Quarterly Update to Fundholders

Dear friends,

I hope this note finds you enjoying a happy and healthy start to your holiday season. In September, the Board of Trustees asked me to serve as Interim President and CEO, bridging Bruce McNamer’s departure and our search for a permanent successor. It is my pleasure to serve in this capacity and to continue the critical work of The Community Foundation. During this transition, I will continue to prioritize our efforts to Build Thriving Communities through local philanthropy, move full steam ahead on our impact initiatives across the region, and continue to cultivate and build strong partnerships with you, our fundholders. 

I am also excited to share the news that our Board of Trustees has elected Katharine Weymouth as our new Board Chair. As Katharine takes on this mantle, she continues a family a legacy of giving and service to the Greater Washington region. Her grandmother (and namesake) Katharine Graham, who ran The Washington Post for more than two decades, also served on the board of The Community Foundation for nearly a decade. Katharine Weymouth previously served as Publisher and CEO of The Washington Post, and today she serves on the Board of Graham Holdings and is the COO at DineXpert.

Thanks to your continued support and partnership, last quarter our community of givers awarded more than $15.3 million in grants to organizations serving the most critical needs of our communities. This included $1.95 million in grants from the Fund for Children, Youth, and Families, managed by The Community Foundation, to support 46 nonprofits making a difference around some of our region’s biggest challenges in education, homelessness, and foster care. We were pleased to release a new online dashboard featuring the impact of the City Fund, detailing our five-year partnership with the District to invest $15 million in local nonprofits providing quality services to make DC a healthy, stable, and vibrant place to live for all residents. We also held donor education and engagement events across the region, including a discussion of lessons learned from our strategic emergency response efforts during the partial Federal Government shutdown earlier this year.

These are only a few examples of the ways in which we partner with you and our entire community of givers and doers to strengthen our communities. To support and sustain this vital work, we rely on generous gifts from our donors and on Community Foundation Support Fees charged to fundholders like you. These fees both support our critical community impact work and enable us to provide you with high-quality fund management and philanthropic advisory services throughout the year.

As we announced this summer, our Board of Trustees voted to increase our baseline Community Foundation Support Fees for the first time in 10 years — affecting most scholarship funds and non-endowed donor-advised, designated, field of interest, memorial, and disaster relief funds. The revised fees schedule took effect on October 1, 2019 and will be reflected on your February 2020 fund statement (for the quarter ending Dec. 31, 2019). Please contact us if you have any questions.

With 2019 coming to an end, The Community Foundation's staff can assist with carrying out your charitable giving to maximize both the impact and tax benefits of your gifts. Now is an ideal time to consider replenishing your fund at The Community Foundation. You can add to your fund now and make grants any time you wish. Please be mindful of our December 16 deadline for your year-end grantmaking activities to ensure your recommended grantees receive their funds by December 31.

Your continued partnership and support are crucial as we seek to build thriving communities today and for generations to come. We welcome the opportunity to discuss how The Community Foundation can support your charitable interests.

Sincerely,

Tonia Wellons
Interim President and CEO

P.S. You can find more information and stories of impact on our website or by following us on social media (@communityfndn on Twitter, Facebook, or Instagram).

Ensuring an Equitable Future for Our Region Through a Fair and Accurate Census Count

The 2020 Count DMV In Census Project is proud to announce its first round of grants to ensure an accurate, and complete census count in the Greater Washington region. Grants will support 20 local nonprofit organizations undertaking education, outreach, and assistance focused on hard-to-count communities in the region, ahead of the March 2020 census, with a goal of increasing census participation in those communities.

The 2020 Count DMV In Census Project recognizes that a complete and accurate census count is critical for advancing racial equity in our communities. Historically, the census count disproportionately left out communities of color, immigrants, young children, low-income, and rural households. It is estimated that more than 55,000 individuals were “undercounted” in this region in 2010. With that many people undercounted, the full picture of our communities and their needs cannot possibly be captured.

Video courtesy of the United Way of the National Capital Area, a funder of the 2020 Count DMV In Census Project.

When populations are undercounted in the census, communities are impacted in multiple ways, with communities of color the most adversely impacted. For example, the census count determines the number of representatives a region has in government. An undercount could mean less representation than necessary for some of our most hard-to-count populations, resulting in a loss of power, influence, and likely decreased focus and mismatched investments in their priorities and concerns, which will have real consequences for the next decade. Federal funding for social service programs – such as maternal and child health, Head Start, supplemental food programs, subsidized housing, and other human services (more than $24 billion to DC, Maryland, and Virginia combined!)— could be drastically reduced and fail to meet the full needs of our communities that are historically and persistently subjected to divestment. Businesses that are urgently needed – like grocery stores and healthcare providers – may fail to open in under-resourced neighborhoods because the data does not reflect current or potential for future demand.

