Washington Area Women's Foundation Launches New Maternal Health & Birth Equity Program

By Dr. Tamara Wilds Lawson, President & CEO, Washington Area Women’s Foundation

In recognition of Black Maternal Health Week, The Community Foundation is proud to announce its support for the Washington Area Women’s Foundation with a multiyear grant from the Developing Families Maternal Health Fund. 

Administered by The Community Foundation, the Developing Families Maternal Health Fund is dedicated to improving health outcomes for vulnerable and marginalized populations in Metropolitan Washington, DC by fostering partnerships, supporting innovative solutions, and advocating for policy change and advancing infant and maternal health for all residents of the Greater Washington region. The Washington Area Women’s Foundation (WAWF) is committed to ensuring that women and girls of color have the opportunity, resources, and support to thrive and lead in our region from birth to the boardroom.

In this special guest post, Dr. Tamara Wilds Lawson, a seasoned social impact leader and President & CEO of the WAWF, shares the rationale and vision behind their new Maternal Health and Birth Equity Program, as well as it’s potential to ignite change in our community.

For over 27 years, Washington Area Women’s Foundation has been a driving force for gender equity across our region and remains the sole foundation in the area focused on funding organizations serving women and girls. The Foundation’s grantmaking reflects our commitment to ensuring a better quality of life for women and girls through our Early Care and Education program, Young Women’s Initiative and Black Women’s Leadership Project, which was born out of our 2023 report, Thrive as They Lead.

Throughout our history, we have prioritized addressing needs identified by the community and amplified the voices of women and girls closest to those needs. As we began to wind down our impactful Stand Together Fund, initiated in response to the pandemic, the Foundation sought other areas where we could make an impact. In 2024, with support from the Meyer Foundation, we conducted a landscape analysis in partnership with Boldly Go Philanthropy to assess how we could enhance maternal health and birth equity grantmaking in the region.  

We were compelled to study this issue because, despite years of attention and critical work being done to address the region’s maternal health crisis, the systems designed to support women during one of the most powerful and vulnerable times in their lives continue to fall short. Our engagement centered on the expertise of community birth workers, local nonprofits, health practitioners, and the women navigating these systems every day. 

Here's what we found:

• Families face steep barriers to accessing care, especially low-income families, immigrants, teen parents, and middle-income households that are ineligible for public support but unable to afford private services.

• Across our region, Black and Brown women are disproportionately vulnerable to preventable complications before, during, and after childbirth.

• Black residents account for half of all births in the District, yet 90% of pregnancy-related deaths. In Prince George’s County, nearly one in two birthing people lack adequate prenatal care.

• Community-based doulas, midwives, and nonprofit leaders are actively addressing the crisis, but with inadequate support and unstable funding.

• Hospital systems continue to rely excessively on unnecessary interventions, such as C-sections, which increase risk and trauma.

• The birth workforce is strained, underpaid, and excluded from decision-making spaces, even as demand for their care grows.

The Women’s Foundation is uniquely positioned to lead this work. Since our founding, we have cultivated deep relationships with local changemakers and maintained the trust of our community by moving resources quickly and equitably. We also know this work cannot be done in silos. As we have seen through the success of the D.C. Safe Babies Safe Moms Program, advancing birth equity requires coordination among philanthropy, healthcare, policy, and community care. It also demands funders who understand the sustained and comprehensive investments needed to tackle and eliminate this crisis. 

That is why we are incredibly grateful to The A. James and Alice B. Clark Foundation and The Greater Washington Community Foundation’s Developing Families Maternal Health Fund, which enabled us to officially launch our maternal health and birth equity program. Given the intentional way The Women’s Foundation does our grantmaking, it is vital to have nascent funders who recognize our need to build this program thoughtfully, inclusive of community engagement and critical infrastructure development. Because of their investments, our first round of grantmaking will take place this year primarily supporting organizations focused on strengthening the birth workforce, addressing the social determinants of maternal health, and expanding access to mental health resources.

This new program reflects our belief that ending this crisis will necessitate a comprehensive commitment and is key to our investment in the power of women and girls from birth to the boardroom during such a critical time for our region. To learn more about Washington Area Women’s Foundation and the various ways to support our work, please visit www.wawf.org.

Community Foundation's Sharing Community Initiative Announces $945,000 in Funding for Region Nonprofits

The Greater Washington Community Foundation is excited to announce $945,000 in grants awarded through its Sharing Community Funds this past cycle.

The Sharing Community Funds bring together donors who share our passion for building more equitable, just, and thriving communities.  With expert facilitation by Community Foundation staff, donors join together to learn first-hand about the challenges facing our community. Thanks to the generosity of this growing community of givers, together we discover and invest in visionary nonprofits working on the frontlines of our region’s most pressing needs.   

In alignment with our Strategic Vision, the Sharing Community Funds focused on the three intervention areas of the racial wealth gap — Basic Needs, Economic Mobility, and Community Wealth Building.

Grants were awarded in accordance with principles of trust-based philanthropy including investments in general operating and organizational capacity building.

See Below for a complete list of our nonprofit partners for 2025, sorted by category.

2025 Sharing Community Fund Nonprofit Partners - Basic Needs

• Sharing DC

  • DC American Academy of Pediatrics (2025 Multi-Year) is a key part of a national network focused on children's health. With nearly 500 members, including many trainees, DCAAP collaborates with over 67,000 pediatricians nationwide, particularly in the DMV region. The chapter addresses health inequities in Washington, D.C., through early interventions, family support services, and policy advocacy. DCAAP's mission is to promote children's health and development while supporting pediatricians. They advocate for basic needs through educational programs, community town halls, and legislative efforts, aiming for a healthier, more equitable future for children in D.C. and beyond. Through the organization’s service priorities and programming, DCAAP educates and bring awareness to critical issues in their community, including health equity, food insecurity integrated child health services, water quality, community safety, and early childhood development and education.

  • The Multicultural Spanish Speaking Providers Association (2025 Multi-Year) is a vibrant and diverse community of over 1,000 educators of which about 600 are DC residents. Their initiatives create a holistic impact by enhancing educational access, promoting entrepreneurship, and addressing the professional needs of DC’s early educator workforce. MSSPA community members are employed across more than 100 licensed early learning programs and several public schools. MSSPA’s work not only supports the immigrant community’s basic needs but also fosters economic mobility, contributing to a more equitable and thriving early learning sector.

• Sharing Prince George's

  • Community Outreach and Development CDC (2025 Multi-Year) focuses its efforts on Basic Needs, providing food, diapers, toiletries, and public assistance benefits enrollment to help persons who are in times of crisis overcome their situations.

  • Foundation Schools has been providing innovative programs and support services that address the educational, social, and mental health needs of children and adolescents with emotional disabilities and learning challenges.

  • Sasha Bruce Youthwork provides comprehensive support, including safe housing, life skills coaching, and mental health services, through programs like Promise Place (the County's only youth emergency shelter) and the Bruce Empowerment Zone (the County's only low-barrier drop-in center).

  • Jacob’s Ladder provides programming and educational support to help reduce the number of juveniles entering and returning to the juvenile justice system in Prince George’s County.

• Sharing Montgomery

  • AfriThrive empowers African immigrants to grow and share healthy, culturally appropriate produce with residents facing food insecurity. Its training programs help families achieve self-reliance and economic stability.

  • The Black and Brown Coalition for Educational Equity and Excellence unites traditionally marginalized communities to demand an education system that serves all students equitably. The BBC takes aim at dismantling systemic barriers that have underserved and limited the success of Black, Brown, and students from low-income families and fights for equitable access to the resources needed to thrive.

  • Care for Your Health provides culturally sensitive in-home health care to elders. Patients are served by trained staff from their own community in touch with their circumstances and needs.

  • Community Bridges, Inc. empowers girls in elementary, middle, and high schools to discover their unique identity, voice, and potential through leadership development, college and career readiness, and family support and mentoring.

  • Community Development Network of Marylandpromotes, strengthens and advocates for Maryland’s community development industry. Its Montgomery Housing Alliance is a coalition of members in the County who work to increase affordable housing through expanding public investment, promoting equitable development, and prioritizing the needs of vulnerable communities.

  • Community FarmShare strives to create a local sustainable food system. It supports small scale farmers by purchasing fresh produce for low-income children and residents struggling with diet-related chronic diseases.

  • CREATE Arts Centerprovides art classes, art therapy, and community outreach, with a focus on fostering academic, social and emotional development for students. To level the playing field for access and inclusion, CREATE provides free and reduced fee services to traditionally marginalized constituencies, including people living on low-and-fixed-incomes.

  • Crittenton Services of Greater Washington helps teenage girls achieve academic success, make healthy choices, and chart their own bright futures. Its virtual and school-based programs teach teenage girls to value their education, build healthy relationships, speak up for their own needs, and explore paths toward college and careers.

  • Home Care Partners provides in-home services that support vulnerable seniors, helping them to age-in-place with safety, dignity, and comfort. The organization serves approximately 1,000 clients annually in the DC metropolitan area.

  • Horizons Greater Washington supports students from low-income families for nine years, from kindergarten through eighth grade. The organization works to foster a joyful environment full of academic, artistic, and athletic activities that inspire young minds and build a love of learning.

  • Housing Unlimited provides affordable, independent housing for adults in mental health recovery in Montgomery County. The organization promotes independence and recovery by providing a stable and comfortable home, allowing tenants to focus on becoming valued and integrated members of the community.

  • KID Museum provides interactive programming to populations that are traditionally underrepresented in STEM. They foster a “mind of a maker” mindset in the kids and youth served, working with them to become empathetic and persistent problem-solvers, teammates, and changemakers.

