and CEO of Rodgers Consulting, Inc., headquartered in Montgomery County, MD. Founded in 1957, Rodgers Consulting’s mission is to provide industry-leading land use and real estate development consulting services for clients who demonstrate integrity and who recognize the importance of community responsibility, with a commitment to excellence in planning and design.

 In addition to serving as the CEO of Rodgers Consulting, Dusty is engaged in other community affairs. He currently serves on the Leadership Group of Montgomery Moving Forward and the Advisory Board of the Universities at Shady Grove. He is a member and past participant of Leadership Maryland, and he previously served as the Chairman of the Board of Directors of the Montgomery County Chamber of Commerce.

Joan Schaffer

Joan Schaffer  is a proud third-generation native of the DC area, and she has called Montgomery County home for most of her life. After earning her MBA at Georgetown, she held progressively significant roles at Price Waterhouse and Freddie Mac, ultimately serving as Managing Vice President and Business Information Officer at Capital One.

Following an early retirement, Joan turned her focus to providing enhanced opportunities for Montgomery County’s underserved residents. Her efforts included consulting for various local nonprofits, board service, and active participation in the County Council’s Grants Advisory Group. Evolving from this involvement, she accepted the role of Council Grants Manager overseeing the entire grants process and collaborating with the Advisory Group to evaluate up to 400 grant applications each year and recommend appropriate Council funding.

Joan's commitment to our nonprofit sector continues as she provides pro bono consulting and serves on multiple boards within the community. Presently, she lends her expertise to organizations such as the Food Council, MCAEL, the Children’s Opportunity Alliance, and the Imagination Library, underscoring her dedication to serving the diverse needs of Montgomery County's residents. She is especially passionate about providing equitable support and opportunities for all of our county’s children.

Prince George’s County Advisory Board

Keisha Hawkins, MBA, PMP

Keisha Hawkins is a dynamic leader in operations and project management, with a proven track record of over a decade. As the Director of Operations at Wayne Enterprises, she not only leads operational policy implementation and growth directives but also spearheads client support services, showcasing her ability to manage diverse responsibilities and teams.

In addition to her role at Wayne Enterprises, Keisha is the owner-operator of Rita's Water Ice of Oxon Hill. She has previously served as a Program Manager at Cambio Consulting, where she effectively planned, organized, and managed various projects for the USDA’s Office of the Assistant Secretary for Civil Rights, enhancing quality control and communications support.

Her extensive background includes significant achievements such as overhauling administrative and operations management at Federal Advisory Partners, leading to increased oversight and efficiency. At Highlight Technologies LLC, she excelled as a Program Analyst III, implementing quality control measures and improving program deliverables' timeliness.

With a strong focus on strategic planning, risk mitigation, and data management, Keisha has consistently demonstrated her ability to handle complex operational overhauls and refine administrative systems. Her expertise spans operational efficiency improvement, resource allocation, and event coordination, making her a valuable asset to any organization.

Keisha holds an MBA from the University of Massachusetts and multiple certifications, including a PMP from the Project Management Institute and a Diversity, Equity & Inclusion Certificate from Cornell University. She is married and has three children who excel academically and are talented in sports.

Keisha's commitment to community development is a cornerstone of her professional values. Her robust problem-solving capabilities and dedication to enhancing organizational performance align perfectly with the mission of the Greater Washington Community Foundation Prince George’s Board. She eagerly looks forward to contributing to nonprofit initiatives and positively impacting the community.

Aimee Griffin, Esq, Principal Attorney, Life & Legacy Counselors of The Griffin Firm PLLC

Aimee is the principal attorney of Life & Legacy Counselors of The Griffin Firm PLLC, an estate and business succession firm committed to the creation, protection and transfer of wealth serving District of Columbia, Maryland, Virginia, New Jersey, Pennsylvania, Massachusetts, and Florida.

Aimee is the Board President and Founder of the Association of Black Estate Planning Professionals, Inc., a collaborative economic empowerment organization with a mission to bridge the racial wealth gap. With a commitment to strategic community economic development for Black people, Aimee serves as Corporate Counsel for the US Black Chambers, National African American Insurance Association, (NAAIA) and the BOW Collective.

Aimee is committed to supporting community growth through education and speaks regularly at national, regional, and local forums to educate other attorneys and the community. Aimee is an adjunct professor at the Western New England University, School of Law, and a monthly contributor to the Washington Informer newspaper. She strongly believes “when we know better, we can do better.”

Aimee has been recognized and received awards by local and regional associations including the Small Business Administration as a Minority Business Champion. Aimee was just awarded the 2024 Women in Business Champion of the Year Award by the DC Chamber of Commerce.

Aimee steadfastly believes we are better together!

The Community Foundation Staff

Mandi Koba, Program Officer, Economic Mobility

Mandi Koba joined the Greater Washington Community Foundation in February 2024 as the Program Officer, Economic Mobility. In her role, Mandi provides management and guidance to programs such as Thrive Prince George’s and Brilliant Futures.

Mandi joins us from Fairfax County, VA where she helped launch their guaranteed income pilot program. Prior to that, she worked at Bread for the City supporting two cash transfer programs: THRIVE East of the River and DC Cares. She also previously worked as a case manager and advocate serving youth and adults across a range of vulnerable circumstances.

Mandi holds a bachelor’s degree in Women’s Studies and a Master of Social Work from George Mason University. As lived experience professional, her work is centered in equity, community voice and individual self-determination.

Bridget Hanagan, Senior Manager, Development Operations

Bridget joined The Community Foundation (for the second time) as Senior Manager, Development Operations in May 2024. Bridget’s career in philanthropy started in 2012 when she joined The Community Foundation for the first time as Donor Services Officer supporting the local Mongomery County office in donor support and development, communications, and event planning. For the past 12 years, she has worked closely with families and individuals to develop and execute their charitable giving goals, managed impactful philanthropic partnerships, and built development systems to drive organizational success.

Prior to returning to The Community Foundation, Bridget managed Philanthropic Partnerships for PSI, a global health NGO that makes it easier for all people to lead healthier lives and plan the families they desire. At PSI, Bridget supported Maverick Collective members to engage deeply in the work of PSI through an experiential philanthropy approach that gave members hands-on learning experiences with the projects they funded. She also managed PSI’s relationships and communications with wealth and philanthropic advisors.

Bridget holds a BA from Simmons University in International Relations and Economics with a French minor. A New Englander at heart, she resides in Washington, DC with her fiancé and their rescue dog, Rue. Outside of work, you can find Bridget hiking with Rue, planning her next ski trip, checking off a bucket list travel destination, trying out new recipes, or searching for the best dumpling in the DMV.

Emani Brooks, Summer Intern, Development Team

Emani Brooks is currently a Junior attending Bowie State University majoring in Business Administration with a concentration in Marketing. Upon graduating with her Bachelor's degree, Emani plans to attend Graduate School and get her Master's degree in either Communications or Public Relations and pursue a career in Social Media Management/Marketing. Emani is a previous employee at Bank of America as a Financial Center Intern and also has experience in Social Media Marketing and Journalism. In her pastime, Emani enjoys reading, writing, and spending time with her family and friends.