With the importance of the census count in mind, we are proud to award a total of $287,000 to organizations committed to a fair and accurate count of all residents of the DMV. The organizations listed below are focusing on a variety of communities in our region, including people living with disabilities, communities of color, returning citizens, and more. These organizations also work with communities across the Greater Washington region, including DC, Montgomery County, Prince George’s County, and Northern Virginia. We encourage you to read below to learn not only which organizations we funded, but also how they specifically plan to encourage historically undercounted communities to participate in the census and be heard.

Donors to the 2020 Count DMV In Census Project include Bainum Family Foundation, the Bauman Foundation, Consumer Health Foundation, Eugene & Agnes E. Meyer Foundation, United Way of the National Capital Area, and Weissberg Foundation. The Greater Washington Community Foundation administers grants on behalf of the project and conducted a rigorous application review process to vet grantee organizations for funding.

2020 Count DMV In Census Project Grant Recipients

Arc of the District of Columbia, Inc. to engage and educate people living with disabilities to complete the census with appropriate and accessible supports in place.

Asian American LEAD (AALEAD) to support efforts in Northern Virginia and Montgomery County to reach hard-to-count Asian-Pacific American populations.

CASA de Maryland, Inc. to support a census outreach program specifically promoting the participation of low-income immigrants and Latinx families in Northern Virginia.

DC Action for Children to engage children as youth ambassadors to convince families, friends, and neighbors to complete the 2020 census form and ensure that all people living in their household are counted.

District of Columbia Baptist Convention to support residents served by District of Columbia Baptist Convention’s interfaith member congregations in the DMV region through educational and awareness campaigns.

Edu-Futuro to reach hard-to-count Latinx populations in the DMV region through Linea Directa, a half-hour Spanish language program focusing on the importance of participating in the census. 

Ethiopian Community Center, Inc. to ensure that newly arrived African-immigrant residents in Montgomery County, MD have the information and support they need to participate fully in the 2020 census, by engaging individuals and families with limited English proficiency.

Greater Washington Urban League to fulfill the needs of census outreach and participation for people of color in the District, specifically wards 5, 7, and 8.

Justice for Muslims Collective (Defending Rights and Dissent Inc.) to engage Arab, Middle East Muslim, and South Asian (AMEMSA) communities and businesses through outreach and awareness building in the DMV region. 

La Clinica del Pueblo (Promotores) to support promotoras de salud (community health workers) who will conduct education and outreach to hard-to-reach Latinx populations to encourage participation in the 2020 census.

Latino Economic Development Corporation to educate and reach out to small businesses in DC on the importance of the census.

Montgomery College Foundation - Robert E. Parilla Performing Arts Center to support student ambassadors at Montgomery College to engage in strategic outreach in hard-to-count communities in Montgomery County, MD.

National Korean American Service and Education Consortium Inc. to support outreach activities including education and raising awareness of the census within the Asian American and Pacific Islander community in Northern Virginia.

Prince George’s County Children’s Resource Center to advance census work in Prince George’s County to engage families and children ages 0-5.

Progressive Maryland Education Fund to engage low-income residents and communities of color in Prince George’s County on their participation in the 2020 census.

Restaurant Opportunities Centers ROC United, Inc. to support ROC DC’s efforts to incorporate census work in its outreach and education programs designed for low-wage restaurant workers.

Seabury Resources for Aging to support outreach to low- to moderate-income older adults in DC and Silver Spring, MD.

United Planning Organization to host information sessions for participants in their training programs for people of color in wards 5,7, and 8 and encourage students in its employment training programs to apply for positions in support of the census. 

Virginia Coalition for Immigrant Rights Inc. to support outreach efforts in Northern Virginia, specifically to Latinx, Asian, and African immigrant communities.

Virginians Organized for Interfaith Community Engagement to support outreach efforts to communities of color and immigrant communities in Northern Virginia.

Black and Brown Coalition Announces Vision to End Inequities in Montgomery County Public Schools

Post by Kimberly Rusnak, Project Director for the Children's Opportunity Fund

“Everyone wins if we can tackle the achievement gap,” said Diego Uriburu, the Executive Director of Identity and a key leader in the Black and Brown Coalition for Educational Equity and Excellence.

As I sat in the auditorium at Gaithersburg High School for the Black and Brown Forum for Educational Equity and Excellence on the night of October 15, I was amazed by the power and energy in the room. The Black and Brown Coalition—a group of nonprofit partners led by Identity, a Montgomery County nonprofit serving Latino youth and families, and the NAACP of Montgomery County — shared moving data points, told stories, and led the audience to understand how black and brown children do not have access to the same opportunities as their peers.