  • Kingdom Global Community Development Corporation operates the East County Hub which distributes food, diapers, and COVID-19 support. The organization also has other public-private partnerships that address food security, health and wellness, education, employment, and housing.

  • Manna Food Center works to eliminate hunger through food distribution, healthy eating education, and advocacy. Its extensive network supported more than 60,000 participants over the past year, distributing 4 million pounds of food.

  • Mary's Center provides health care, education, and social services to build healthier and stronger communities. In response to COVID-19, Mary’s Center worked to prevent the spread of the virus by offering testing and vaccinations to community members through the Greater Washington region.

  • Montgomery County Food Council leads the coordination and advocacy to create a more resilient, sustainable, and equitable local food system by enhancing food access, expanding food education, and supporting the County’s farms and food/beverage businesses. The Council also addresses the impact of local food production, distribution, consumption and recycling on natural resources.

  • National Alliance on Mental Illness of Montgomery County (NAMI MC) provides comprehensive support, education, advocacy, and public awareness to promote recovery so that individuals and families affected by mental illness can build better lives.

  • Rainbow Community Development Corporation provides relief for food insecurity paired with other safety net services including eviction and utility cutoff prevention, temporary short-term shelter, and job search and resume assistance.

  • Rainbow Place Shelter provides emergency overnight shelter to women during the hypothermia season and assists them as they transition to a better quality of life. Additionally, the organization is working to open a new year-round, LGBTQ-inclusive shelter to provide a safe haven for youth and young adults.

  • Red Wiggler Community Farm provides comprehensive on-farm training and education programs for adults with developmental disabilities. Half of its organic produce is donated to low-income households throughout Montgomery County.

  • Stepping Stones Shelter provides emergency shelter for families experiencing homelessness with the goal of moving a family from crisis to stability within 90 days. Since 1982, Stepping Stones Shelter has served over 1,035 families in an atmosphere of dignity and respect.

  • Story Tapestries utilizes the arts to promote accessibility and equity in educational and community spaces. Professional artists share the magic of the arts and enhance individuals’ literacy, social-emotional, and STEAM skills through performances, workshops, artist residencies, and educator training programs.

  • The UpCounty Hub (2024 Multi-Year) was founded with the philosophy of providing low-income individuals and families with food and essential social services, allowing them to maintain their privacy and dignity. It currently provides food to about 1,200 families weekly via drive-thru distributions, home deliveries, and choice-pantry walk-in services. Additionally, its wrap-around supports have grown to include social services, such as supporting applications for SNAP and connecting clients to other essential resources. 

2025 Sharing Community Fund Nonprofit Partners - Economic Mobility

• Sharing DC

  • ScholarChips (2025 Multi-Year) directly addresses the basic needs of college- bound young adults with incarcerated parents by providing them with essential support and resources. Through their scholarship program, they alleviate the financial burden of pursuing higher education, ensuring that these students have access to the same opportunities as their peers. Additionally, ScholarCHIPS’ mentorship program and college life skills workshops equip these students with the necessary tools to navigate college successfully. They also offer mental health supports to address their emotional well-being, helping them overcome the challenges associated with having an incarcerated parent.

  • Urban Ed plans to expand and enhance their STEMAcad workforce & career development program for upskilling & reskilling low-income people of color and advancing the minority pool of talent in STEM.

• Sharing Prince George's

  • Life After Release works with low-income Black women and families in PG County who are currently or formerly incarcerated to chart pathways out of poverty to help them build a self-determined life after release.

  • Life Asset offers microloans, training , and support for entrepreneurs to make their business dreams a reality.

• Sharing Montgomery

  • CareerCatchers is dedicated to working with under and unemployed, low-income and disadvantaged residents of Montgomery County. Annually, CareerCatchers serves over 1,000 people with intensive career coaching and career navigation services, the majority of whom live in areas with the deepest disparities in homeownership and income.

  • CollegeTracks (2023 Multi-Year) supports first-generation-to-college students and students from low-income and/or immigrant households, by providing customized support to navigate the admissions and financial aid applications, degree completion, and pathway to a career.  Each year, thousands of students in Montgomery County graduate from high school without a postsecondary plan that could lead to meaningful careers and upward economic mobility. Since 2003, its network of staff and volunteers has helped over 11,000 students. 

  • Crossroads Community Food Network provides training and support for startup food businesses and healthy eating education to local students and shoppers at Crossroads Farmers Market. Its farmers market nutrition incentives allow federal nutrition benefits recipients to double the value of these benefits spent at the market.

  • Future Link (2024 Multi-Year) is dedicated to closing the opportunity divide for first-generation-to-college young adults in Montgomery County (ages 18-25). The organization provides the professional development, resources, and individual support necessary for higher education, career-based training, and workforce entry, ultimately achieving lasting self-sufficiency. Annually, Future Link serves 315 students with comprehensive services including paid internships, career coaching, mentoring, tutoring, scholarships, and academic guidance.

  • Housing Initiative Partnership (2025 Multi-Year) is a 35-year-old affordable housing developer and HUD-approved counseling agency which develops innovative affordable housing, revitalizes neighborhoods and equips people to achieve their housing and financial goals.  At its Gaithersburg Financial Empowerment Center, HIP’s integrated services model transforms clients’ financial health through coordinated interventions and referrals to other community resources.

  • Identity, Inc. (2024 Multi-Year) empowers youth and their families with social-emotional, academic, workforce, and life skills to succeed in the modern world. It works with Latino and other historically underserved residents at schools, in the community and on playing fields. Like family, Identity celebrates victories and offers extra help when something more is needed. Last year alone, Identity assisted more than 50,000 Montgomery County residents.

  • Interfaith Works (2025 Multi-Year) ensures that Montgomery County residents have access to vital services and a pathway to greater stability. They achieve this through supplying basic needs (food, clothing, emergency financial assistance), a job readiness program, and a suite of housing programs including four emergency shelters, shared supportive housing, and a Drop-In Center. Interfaith Works employs over 200 staff members and partners with 7,000 volunteers to support 35,000 clients a year who are experiencing poverty.

  • Montgomery College Foundation co-leads the Achieving Collegiate Excellence and Success (ACES) program in partnership with Montgomery County Public Schools and The Universities at Shady Grove. ACES provides individualized academic coaching, scholarship opportunities, and career readiness to underrepresented high school students, for a seamless and supportive pathway to a bachelor’s degree.

  • Montgomery County Black Collective (2025 Multi-Year) provides business development, coaching, and individual/family financial literacy opportunities for start-up entrepreneurs and small business owners. Its programs are rooted by tailored resources, mentorship, and peer supports which empower entrepreneurs with the skills necessary to achieve economic independence, build a more equitable future, and drive positive change in their communities.

  • Phase 3 Training Corporation provides hands-on training in the elevator/escalator, electrical, solar, and HVAC industries. Through innovative and effective training models, they aim to reduce economic disparities and foster long-term community development and well-being.

2025 Sharing Community Fund Nonprofit Partners - Community WEalth building

• Sharing DC

  • Latino Economic Development Center is a Community Development Financial Institution (CDFI) with a 33-year history in Greater Washington. Their mission is to serve as a catalyst that drives the economic and social advancement of low-to moderate-income Latinos and other underserved communities by equipping them with the skills and tools to achieve financial independence, acquire personal and business assets, create generational wealth and become leaders in their communities. While each client of theirs has a different path to economic mobility, each department (Small Business/Lending, Housing Counseling/Eviction Prevention/Tenant Services, Direct Community Investments, and Financial Empowerment) helps them chart that path, stabilizing in the short term, while building long-term sustainability.

  • birdSEED is focused on creating economic mobility through home ownership so Black, Indigenous and persons of color who have been historically disadvantaged in the home buying process can begin building wealth. They do this by offering down payment assistance grants to first time home buyers.

• Sharing Prince George's

  • FSC First is a reliable provider of creative and innovative business financing solutions to established and emerging businesses in the State of Maryland. Their Level Up program provides access to capital, training, coaching, mentoring, and networking opportunities for entrepreneurs and small businesses.

• Sharing Montgomery

  • Habitat for Humanity Metro Maryland provides home preservation and homeownership programs that help low-income families live a more stable, self-reliant life. Its staff, homeowners, and volunteers have completed nearly 1,050 projects since its inception.

  • IMPACT Silver Spring supports the creation of inclusive local economies by connecting people in an intentional network spanning individuals, neighborhoods, and leaders in the community. Ultimately, IMPACT is working to advance racial equity by transforming county policies, institutions, structures, and systems.

2025 Sharing Community Fund Nonprofit Partners - Capacity building

• Sharing Prince George's

  • Nonprofit Prince George’s: Equips and empowers Prince George’s County nonprofits to better serve our communities.

• Sharing Montgomery

  • Montgomery Moving Forward is a collective impact initiative which convenes leaders from government, business, philanthropy, education, and nonprofits to solve complex problems facing the county. As a capacity building partner, Sharing Montgomery’s grant empowers MMF’s nonprofit leaders to advocate around pressing issues that affect their clients, especially around challenges related to economic opportunity and early childhood education.

  • Nonprofit Montgomery supports local organizations around government relations, advocacy, strategic communications, financial management, metrics tracking, and cross-sector problem solving. As a capacity building partner, Sharing Montgomery’s support will enable our direct-service grantees to receive the personalized support and connections that will help them deepen their impact.

• Sharing Northern Virginia

  *In order to promote organizational growth and stability amongst the 2024 cohort, the Sharing NoVA committee made the decision to focus it’s 2025 grantmaking on capacity building.

  • Joyful Hands (2024 Multi-Year) is deeply rooted in the conviction that education, literacy, and access to community resources are foundational pillars of thriving societies. They provide access to essential school supplies and nutritious food for community members.

  • Culmore Clinic (2024 Multi-Year) advances health by bringing community together to provide primary care, health education and disease prevention services at no cost to uninsured neighbors in Fairfax County.

  • Loving Hands Touch Ministry (2024 Multi-Year) addresses immediate community needs while empowering individuals and families to achieve self-sufficiency, ensuring access to necessities like food, shelter, healthcare, and education.

  • The Growth and Healing HUB (2024 Multi-Year) grows and nurtures the mental health and well-being of children, youth, young adults, and families. They provide services to anyone residing in the state of Virginia and strive to help all feel safe & supported and receive the help they deserve.

  • New Hope Housing (2024 Multi-Year) provides case management, permanent housing and shelter to support the needs of homeless individuals in Northern Virginia.

  • Arm & Arm, Inc (2024 Multi-Year) provides peer-to-peer mentoring and trauma recovery services to communities across Northern Virginia.

  • Future Kings (2024 Multi-Year) uses education, mentoring, training, practical experiences, and mastery of 21st century technology in order to create a pipeline of young men from underserved communities who excel in STEM related careers and positively influence their communities.

  • Hardemon Dynasty, Inc (2024 Multi-Year) provides affordable housing for young adults aging out of foster care and offer sufficient support during their transition to independence.

Faces of Sharing - Getting to Know Sharing DC's Jill Klein

For most of her professional career, Jill Klein has been on the cutting edge of innovation and technology – from working with professionals in the financial tech industry, to mentoring the rising generation of business entrepreneurs.

Now as a member of Sharing DC, she says she enjoys working with a new kind of innovator – the ‘social-preneurs’.

“Sharing DC has introduced me to people from across the District who have identified the gaps in our community and are finding bold, creative and collective ways to step up and fix it,” Jill says.

From The Boardroom to the Classroom: Raising the Bar for Women in FinTech

Jill’s introduction to innovation began in 1980, when she graduated with a degree in Data Science during a time when technological advances in personal computing and telecommunications were rapidly transforming the field. After working on the large-scale automation of financial services for JP Morgan in New York for several years, she married her husband and relocated to the DC, where she worked for Riggs Bank and IBM.

Eventually, she made her way into higher education - where she spent 20+ years at American University’s Business School, launching hybrid and online classes – with a particular focus on adult and returning learners.

“As a college professor, I get to see the future before you do,” Jill shares. “I get a chance to interact with the future employees and entrepreneurs before anybody else. It’s an incredibly humbling and exciting experience!”

In the 2000s, Jill joined Women in Technology – a professional organization designed to build networks for women – especially those working in STEM and technology fields. She created a program called ‘The First Five Years’ to help rising young professionals (both women and men) navigate the workplace and advocate for their personal needs.

Jill and fellow researchers that helped spark the 20/20 Women on Boards movement in 2013

“I love being part of the women business collaborative – initiatives where women and their allies bring other women up,” Jill says.

She helped spark 20/20 Women on Boards – a national campaign to increase the percentage of women on U.S. company boards to 20% or greater by the year 2020. (The goal was successfully reached in 2017. Organizers have since raised the goal to 50% by the year 2050 and rebranded to 50-50 Women on Boards).

“When you’re teaching technology at a business school, your goal is to help students think outside the box – to unlock their creativity and innovation, so they can change the world,” Jill says. “Whether they’re shattering a glass ceiling or pioneering a new technology that will revolutionize an industry – your goal as an instructor is to help them recognize that potential.”

Investing in ‘Social-preneurs’ through Sharing

In 2022, Jill left DC for a unique opportunity - serving as the Interim President at Pitzer College in Claremont, California. There she gained a deep appreciation for how community members come together to address diverse opportunities and challenges.

“It made me aware of the gaps that exist in my own community,” Jill recalls. “I knew that when I came back to DC, I wanted to get more involved and find a way to make a difference.”

That’s when she ran into Stacey Murchison, Chair of the DC Chapter of 50-50 Women on Boards, member of The Community Foundation’s Advisory Board in Montgomery County, and a long-time friend of Jill Klein.

“Stacey told me all about the work that she was doing with Sharing Montgomery – and then she said, ‘You need to join Sharing DC!’”

After Stacey introduced her to Tonia Wellons, Dr. Marla Dean, and the Sharing DC team, Jill knew that she had found the perfect opportunity to learn more about her community and give back at the same time.

“I am blown away by the commitment and caring that these nonprofits have for the communities they serve,” Jill shares. “It’s such a treat to listen to their stories, the passion that comes with them, the humility that they bring – it inspires me to uplift them so they can keep uplifting those around them.”

One particularly memorable moment came when a nonprofit partner delivered a report on how they had utilized the funding they had received through Sharing. "It hadn’t even been 6 months since they were funded and they had already done so much," Klein recalls. "It was wonderful to hear from her and see how Sharing can have such a big impact in such a short period of time.”

Beyond connecting with community organizations, Jill values the learning that comes from her fellow Sharing DC members. "It makes me feel good that in spite of what’s going on around us here in DC, there are still so many people who remain focused on caring for others," she says admiringly. "The breadth of experience that the people on the committee bring is inspiring."

“For me, learning through Sharing is not only about the groups that we look at and fund, but the people who are sitting next to us as we make these decisions.”

This diversity of perspective has expanded Jill’s thinking about whom she might invite to be a part of Sharing DC with her: "Who are some of the people in my sphere who share my values, but bring a different lens to those values, that I can bring to this table?"

Redefining Philanthropy: Time, Talent, and Treasure

For Jill, true philanthropy encompasses more than financial contributions.

"Philanthropy has a bigger meaning; it has to have a broader definition because it includes time, talent, and treasure," she says. "Ever since I’ve been involved with Sharing, my husband and I have had more meaningful conversations about how we can be more intentional with where we put our time and what our philanthropic legacy looks like."

'Commodore' Jill Klein off the coast of Cape Cod, MA, where she volunteers with the Cape Cod Sailing Association's 'Learn to Sail' Program.

This includes the times of the year when Jill isn’t living in the DMV. An avid sailor, ‘Commodore’ Jill spends much of her summer months in Cape Cod, MA, where she volunteers with her local Sailing Association to teach local kids from lower-income families how to sail.

“It’s a great way that I can give back to the community, while doing something that I love,” Jill shares.

While she doesn’t anticipate donning her sailing cap back in the DMV any time soon, Jill says she looks forward to using Sharing as an opportunity to learn more about the organizations doing work in other areas that she’s passionate about such as workforce development and women empowerment.

“It’s important to support the place where you live,” Jill says. “Sharing DC provides a platform for me to not only give back but to learn about ways that I can give more.”

Want to get involved? The Sharing DC Fund Committee welcomes new members!
Contact Isabel Spake ([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.
  

Budgeting in Accordance with Our Values - A Letter to DC Mayor Bowser

Dear Mayor Bowser,

I am writing on behalf of the Greater Washington Community Foundation and its Partnership to End Homelessness Leadership Council to offer our recommendations on DC’s Fiscal Year 2026 budget.

As you know, the Partnership to End Homelessness brings together a diverse coalition of leaders from the private, public, nonprofit, and philanthropic sectors. Together, we work to ensure everyone has housing they can afford because we know that when our city is welcoming, our businesses do better, and that solving homelessness makes business sense. We are grateful for your administration’s long-standing commitment to investing in solutions to end homelessness and look forward to partnering to increase housing stability in our city.

Your leadership is needed now more than ever. Despite several years of progress toward our shared goal to end homelessness in DC, we are facing new challenges. Post-pandemic economic pressures have led to increased homelessness in our city. More residents are at risk of becoming newly homeless; according to the Community Foundation’s 2024 Voices of the Community Survey conducted in partnership with Gallup, 17% of DC residents have experienced times in the past twelve months when they did not have enough money for adequate housing. New Federal administration priorities further threaten investments in housing and supportive services and put even more of our neighbors at risk of becoming homeless.

We know that the city has financial challenges and that the District must make tough choices this year. But we also know that a budget tells a story about what we value most. In DC, we value our resilience, strength, and unity during hard times. We care about creating a thriving city that works for every resident. We have the solutions to prevent and end homelessness – and under your leadership, the District has shown that it can make progress by putting resources behind these solutions. We urge you to invest the necessary resources to continue making progress.

Our FY 2026 budget recommendations align with the recommendations of our community partners:

• Fund 1,260 new Permanent Supportive Housing (PSH) vouchers for individuals annually for three years and 764 new PSH vouchers for families.

• Allocate $6.5 million to the Coordinated Street Outreach Network to help unsheltered residents meet their basic needs and move into housing, if housing is available.

• Allocate $17.3 million to the Local Rent Supplement Program to improve housing affordability for residents and families with extremely low incomes. This would create 800 new housing vouchers, improving housing affordability for those with extremely low incomes.

• Allocate $100 million to the Housing Production Trust Fund (HPTF) and allocate $5 million for flexible capital. To ensure that preservation projects have a path to becoming safe, affordable, high-quality housing, the District should set aside 25 percent of the HPTF for preservation. Flexible capital would support carrying costs, gap financing, and other up-front costs required for preserving affordable housing.

• Ensure there are at least 100 medical respite beds for individuals experiencing homelessness. This would be a critical step in expanding to meet the need for medical respite beds, which offer a safe place for people who are unhoused to recover from surgery and illness or to learn to manage a chronic condition.

• Create a flexible funding program at the Department of Human Services to cover one-time move-in expenses for residents receiving a voucher or RRH.

• Restore $540,000 to DC Flex to create an additional 75 slots for individuals and improve rent affordability for working households. This would restore FY 2025 funding cuts so that 100 individuals, up from 25 individuals, can participate in DC Flex, as originally planned.