This is what Black and Brown parent engagement looks like! More than 750 parents united in a shared passion for their schools to better serve their children. #BlackParentsMatter #LatinoParentsMatter #MocoEdEquityNow pic.twitter.com/VewcKpzmFJ

— The Education Trust (@EdTrust) October 16, 2019

¡Casa llena en el Foro de Equidad y Excelencia Educativa de @IdentityYouthMD y NAACP!#MoCoEdEquityForum pic.twitter.com/otVKge8agq

— MCPS en Español (@MCPSEspanol) October 15, 2019

Their data came from the Montgomery County Public School (MCPS) system, where educators commissioned a resource study that showed three dramatic inequities:

• Black and Latino students in MCPS from low-income families are 1.5 times more likely to have a novice teacher than their peers.

• Lower-income elementary and middle schools are much more likely to attend schools led by novice principals. In Title 1 elementary schools, more than half of the principals have less than 3 years of experience in MCPS, and more than 60% of low-income middle schools have a novice principal.

• Black and Latino students are less likely to have access to the most rigorous curriculum than their peers.

If you were not at the Black and Brown Coalition for Educational Equity and Excellence forum yesterday, this was the clearest evidence of opportunity gap faced by minority students who are routinely tracked low in math. @naacp_pcmd @IdentityYouthMD pic.twitter.com/PkrXhu9rcS

— Sunil Dasgupta (@sunildasgupta4) October 16, 2019

In addition to these powerful statistics, students shared stories about how this inequality affected their own educational experiences. Giankarlo Vera, an MCPS graduate, shared how he once dreamed of becoming a doctor. Despite an excellent GPA in honors classes, none of the counselors ever encouraged him to look at four-year universities or provided guidance on how to pursue his dream. He reflected,

“Where was all the support that I was promised when I enrolled in MCPS schools?”

Education is a key factor that impacts all aspects of life. A great education can pull an individual out of poverty. It is especially important in Montgomery County, a county with a reputation for an excellent school system, that everyone benefits.

One especially moving moment occurred when Ruby Rubens, a long-time education activist, shared that a group of concerned parents named 1977 made similar requests of MCPS 42 years ago. Despite a positive response from the administration at the time, not much has improved.

“Even when Black and Latino students from low-income families have the SAME score at the end of 6th grade as their peers, they are less likely to be enrolled in Algebra 1 in 7th grade”. Y’all this is us in 2019!

— Nicolle Grayson (@nyckieg) October 16, 2019

The time to act is now. Approximately 1,000 people attended the event on a Tuesday night – including elected officials, community organizations, parents, students, educators, and other groups of concerned citizens. They sent a message, loud and clear, that the Montgomery County community cares about equity in education.

I was proud to participate and represent the Children’s Opportunity Fund to pledge our support to strengthen education for all Montgomery County students. The Children’s Opportunity Fund is a proud partner, planner, and supporter of the Coalition’s work, including this forum. Through the Children’s Opportunity Fund, we will continue to invest in evidence-informed solutions to drive our community toward better outcomes for all. We recognize that no one person or organization can do this work alone. There is power in numbers.

Standing in Solidarity at the Black and Brown Forum! It was so exciting being a room full of passionate folks committed to changing outcomes for our students. The marathon continues! pic.twitter.com/W9vo0hBafJ

— Dr. Alana D. Murray (@DrADM75) October 16, 2019

We can no longer stand idly by and wait for others to get this right. We need to get loud. We need to push. We need to influence and demand positive change. The Children’s Opportunity Fund is ready to catalyze this change. In partnership with the Black and Brown Coalition, the Children’s Opportunity Fund will continue working to amplify community voice and ensure that county officials understand the importance of closing the achievement gap for all students in Montgomery County.

The @mocoedequitynow conversation will continue on Nov 19 at the NAACP Parents' Council Kick Off with a keynote by John B. King, President of the Education Trust pic.twitter.com/WX6a8aGxK1

— Anna Hargrave (@aahargrave) October 16, 2019

If you have questions or would like to support with the Children’s Opportunity Fund, please contact Kimberly Rusnak, Project Director for the Children's Opportunity Fund at [email protected].

New Cohort of Nonprofit Leaders Selected for Leadership Development Award

David Bradt, Shannon Babe-Thomas, Jorge Figueredo, Markus Larsson, Lecester Johnson, and Alex Orfinger pose together at the awards presentation.