• Increase the Personal Needs Allowance (PNA) to improve living standards for residents who were chronically unhoused and now call DC’s first assisted living facility home. Improve the facility’s Medicaid tenants’ ability to purchase essentials like hygiene products and clothing by increasing the monthly PNA floor, which is capped at $130, and indexing it to inflation. This would likely boost participation in the program, which is currently undersubscribed.

We must not let the District’s finances this year result in long-term harm to our neighbors and our community. Stable and affordable housing is the key to creating healthy communities, which in turn supports businesses, school success, reduces crime, and ensures economic mobility for all.

Thank you again for your leadership and commitment to our city. We look forward to continuing to partner with your administration on lasting solutions to end homelessness and create stable and affordable housing for all.

Sincerely,

Tonia Wellons
President & CEO
Greater Washington Community Foundation

Partnership to End Homelessness Awards $350,000 to Nonprofits Through Waldon Adams Housing Justice Fund

The Partnership to End Homelessness (The Partnership) is pleased to announce $350,000 in Waldon Adams Housing Justice grants awarded to 8 organizations and 2 coalitions leading housing justice efforts in DC.

These nonprofits partners, together with tenants and people with lived experience of homelessness, educate the public about policies and legislation, advocate with public officials to influence how DC tax dollars are spent, and steer our community toward meaningful solutions to help end homelessness in DC.

In DC, homelessness has decreased by 12 percent since 2020 – in no small part due to the tireless work of these advocates.

These grants will support work to advance housing justice using multiple strategies, including public will building, organizing, policy advocacy, and budget advocacy. They will also help nonprofits secure critical public sector resources and fight back against policies that harm our neighbors.

As we enter DC’s budget season, many of our nonprofit partners will be focused on protecting the progress that our community has made since 2020 and advocating to improve existing housing and homelessness programs to ensure that our city’s resources are used efficiently.

Here’s what some of our grantees have shared about their work and their plans for the coming year:

New Housing Coalition

“Partnership funding is supporting the creation of a new coalition of individuals and organizations who are building real, comprehensive, community-led solutions. As a group, we plan to use our deep expertise in power building, community leadership, research and analysis, policy development, and narrative change to create a joint roadmap and a long-term advocacy strategy to ensure stable affordable housing is available for all low-income and extremely low-income households in our city.”

People for Fairness Coalition

“We will use our Partnership grant to continue to empower and uplift individuals with lived experience to become their own best advocates and to continue our mission to bring about a public policy to make housing a universal right in the District of Columbia. With this funding, we are excited to add two new women advocates to the Rhonda Whitaker Street to Life DC Women’s Initiative, ensuring that underrepresented women who have experienced homelessness receive training and support so they can influence policies that impact them.”

Empower DC

“Empower DC will conduct targeted outreach to residents at risk of eviction with a focus on residents living in subsidized affordable housing. We will work with housing providers to boost eviction diversion through payment plans, rent forgiveness, streamlined DC Housing Authority subsidy recertifications, and by creating easy entry points for tenants into eviction diversion such as weekend clinics. We will also work with tenants to increase their ability to advocate for themselves in landlord-tenant court, and with the DC Council to seek systemic solutions to the eviction crisis.”

DC Jobs With Justice

“Our organization sustains the work of a coalition of labor, community, faith and youth groups by providing coordination, trainings, and campaign support to fight the displacement of communities in DC. Partnership funding will support our coalition’s budget and legislative advocacy campaigns to support programs that prevent the eviction of low-income tenants and that improve their living conditions and housing quality.”

Miriam’s Kitchen

“With our Partnership grant, we intend to 1) advocate to speed up and simplify the city’s housing processes so that people can exit homelessness more quickly, 2) shift the way people think and talk about homelessness, its causes, and its consequences, 3) help limit the inflow into homelessness by advocating for prevention programs, and 4) elevate the leadership of individuals with lived experience in influencing and advocating for change.”

The following grants were made possible thanks to generous partners and donors to the Partnership’s Grantmaking Fund.

HOUSING JUSTICE GRANTEES

• New Housing Coalition ($100k)

• DC Jobs with Justice ($30K)

• DC Fiscal Policy Institute ($30K)

• Empower DC ($30K)

• Fair Budget Coalition ($30K)

• Miriam's Kitchen ($30K)

• ONE DC: Organizing Neighborhood Equity ($30K)

• People for Fairness Coalition ($30K)

• The Washington Legal Clinic for The Homeless Inc. ($30K)

• LGBTQ Budget Advocacy Coalition ($15K)

A Call to Action: Join the Fight to End Homelessness

As an initiative, The Partnership to End Homelessness has invested in advocacy, systems change, and housing justice organizations in DC since its launch in 2019. This year marks our sixth round of investments through the Waldon Adams Housing Justice Grants - made possible by the generous support of The Community Foundation’s fundholders and donors.

In today’s uncertain political and economic environment, and with new threats to DC’s autonomy emerging, support for the critical work of our nonprofit advocacy partners is needed now more than ever.

As we head into a year of economic and political uncertainty where our partners face potential funding cuts from both local and federal government – The Partnership and our nonprofit partners need your voice, your leadership, and your support!

Here are some ways you can get involved:

1. Learn More and Be Informed! Join us May 20th at noon for a virtual opportunity, to network, ask questions, and hear from a panel of experts in the housing justice space. Register now!

2. Let your voice be heard! Contact your local representative and join our nonprofit partners in advocating for critical funding for Emergency Rent Assistance (ERAP), Permanent Supportive Housing (PSH), and other critical investments in affordable housing.

3. Make an Investment in Affordable Housing through The Enterprise Community Impact Note! While earning a fixed return, your investment dollars can be used to help create and preserve affordable housing.

4. Donate to the Partnership to End Homelessness Grantmaking Fund! The Waldon Adams Housing Justice Fund and other Partnership initiatives are made possible by generous support from our partners and individual donors. Together, we can work together to make homelessness rare, brief, and non-recurring in DC.

Partnership to End Homelessness Announces Critical Investments in PSH Innovation Pilots

The Partnership to End Homelessness (The Partnership) is pleased to announce two 12-month pilots intended to support innovations in Permanent Supportive Housing (PSH). These grants are made possible through the generous support of The Morris and Gwendolyn Cafritz Foundation, a member of the Partnership’s Leadership Council.

Across our region – and the country - PSH programs have a proven track record as the solution to end chronic homelessness for individuals and families. In 2024, over 500 people in DC moved into housing thanks to vouchers provided through the PSH program.

However, navigating the PSH system can be complex and time-consuming – for many, taking over a year before they move into permanent housing. The Partnership is committed to strengthening the PSH system through the DC PSH Innovation Lab Pilot and other critical investments.

DC PSH Innovation Lab Pilot grants are intended to address key challenges identified by front line case managers and clients with the ultimate goal to improve program quality.

The Partnership is excited to announce the first DC PSH Innovation Pilot grants to Edgewood/Brookland Family Support Collaborative and Woodley House/Pathways to Housing DC.

Edgewood/Brookland Family Support Collaborative (E/BFSC) - Stable Steps Program ($130,000)

Launched in 1996, Edgewood/Brookland Family Support Collaborative (E/BFSC) strengthens families and communities in DC’s Ward 5 & 6 through a wide range of services including workforce development, school-based programs and housing stabilization (including PSH).

The organization’s new Stable Steps program will use structured incentives and client-centered engagement techniques to help increase housing retention among PSH clients. Participants will receive welcome kits including essential household items and grocery vouchers, as well as incentives encouraging them to expedite the housing voucher application process, regularly attend case management sessions, and maintain lease compliance. PSH clients will also develop leadership skills as they support new participants through structured peer mentorship sessions.

"E/BFSC is excited to partner with the Greater Washington Community Foundation to enhance our service provision and positively impact the lives of the PSH participants in our program. This investment will support our efforts to ensure all of our participants have a safe, stable, and affordable place to call home."

-      Ronald E. Smith, Jr., Chief Executive Officer, Edgewood/Brookland Family Support Collaborative

E/BFSC hopes that Stable Steps will lead to an increase in lease compliance rates and a decrease in eviction rates. As part of the pilot, E/BFSC will create a toolkit with implementation guidelines, training materials for case managers, and data collection tools so the program can be scaled and adapted by other PSH programs.

Woodley House and Pathways to Housing ($150,000)

Woodley House and Pathways to Housing DC will use the grants funds to pilot A.I. technology to dramatically reduce the administrative workload for its PSH case managers and clinical teams.

Founded in 1958, Woodley House provides personalized mental health supportive services and housing for DC residents across four Wards – and recently became a certified provider for PSH in 2023. They have partnered with Pathways to Housing DC – a longtime champion of PSH and wraparound service provider – to tackle one of the most daunting parts of the PSH system – paperwork.

For every individual entering the PSH system, case workers are required to spend countless hours documenting, notetaking, and coordinating across systems and organizations – just so that those they serve can get the resources they need. The mountain of administrative burden combined with the dire conditions that clients face on a daily basis can quickly lead to burnout and in some cases organizational turnover – which can cause serious delays for those trying to navigate the PSH system.

To combat this, Woodley House and Pathways to Housing DC will leverage the power of A.I. through the Eleos Health Platform- one of the most widely adopted AI platforms in behavioral health.

Eleos uses artificial intelligence to reduce time spent on documentation by up to 70 percent, allowing staff to spend more time working with clients. This outcome benefits both the organization’s mission and its fiscal stability and longevity – since PSH providers can receive reimbursement through Medicaid for services provided to those experiencing homelessness.

“Since our founding 67 years ago, Woodley House has been innovating to better address the needs of Washingtonians facing behavioral health challenges and the risk of homelessness. With this generous grant, we’re thrilled to continue our legacy of innovation, using cutting-edge A.I. technology to benefit Woodley House’s PSH clients, staff and community.”

-      Ann Chauvin, Executive Director, Woodley House

Woodley House and Pathways to Housing DC hope to see workforce recruitment, job satisfaction, and retention increase over the course of the pilot program. They also hope to see revenue from client services reimbursement increase as case managers are able to spend more time working with clients and less time doing paperwork. The goal is that this additional revenue could be used to fund the technology after the grant has ended. 

Woodley House, Pathways to Housing DC, and E/BFSC will all provide quarterly updates on their progress to the Partnership. They will also receive technical assistance and evaluation support from the Corporation for Supportive Housing throughout the year.

Advocate Rachelle Ellison, a member of the review committee speaks at a Partnership Event in October 2023.

Grantmaking Grounded in the Community
Advocate Rachelle Ellison, a member of the review committee, said, “I am really excited about the innovative proposal that Woodley House and Pathways to Housing put forth, and I am praying for their success. And Edgewood’s Stable Steps program is so client-centered – I really think it will empower and uplift clients.”

The DC PSH Innovation Lab Pilot was designed based on community feedback, including a series of focus groups with PSH leaders, case managers, and clients. Nonprofit partners were selected by a review committee consisting of Partnership staff, advocates with lived experience of homelessness, and representatives from the DC Interagency Council on Homelessness and the Corporation for Supportive Housing.

Proposals were evaluated based on their level of innovation, client-centeredness, and collaboration – with preference given to pilots that could be launched quickly, had outcomes that could be measured at the end of the pilot year, and could be scaled and replicated by other organizations.

The DC PSH Innovation Lab Pilot continues the Partnership’s long-standing commitment to strengthening PSH in the District. Since its launch in 2019, the Partnership has made investments in flex fund grants to help expedite housing placements for PSH clients and assisted nonprofit providers in their transition to billing Medicaid to fund PSH services. You can support grants like these by making a contribution to the Partnership’s Grantmaking Fund.

For more information on this and other important investments in the fight to end homelessness, join our Partnership email list to get the latest news, highlights, quarterly updates!

DCA Together Relief Fund Latest Updates and Impact

Our hearts continue to go out to the families impacted by the tragic midair collision on January 29 that claimed the lives of all 67 passengers, service members, and crew.

We are deeply grateful for the incredible support shown by our community in response to this tragedy. The DCA Together Relief Fund has mobilized over $100,000 in generous contributions to aid impacted families, first responders, and foster community recovery and healing. This effort has been strengthened by the generosity of corporate partners including Monumental Sports & Entertainment, Truist, Forvis Mazars, and Legum & Norman/Associa Cares, Inc.

Grantmaking Efforts

Thanks to this incredible outpouring of support, we made two immediate emergency response grants. The first supported Food on the Stove to provide hot meals and hydration to first responders involved in the recovery effort. The second supported the Wendt Center for Loss and Healing to provide no-cost trauma and grief counseling services for impacted individuals and organizations in our community.

Providing Relief for Affected Families

Working in partnership with the Wichita Foundation and its ICT Together Fund, we are currently distributing $200,000 in direct financial assistance to immediate family members, ensuring those affected receive the care, resources, and support they need during this difficult time. These resources will help families meet their immediate and long-term needs – including to cover basic necessities and/or grief counseling or other mental health supports.

We will also distribute additional funds to the families raised by the Monumental Sports & Entertainment Legacy on Ice program – following the live event on March 2, the national broadcast on March 30, and an online benefit auction running through April 3.

All proceeds and donations from the event will benefit and be split equally among the U.S. Figure Skating Foundation, our DCA Together Relief Fund, and DC Fire & EMS Foundation.

We remain committed to fostering resilience and well-being to help heal from this tragic loss, and we are profoundly grateful for the ongoing support from community members that makes this effort possible. Together, we are making a meaningful impact, and we cannot thank you enough for supporting the families during this challenging time.

About the DCA Together Relief Fund

The DCA Together Relief Fund is a community-supported crisis response fund providing aid to impacted families, first responders, and nonprofit organizations supporting recovery and healing. The goal is to offer immediate and long-term assistance to help provide hope and healing to those directly impacted by the tragic midair collision on January 29.

The fund was established by the Capital Region Community Foundations, a partnership 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.

Madi Ford, Alice & Eugene Ford Foundation - Building Homes and Career Pipelines to End Homelessness

Madi Ford's journey in affordable housing began long before her professional career. As the granddaughter of Eugene "Gene" Ford, Sr., founder of Mid-City Development—a major provider of affordable housing nationwide—Ford was immersed in the world of housing and community development from an early age.

"My family's business has been predominantly the ownership and operation of affordable multifamily housing," Ford explained. "I've been associated with it my whole life."

During her grandparents' lifetime, Mid-City Development funded a wide range of affordable housing programs at their properties with a focus on economic empowerment—creating after-school programs, resume building workshops, and job training opportunities for residents. This holistic approach to housing—seeing it not just as physical shelter but as a platform for community growth and individual advancement—would become a cornerstone of Ford's own philosophy.

Today, Ford is the co-founder and managing partner of Audeo Partners, a real estate development and investment firm based in Virginia.

 Hammers & Heart: Building A Legacy Through Community Engagement

Madi Ford speaks at a Habitat for Humanity Women Build Event

Ford's commitment to housing extends well beyond her professional obligations. Seeing the importance of housing first-hand Ford has dedicated her time to several local organizations.

Since 2017, she has been deeply involved with Habitat for Humanity of Washington DC & Northern Virginia – most notably the organization’s Women Build Campaign – an annual fundraiser that provides women (and men) opportunities to support affordable housing ownership in their communities. Ford currently serves as the Vice-Chair of the Board and the co-chair of Habitat DC-NOVA’s 35th Anniversary fundraising campaign.

With Ford's involvement, Habitat DC-NOVA has continued to expand its impact in the region. Since its inception, the organization has built homes for 300 families, with the goal of doubling their impact by 2030.

In 2019, Madi joined the newly formed Leadership Council of the Partnership to End Homelessness – where she had the chance to convene regularly with developers, housing advocates and people with lived experience from across DC.

“What’s great about the Partnership is the array of voices of opinions they have at the table,” Ford shared. “I’ve learned a tremendous amount listening to the very real conversations about the problems that we need to address to end homelessness in our community.”

“The Partnership has done a great job of making these conversations value-driven and focused on our shared goals across the various housing constituencies represented.”

A large part of that work included engaging in advocacy work advocating for increased funding for crucial programs like the Emergency Rental Assistance Program (ERAP), vouchers, and emergency services for those experiencing homelessness.

“I don’t believe we’ve done a good job in providing and maintaining affordable housing in this country,” Ford explained. “We can and must do better – and the private sector plays a critical role in that.

Building Career Pipelines to End Homelessness

One of the exciting ways that Ford is stepping up is through the work of her family’s foundation, the Alice & Eugene Ford Foundation, where Ford serves as President.  

Established by Ford’s grandparents to further their mission of encouraging economic empowerment for those residing in affordable housing communities,, this past year, the organization made a significant investment in one of DC most urgent – and frequently overlooked -systemic needs – increasing the number of social workers working with the unsheltered

For years, housing providers in DC have struggled to hire enough social workers to serve the city’s homeless population. In 2023, 800 people who qualified for a housing voucher remained homeless because there weren’t enough workers to process their cases.

Ford and her family’s Foundation partnered with the National Catholic School of Social Service to launch the Ford Scholars program – a $1.76 million initiative to support graduate scholarships for students willing to provide clinical services to the unsheltered in the District.

Created in honor of Madi’s grandmother, Alice Ford -- an alumna of the National Catholic School of Social Service-and her daughter, Louise Ford, the Ford scholarship provides students with opportunities and the resources to work in a field that they otherwise may not have had.

A family at Friendship Place - one of the five service providers participating in the Ford Scholars program.

“As part of the program, Ford scholars are connected with homeless service providers across the District,” Ford explained. “This gives them first-hand clinical experience in case management, community outreach, and other important skill sets while providing much-needed services to the homeless population.”

Just one year into the scholarship program, Ford scholars have already logged more than 1,700 hours of service at five different housing service providers across DC.

The Ford Scholarship is also open to both new and existing graduate students. This allows individuals currently working in the homeless services field – especially those with lived experience –to pursue an advanced degree and subsequent career advancement opportunities.

“These case workers – and the providers they work with -- are the future,” Ford shared. “The more we can invest in them and provide capacity-building support for the work that they do, the more success we will see in the long-term fight to end homelessness.”

As Ford concludes her service on the Partnership to End Homelessness Leadership Council, she remains confident that homelessness is fundamentally solvable.

"We know how to solve this problem—it's just hard and expensive," Ford states candidly. "We need to be willing to do the work while respecting the dignity of our unsheltered neighbors by providing the care and support they need through the rehousing process. "

“I’m grateful for the continued leadership of the Partnership, as we continue to unite around common goals and work towards a community where everyone has a place they can call home.”

The Community Foundation is grateful for Madi Ford’s leadership as a founding member of the Partnership to End Homelessness Leadership Council.

If you would like to support the work of the Partnership to End Homelessness, visit https://donate.thecommunityfoundation.org/give/588288/#!/donation/checkout

For more information on the Partnership to End Homelessness, visit https://www.thecommunityfoundation.org/partnership-to-end-homelessness

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.

Leaders of the Future Spotlight - Gabby Mulnick Majewski, DC Affordable Law Firm - Lowering the Bar to Accessible Legal Services

In honor of International Women’s Day, The Community Foundation is proud to highlight incredible female leaders in our community who accelerate action by inspiring increased momentum and urgency in addressing systemic barriers.

This month, we’re pleased to feature Gabby Mulnick Majewski, Executive Director of DC Affordable Law Firm. The Community Foundation is proud to partner with DC Affordable Law Firm through our Health Equity Fund.

From the time she was nine years old, Gabby Mulnick Majewski knew that one day she was going to be lawyer.

What she didn’t know was how many people she would help along her journey – especially those who wouldn’t otherwise have access to one.

“At least one in five Washingtonians fall into the ‘forgotten middle’ when it comes to civil legal services,” Majewski explained. “These are people who earn too much to qualify for traditional forms of free legal aid but are unable to afford private counsel – and often end up representing themselves in court.”

“When you are at risk of losing custody of your child, being deported, or losing an intergenerational family home – having access to a lawyer can be literally life-changing.”

Majewski with her mother, a lifelong social worker who inspired Majewski to pursue a career in Public Interest Law.

Building Relationships Through Public Interest Law

Majewski’s passion for the forgotten middle comes in part from personal experience from her childhood, when her parents filed for a divorce. During the months that followed, Majewski watched as her mother – a lifelong social worker and, at the time of their separation, a stay-at-home parent – struggled to navigate the complex legal system with limited resources at her disposal.

Majewski – who was just starting to learn about the legal system as part of her fourth-grade curriculum – decided she wanted to work with children and families to make a difference and amplify their voices within the legal system.

She went on to graduate from American University Washington College of Law and found her way to the Children’s Law Center (CLC) – a public interest firm serving families in DC.

“There’s nothing more fundamental than families and the relationships between children, their siblings and their parents,” Majewski reflected. “It was a humbling experience to work with families in their most difficult moments to make sure their best interests were represented and that they could get what they needed.”

Majewski with one of her former clients from her time as a GAL.

Majewski spent the bulk of her time at CLC as a Guardian Ad Litem (GAL) – advocating for the best interests of children in DC’s Abuse & Neglect System, and thereafter supervising those cases. Over her eleven years at CLC, Majewski directly represented and supervised the cases of hundreds of children and spent countless hours visiting with families in their homes, engaging in deep and vulnerable conversations about their challenges, dreams and aspirations, and building lifelong friendships with her young clients– some of whom she’s still in regular contact with, more than a decade later. Her day-to-day interactions gave her a first-hand view of the real-life challenges facing children and their families.

“Families often come under the scrutiny of the child welfare system because of collateral issues related to poverty – whether it’s a lack of stable employment or affordable childcare,” Majewski shared. “Oftentimes the parents involved are not bad actors so much as products of an environment where they are simply fighting to survive.”

Learning to Lead During a Global Pandemic

In 2019, Majewski learned about an opportunity that would allow her to serve even more families – as the first hired Executive Director of DC Affordable Law Firm (DCALF).

Founded in 2015, DCALF began as a partnership between local law schools (Georgetown University Law School and, later, the University of the District of Columbia David A. Clarke School of Law) and two major law firms in DC. The partnership served as a way for the institutions to give back to the community while also providing hands-on experience for law graduates seeking careers in the public interest arena such as immigration, estate planning, or family law.

DCALF Board members and staff at the organization's annual celebration.

Majewski joined the organization in late January of 2020 – less than three months before COVID-19 changed the landscape for nonprofits and the communities they served.

“All of my plans went out the window when the pandemic hit,” Majewski reflected. “I had a sticky note that I still keep on my desk that said “Review, Revamp, Recreate” – it was my mantra that reminded me to look at all aspects of DCALF’s operations and find new ways to innovate.”

For DCALF, that meant moving away from their traditional low-cost fee for service model. An early DCALF survey found that 50 percent of clients fully or partially lost income as a result of the pandemic, leaving them in the difficult position of having to choose between meeting their basic needs and paying for critical legal services.

At the same time, DCALF also saw a dramatic increase in the need for legal services –a 236% increase in the number of family law cases – as the socio-economic pressures of the pandemic began to take a heavy toll on low-income families.

“We recognized that people weren’t coming to us because they want a lawyer,” Majewski shared. “They’re coming to us because they have an essential need – an immigration case, a divorce, a child custody dispute, or an estate claim – areas where having access to a lawyer can make a drastic impact on a person’s physical, economic, and emotional wellbeing and the outcomes they’re able to achieve.”

“We knew we had to change our business model to one that worked better for our clients.”

Overnight, Majewski became a grant writer and began reaching out to the philanthropic community to secure support for the organization’s new direction – including through The Community Foundation’s Health Equity Fund – which allowed DCALF to bring on their first Development Director and continue to provide critical services to the community.

Today, DCALF provides pro bono services for 99% of its clients – including 500 served in 2024, alone.

Majewski and DCALF team members volunteer at DC Central Kitchen.

Adapting to Critical Community Needs

Under Majewski’s leadership and that of her all-women Leadership Team, DCALF has also mobilized to respond to critical needs in the community. Most recently, the organization has partnered with other local legal services organizations and a prominent law firm to launch Families United DC Metro – a comprehensive guide to help immigrant families understand their rights and prepare for immigration emergencies.

Initially launched in 2017, the revamped guide is now online, available in multiple languages and covers a wide range from topics that are becoming increasingly critical for the immigrant community.

“Knowledge is power,” Majewski shared. “We know we won’t be able to sit down 1-on-1 with everyone who needs support; but by making the information readily available, we can help them prepare for the future.”

In addition to their family law and immigration legal services work, DCALF also provides free probate and estate planning services to help heirs of deceased homeowners ensure they don’t lose their family homes to sales tax or foreclosures and first-generation homeowners safeguard their legacies through estate planning.

“There is a huge need for probate and estate planning services in DC – especially within the communities we serve,” Majewski added. A recent Gallup poll found that less than 30% of low-income families in the US have a current will. “We know that these things can have a big long-term impact on multi-generational health and wealth.”

The organization recently entered into a partnership with Howard University’s School of Law and Open Horizon to create a new Fellowship designed to provide more estate planning and probate resources to modest- and low-income communities. The Fellowship is part of a larger effort to promote probate and estate planning as a post-graduate legal career for Howard Law graduates. DCALF has also partnered with sister legal services organizations and organized large-scale community events across DC to raise awareness and connect residents with the information and legal resources they need to plan for their future.

Building Towards a Stronger Future – Together

While DCALF has touched thousands of lives during its ten years working as a service provider – perhaps its greatest impact has been the influence it has had on the lives of emerging lawyers.

“We are incredibly fortunate to work with so many incredible public-interested minded law fellows from Georgetown, UDC, and – starting this fall - Howard University,” Majewski shared. “Year after year, they bring so much talent and enthusiasm for the work. It’s such a privilege to be a part of launching their careers in this space.”

Seventy-two percent of DCALF’s Public Interest Fellows have gone on to pursue careers in public interest legal professions – a field that is becoming increasingly important in today’s climate.

“We are living in such dynamic times, where things are constantly changing and evolving,” Majewski reflected. “What is important is that we continue to push forward and build partnerships to amplify impact for the communities that need it the most.”

“We know that there are incredible vulnerabilities on the horizon – especially for community-based basic needs. While legal services may not have always been considered one of those basic needs –for many DC residents they are becoming more and more essential.”

When asked about the future for DCALF – which celebrates its 10th anniversary this month – Majewski says she’s excited for the organization to be part of a larger initiative to build a stronger community.

“We have a tremendous opportunity to be part of a ‘collective we’ moment – when we think about the collective power that we have as a group – as donors, funders, service providers, and community leaders -  and come together to build trust, eliminate barriers, and build a stronger future for everyone that calls this region home.”

The Community Foundation is proud to support the work of DC Affordable Law Firm through our Health Equity Fund. For more information, visit https://www.dcaffordablelaw.org/

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]

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.

DCA Together Relief Fund: Latest Updates and Impact

In the aftermath of the tragic midair collision on January 29 that claimed the lives of all 67 passengers, service members, and crew, the Capital Region Community Foundations quickly mobilized to launch the DCA Together Relief Fund. This community-supported crisis response fund aims to aid impacted families, first responders, and nonprofit organizations supporting community recovery and healing. In close coordination with the Wichita Foundation and its ICT Together Fund, this effort will ensure that those affected receive the care, resources, and support they need during this difficult time.

Community members interested in learning more or to support this effort can visit https://donate.thecommunityfoundation.org/dcatogether.

Community Support and Generosity

In response to this tragedy, there has been an incredible outpouring of support from more than 500 generous individuals, families, and businesses from across 32 states and the District plus several different countries. Together, we have mobilized over $100,000 in critical support to help provide hope and healing to those impacted by this heartbreaking loss.

Your support and generosity continue to make a profound impact on our community. Thank you for standing with us during this challenging time.

Grantmaking Efforts

Your contributions truly make a difference. Thanks to your acts of kindness and generosity, we have made two initial emergency response grants:

• A grant to Food on the Stove helped provide over 1,000 hot meals and hydration to first responders involved in the recovery efforts. Food on the Stove will also continue its efforts to support first responders with the launch of Food for Thought—an initiative designed to foster mental health awareness for first responders through weekly events offering food, mental health resources, counseling, and prayer services.

• A grant to Wendt Center for Loss and Healing helped provide no-cost trauma and grief services for impacted individuals and organizations in our community. Wendt's immediate response included emotional support sessions, psychoeducation sessions, and coaching—all tailored to ensure that recovery and healing efforts are responsive, accessible, and help to begin processing the losses.

Ongoing Support for Families

With the recovery operation complete, the families will face additional challenges that require ongoing financial and emotional support. We are coordinating with local authorities, community partners, and other relief funds to ensure your generosity will provide a second wave of support to help meet their immediate and long-term needs.

We remain committed to fostering resilience and well-being, and we're grateful for the ongoing support that makes this possible. Together, we are making a meaningful impact.

Corporate Partners

We extend our heartfelt gratitude to our esteemed corporate partners—including Truist and Monumental Sports & Entertainment—for their generous contributions to the DCA Together Relief Fund. Their unwavering support and commitment will play an instrumental role in our efforts to provide relief and assistance to families, first responders, and impacted communities. Thank you for being an integral part of this vital initiative.

Legacy on Ice

We are honored to be one of three designated charity partners selected by Monumental Sports & Entertainment as it pays tribute to the victims and their families on March 2. The “Legacy on Ice" benefit event at Capital One Arena in DC will feature a star-studded figure skating tribute to raise funds to support the families and loved ones affected by this tragedy, as well as the first responders who participated in the recovery efforts.

All proceeds and donations will go to the Monumental Sports & Entertainment Foundation’s Legacy on Ice Program, which will directly benefit the U.S. Figure Skating Foundation, our DCA Together Relief Fund, and DC Fire & EMS Foundation.

Tickets are on sale now here.

About the Capital Region Community Foundations

The Capital Region 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.

Dr. Yavar Moghimi & AmeriHealth Caritas: Closing the Gap Between Health & Housing

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.

This month, we’re pleased to feature Dr. Yavar Moghimi, Chief Psychiatric Medical Officer at AmeriHealth Caritas. Dr. Moghimi has spent much of his career serving individuals at the intersection of health and homelessness and sits on the Leadership Council of the Partnership to End Homelessness.

$770 Million. According to the DC Fiscal Policy Institute, that is how much it will cost to ensure everyone in DC has a place to live by 2030.

While that number may seem high, it’s less than half of what healthcare systems expect to pay over the same time period.

“Part of our role as a healthcare plan is to manage costs to the system and encourage positive health outcomes,” explained Dr. Yavar Moghimi, Chief Psychiatric Medical Officer at AmeriHealth Caritas. “Individuals who are housing insecure or homeless represent one of the largest costs to the healthcare system.”

The relationship between housing and healthcare has long burdened both those experiencing homelessness and the healthcare professionals who care for them. A recent study found that those experiencing homelessness are twice as likely to visit an emergency room than those who are housed – some of them as often as five times per year.

These visits can cost healthcare systems as much as $44,000 per year -- per person. With nearly 10,000 individuals experiencing homelessness in the DMV, the annual cost to the healthcare system ranges in the hundreds of millions of dollars. By 2030, homelessness could cost the healthcare system up to $2.6 billion.

“As a healthcare provider, it’s difficult to treat homelessness,” Dr. Moghimi explained. “We can treat symptoms – but until we are able to properly identify and address people’s needs, those who are housing insecure will continue to migrate from one acute care situation to another.”

Screening for Social Determinants of Health: Knowledge is Power

As a psychiatrist and addiction specialist with more than a decade of clinical experience in Federally Qualified Health Centers (FQHC) in DC, Dr. Moghimi has spent much of his career serving individuals at the intersection between health and homelessness.

While working at places like Whitman-Walker Health and So Others Might Eat, Dr. Moghimi saw how healthcare providers were able to conduct screenings to identify a patient’s needs within the social determinants of health (SDOH).

SDOH screenings (known in the healthcare industry as Z Codes), are a relatively new innovation to healthcare that only became official practice starting in 2016. It allows healthcare professionals to add notes to a patient’s medical record for when a patient displays symptoms that don’t point to a specific medical concern, but still warrant treatment. These Z Codes include Homelessness, Problems related to employment or unemployment, Occupational Exposure to Risk Factors, Problems related to Education and Literacy, and others.

As a clinician, the information gleaned from these screenings was critical, as it allowed Dr. Moghimi to more effectively meet the immediate mental health needs of his patients. However, he also found that the system often stopped short of solving the problem.

“Most FQHC’s don’t have capacity to do the kind of long-term engagement needed to help patients progress,” Dr. Moghimi explained. “They would put the record in the system, but without someone to follow-up and work with patients to connect them with resources like housing and employment, that information doesn’t have any long-term impact.”

Now as the Chief Psychiatric Medical Officer at AmeriHealth Caritas and a member of the DC Interagency Council for Homelessness Health Subcommittee, Dr. Moghimi has been advocating for better integration between the healthcare providers and community partners providing homeless services.

“What we need is a liaison,” Dr. Moghimi added. “Someone who can utilize the data that we’re collecting to connect patients with the long-term support and resources they need to improve their health and wellbeing.”

The liaison position(s) would require external funding to support – as it falls outside of the hospital’s traditional staffing structure. As a member of the Partnership Leadership Council, Dr. Moghimi is working with government, philanthropic, and community partners to identify the right organizations and grant opportunities that could make it possible.

“The Community Foundation and the Partnership to End Homelessness play a huge role in bringing people together and building the bridges that make it possible for us to meet the needs and challenges facing our community,” Dr. Moghimi said. “This is the ecosystem we want to be a part of – one that builds stronger, and healthier communities, today, tomorrow, and into the future!”

The Community Foundation is proud to partner with Dr. Yavar Moghimi, AmeriHealth Caritas and other incredible community, corporate and philanthropic leaders on our Partnership to End Homelessness Leadership Council. For more information about how you or your organization can get involved, contact Jennifer Olney, Senior Program Officer for the Partnership to End Homelessness.

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.” 

Investing in the Family - A Pathway to Economic Mobility, Prosperity, and Family Wellness

For DC Action, the Early Childhood Innovation Network (ECIN), and CityFirst Bank, the pathway to economic stability starts with supporting young families.

“Young families are the future of our community,” Kimberly Perry, Executive Director of DC Action shared. “And right now, many of them are struggling to keep their heads above water.”

The Multi-Generational Challenges of Young Parenting in DC

Recent data from DC Department of Health found that in 2022, at least 15 percent of new parents in DC were under the age of 25. When surveyed, 14% of these young parents shared that they didn’t have a place to call home, and 30% reported experiencing homelessness within the past year.

In a region where more than half of residents are worried about being unable to pay their rent or mortgage, the burden on young parents is particularly heavy. Many struggle to find the employment, childcare, and basic resources necessary to provide for their own immediate needs– let alone for their children. Others are among DC’s Asset-Limited, Income Constrained Employed (ALICE) population – individuals who are employed (often working long hours in multiple jobs), making just enough to get by – but not enough to get ahead.

“What we’ve found is that a lot of young parents are seeking guidance in how to plan for their family’s future,” shared Perry. “They are looking for a support network they can turn to during a financial crisis; mentors who can give them tips about continuing education or college (for themselves or their children). Most are just trying to make it to the next paycheck.”

And the financial challenges only tell half the story. Dr. J. Corey Williams, an experienced child and adolescent psychiatrist and co-Executive Director of ECIN explained that the lack of support has raised concerns amongst family and mental health advocates, due to the long-term social and emotional repercussions for both young parents and their children.

“We have to recognize that a lot of young parents are still on their own personal journeys – they’re trying to figure out what their educational trajectory is; what their career trajectory is; how they can meet their personal and mental health needs – all while trying to lay some sort of groundwork for their child.”

“It’s a lot of pressure – the kind that can contribute to long-term health challenges for both parents and children - especially if you don’t have access to the appropriate mental and emotional support system.”

Building a Pathway to Economic Mobility, Prosperity, & Family Wellness

Perry and Dr. Williams – and their respective organizations – have a long history of advocating for young parents in DC.

As the District’s designated child and youth organization, DC Action leverages research, data and policy analysis to advocate for the needs of young people from birth to age 30 including affordable childcare, Out-of-School Time (OST) programs, and formative employment opportunities. The organization has partnered with ECIN and others on several key initiatives including Under 3 DC – a District-wide Coalition dedicated to establishing a more equitable early childhood education system.

Meanwhile, ECIN specializes in parental engagement and early relational health for young families. Over the past few years, they’ve built a network of more than 30 DC schools and health organizations to provide underserved children and young families in DC with access to mental health care, family counseling, and developmental support.

“We understand that in order to set a child up for success, you have to make sure there’s a system in place so that the parents can succeed, too,” Dr. Williams explained. “You need to invest in their future.”

To do this, DC Action and ECIN are partnering with City First Bank to launch ‘The Pathway to Economic Mobility, Prosperity, & Family Wellness’ – a multi-generational support program that will provide 100 young families facing housing insecurity with greater family stability, economic mobility, and improved mental health and well-being.

An Unprecedented Multi-Generational Investment

The Pathway to Economic Mobility, Prosperity, and Family Wellness represents one of the most holistic and innovative investments in The Community Foundation’s history.

In partnership with local housing providers, the initiative will identify 100 young parents under the age of 30 who are facing housing insecurity in Wards 1, 5, 7 and 8 and provide them with unconditional monthly cash payments of $1,000 over two years -making this the 13th Guaranteed Income initiative to launch in the DC metro area over the past five years.

In addition, each participating parent will also receive $1,000 towards an IRA, an emergency savings account, financial empowerment coaching and education, and savings incentives to help them navigate the financial system and achieve their wealth-building goals.

However, the investment doesn’t stop there. In addition to the investments for each parent, each participating child will receive $1,000 towards a DC 529 College Savings Account and an additional $1,000 towards a ROTH IRA. Each family will also receive a $25,000 Children’s Trust Account that can be used to support their children’s future professional, educational, and personal goals.

In all, the initiative will invest about $5 million into participating families over the two years and will hopefully enable them to not only secure stable housing, but also pursue other long-term goals that were previously out of reach.

“This project is the type of systems transformation that we often only dream about,” Perry explained. “It’s very rare that we have the kind of funding to support young adults in such a holistic way. Investments are fragmented.”

“You can’t address the wealth gap without investing in the family – the whole family,” added Cynthia Newell, Senior Vice President and Chief of Staff at City First Bank. “This initiative is about providing families with the resources they need to grow and succeed and in the way that they want to receive them.”

Founded in 1998 and supported by The Community Foundation, City First Bank was the first Community Development Financial Institution (CDFI) certified in DC. Today they are the largest Minority Depository Institution (MDI) in the nation with more than $1 billion assets under management.

In addition to supporting the financial investments, City First Bank will work with DC Action to provide participants with access to financial education resources including credit building classes and coaching, tax preparation services, and financial empowerment workshops.

City First, ECIN, and DC Action are confident that these investments will reap huge long-term benefits for families. The partnership estimates that as much as $34 million in wealth could be generated across the 100 participating families as a result of the initial $5 million investment.

“We’re here to meet the community where they are,” shared Patricia Stewart, Senior Vice President & Director of Bank Operations at City First Bank. “It’s not just about the money – it’s about how we can implement something that will lift up the individuals who need it the most in our communities and give them the resources but also the freedom and flexibility to accomplish their dreams.”

Strengthening Family Stability and Well-Being for Generations to Come

In addition to the financial investment, the initiative will help each household apply for or renew public benefits to help stretch the household income further – benefits such as childcare, after-school and summer programming, workforce development, nutrition assistance, health insurance coverage, and mental health services. Participants will be connected with community health workers – graduates of Georgetown University’s Family Leadership Certificate Program who will help families set personal goals and get connected with additional community resources, as needed.

“We are excited to see what happens when families finally have access to all of the resources that they need to thrive,” Dr. Williams shared. “How will their emotional health change? What kind of growth will we be able to see within both parents and their children– not only financially, but socially and psychologically?”

As the initiative progresses, ECIN, DC Action and City First Bank hope to monitor the development and behavioral health of participants and their families to see how these investments impact their family stability and well-being. Families will be incentivized to self-report on the status of their economic, behavioral, and social well-being on a quarterly basis throughout the project. These observations -- in addition to any economic and financial outcomes – will provide a comprehensive case study for future initiatives.

“This is about helping young parents achieve the dreams that they have for their families,” Perry added. “To not only realize their hopes and dreams, but to reverse their thinking about what is possible and how much they and their children can accomplish in the years ahead.”

The Community Foundation is proud to partner with DC Action, Early Childhood Innovation Network, and City First Bank on this important project. For more information, visit https://wearedcaction.org/

Community Foundation Announces Major Investment in Maternal Health Center in Ward 7

$250,000 grant to Mamatoto Village will help transform the maternal health landscape for women of color in DC

In celebration of Maternal Health Awareness Day on January 23, the Greater Washington Community Foundation is proud to announce a $250,000 grant from the Developing Families Maternal Health Fund to help Mamatoto Village sustain and expand its maternal health and perinatal workforce training center in the heart of Ward 7.

“As a Ward 7 resident dedicated to advancing health equity for my community, I deeply understand the importance of Mamatoto Village to the maternal health ecosystem,” said Dr. Marla M. Dean, Senior Director for Health Equity at the Greater Washington Community Foundation. “Mamatoto is the only organization of its kind operating East of the River where there are limited maternal health supports and options. The Developing Families Maternal Health Fund’s investment in Mamatoto will have an impact for decades to come.” 

Founded by the legacy organization, the Developing Families Center, the Developing Families Maternal Health Fund is a movement to accelerate maternal health for women of color in the District of Columbia. The Fund is administered by the Greater Washington Community Foundation, which manages the investment strategy portfolio and the grantmaking process. The purpose of the Fund is to memorialize the Developing Families Center’s legacy mission to positively impact maternal health outcomes for women of color within the District of Columbia.

“Our Fund is excited to award this grant to Mamatoto Village, a remarkable organization dedicated to midwifery-driven healthcare, as part of our commitment to addressing and reversing the alarming decline in maternal and infant health outcomes for women of color in the District of Columbia,” said Andrea Miano, Fund Advisor, Developing Families Maternal Health Fund. “Midwives at Mamatoto Village prioritize listening, engaging, and empathizing with the women they serve—values that align closely with Developing Families’ investment priorities. We are committed to listening to and learning from the communities most affected by these disparities, as well as the frontline organizations delivering maternal health services. Guided by evidence and strategic intention, we aim to close the existing gaps and improve outcomes for all.”

Maternal Health Awareness Day is celebrated nationally by the American College of Obstetricians and Gynecologists to raise awareness of maternal mortality and educate women, physicians, and families about ways they can protect and care for expectant mothers. According to the Centers for Disease Control and Prevention, the U.S. has the highest maternal mortality rate among developed countries. In Washington, DC, the data reveals an even more stark maternal health crisis – 90% of maternal deaths occur among Black women and more than 70% of maternal deaths occur in Wards 7 and 8.

In response to existing maternal and child health disparities in DC, Mamatoto Village is devoted to serving Black women by bolstering the local perinatal workforce and increasing access to high-quality maternal care. In 11 years of service to the Greater Washington region, Mamatoto Village has developed an interlocking model of community care that has served more than 3,400 women and families, facilitated thousands of births, and trained more than 250 women.

The grant will allow Mamatoto Village to pay off its construction loan and own its building outright – becoming one of the few, Black-led organizations in the District to do so – as part of a planned expansion effort. The new space has already allowed Mamatoto to increase the volume of service delivery, grow its staff, and continue to maintain a 0% maternal mortality rate.

“Ownership matters—it’s the foundation of independence, sustainability, and true liberation. Mamatoto Village is more than a maternal health organization—it’s a transformative movement for equity, empowerment, and better outcomes for Black women and families in the DC community,” said Aza Nedhari, Co-founder and Executive Director of Mamatoto Village. “By centering the needs and voices of Black mothers, we are redefining what it means to uplift a community, one family at a time.”

Learn more about the Developing Families Maternal Health Fund at www.developingfamilies.org.

Investing In Solutions To Address Housing Instability

By Anna Smukowski, Senior Director, Impact Investing, Enterprise Community Loan Fund

In the DC area, a shortage of rental homes that are affordable and available to extremely low-income households is leading to debilitating cost burdens: 75% of extremely low-income households are spending more than 50% of their incomes on rent.

High housing costs are known to create significant financial ripple effects. Cost-burdened residents are often forced to cut back on food and medical care, or even relocate in search of more affordable housing. Further housing instability can also follow when tenants are forced to move multiple times in search of ever cheaper rent, increasing the potential for health risks, particularly among children. 

Crucially, lack of affordable housing also contributes to homelessness: A survey of city government officials found that a lack of affordable housing was the most frequently mentioned cause of homelessness.

To address the challenges of housing scarcity in DC, Enterprise Community Loan Fund, Inc. (ECLF) and the Greater Washington Community Foundation (The Community Foundation) through its Partnership to End Homelessness (The Partnership) have raised $15.2 million through the Enterprise Community Impact Note. Proceeds from sales of the Impact Note are used primarily as capital for loans to community-based, nonprofit, and mission-aligned for-profit, affordable housing, and community and commercial facilities borrowers.

The Partnership, co-launched in 2019 by The Community Foundation and the District of Columbia’s Interagency Council on Homelessness, is dedicated to making homelessness in Washington, DC rare, brief, and nonrecurring. This year, we celebrate the five-year anniversary of The Partnership and its investments in ECLF through the Impact Note that supports critical work in the DC market.

Since 2019, ECLF has provided financing to create or preserve 671 affordable homes in DC –including 359 units serving extremely low-income households, 112 units with supportive services, and 343 units serving senior residents – advancing The Partnership’s goal of addressing the affordable housing shortage and helping create more equitable, just, and thriving communities.

Standout projects include the ground-up construction of Edgewood V, a 151-unit senior housing project in Washington DC’s Ward 5, affordable to individuals up to 50% AMI. ECLF provided a $5.1 million bridge loan to Enterprise Community Development for the Edgewood V project. The design of Edgewood V incorporates features that will extend the time that elderly residents with varying levels of health needs can live independently via accessibility-focused design in all apartments. The project will also meet Enterprise’s Green Communities Standard and will include renewable energy sources onsite in the form of solar panels.

According to the U.S. Interagency Council on Homelessness, individuals over the age of 55 are the fastest growing group of people experiencing homelessness – many of them for the first time. While the reasons are complex, an increased risk of poverty is chief among them, as limited fixed incomes pay for less as housing costs skyrocket across the country. This is especially true in DC, where the D.C. Fiscal Policy Institute attributes the root cause of homelessness to high housing costs and the structural racism that has created disparities in housing, wealth, incarceration, and health. Further complicating affordable housing access is limited acceptance of permanent supportive housing vouchers at facilities that offer age-appropriate resident services to seniors. Properties like Edgewood V are key to preserving the housing stability of seniors in historically diverse and rapidly gentrifying areas of DC.

Disclaimer: This is not an offer to sell or a solicitation of an offer to buy any securities. Such an offer is made only by means of a current Prospectus (including any applicable Pricing Supplement) for each of the respective notes. Such offers may be directed only to investors in jurisdictions in which the notes are eligible for sale. Investors are urged to review the current Prospectus before making any investment decision. The securities are unsecured debt securities subject to terms, conditions and risks described in the Prospectus, including the possible loss of the amount invested. Payment is dependent on Enterprise Community Loan Fund’s financial condition at the time payment is due. No state or federal securities regulators have passed on or endorsed the merits of the offering of notes. Any representation to the contrary is unlawful. The notes will not be insured or guaranteed by the FDIC, SIPC, or other governmental agencies.  

The Impact Note is currently not offered in Arkansas, Delaware, Florida, Kentucky, Nebraska, and Tennessee.