We’re excited to announce the second cohort of the David Bradt Nonprofit Leadership Award: Shannon Babe-Thomas, Jorge Figueredo, Lecester Johnson, and Markus Larsson. These four nonprofit leaders were selected from among an impressive group of more than 45 applications and nominations. They will be awarded a grant to invest in their own professional development to enhance their leadership, creative thinking, strategy, management skills, and networks. We see this award as an investment in their future, and in the future of our nonprofit sector.

The award was named after and established in honor of David Bradt, a quietly effective leader and champion of the Greater Washington region’s nonprofit sector for several decades. A few years ago, his friend Alex Orfinger wanted to find a meaningful way to salute David’s many years of service to our local community. Teaming up with David’s wife, Diane Tipton, Alex and Diane invited friends and family to join them in establishing the David Bradt Nonprofit Education Fund at the Greater Washington Community Foundation. Their vision was to provide an annual award to enable nonprofit leaders in the Greater Washington region to attend an intensive executive training program. Through investments in leadership development, the David Bradt Nonprofit Education Fund will have a long-lasting, tangible impact on our community by enhancing the capacity and influence of the region’s most effective nonprofits. Learn about the award’s first cohort: Lauren Biel, Patricia Funegra, and Adam Rocap.

With facilitation by The Community Foundation staff, the steering committee recently selected the following awardees:

David Bradt, Shannon Babe-Thomas, and Diane Tipton.

Shannon Babe-Thomas, Executive Director of Community Bridges

Community Bridges serves immigrant and minority girls, grades 4-12, and their families living at or below the federal poverty line in Montgomery County. By addressing the development needs of these girls, Community Bridges empowers them to become exception students, positive leaders, and healthy young women. Since Shannon became the executive director three years ago, Community Bridges has almost tripled the number of girls served to over 340 and doubled its cohort of mentors to 46. More than an executive director, Shannon is also a civic leader who listens to the community and thinks strategically about how Community Bridges can constantly improve to meet the evolving needs of its clients. Shannon plans to attend Stanford’s Executive Program for Nonprofit Leaders.

David Bradt, Jorge Figueredo, and Diane Tipton.

Jorge Figueredo, Executive Director of Edu-Futuro

Edu-Futuro was established in 1998 to serve immigrant youth and families in Northern Virginia through its Emerging Leaders academic enrichment program for youth, its parent empowerment services, and its language enrichment programs for children. Since becoming Edu-Futuro’s executive director four years ago, Jorge has helped triple the number of clients served through Edu-Futuro’s programs to 1,694 and has been instrumental in growing the organization’s capacity. Jorge sets a tone of integrity, innovation, and creativity that will pave the way for Edu-Futuro’s success into the future. Jorge plans to attend Harvard Business Schools’ Strategic Perspectives in Nonprofit Management program.

David Bradt, Lecester Johnson, and Diane Tipton.

Lecester Johnson, CEO of Academy of Hope Adult Public Charter School

Academy of Hope provides adult learners with the instructional programs and services they need to earn their high school credential, obtain workforce training, or continue onto advanced training or college. In her 13 years as CEO, Lecester has overseen Academy of Hope’s transition from a small, community-based volunteer literacy organization to an adult public charter school with Middle States Accreditation. She also helped to start and led the DC Adult and Family Literacy Coalition for three years, which advocated for resources that have helped move the needle for adult learners across the District, including the career pathways innovation fund and a fund for much-needed transportation support. Lecester plans to attend Stanford’s Executive Program for Nonprofit Leaders.

David Bradt, Markus Larsson, and Diane Tipton.

Markus Larsson, Founder and Executive Director of Life Asset

Markus founded Life Asset to fill an unmet need for microloans and training for low-income entrepreneurs in the Greater Washington region. Since its creation, Life Asset has become the second largest Small Business Administration microlender in terms of number of loans under $50,000 in the country. In 2018, Life Asset provided 800 microloans and trained 1,600 entrepreneurs. Markus is known for his collaborative spirit and the learning culture he has created at Life Asset, which has helped it create a model for other microlenders. Markus is exploring management and entrepreneurship programs from Stanford, George Washington, and Georgetown.

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For more information about the awards, please contact Kate Daniel, Donor Services Associate.

What is Affordable Housing?

“We have goals. We have families. We are people. I lost my job and became homeless. I got another job, but couldn’t afford a home. I was homeless for 25 years, but no one knew. I took later shifts to have a place to be warm.” - Rhonda Whitaker, advocate with lived experience.

Having income from a job, Social Security disability benefits, or retirement benefits is no guarantee of being able to afford a place to live. Just over half of all single adults and over 80 percent of adults in families who are experiencing homelessness in DC have income of some kind, and like Rhonda, 22 percent of people experiencing homelessness in DC are employed. Affordable rental housing is housing that a person or family can obtain by paying no more than 30 percent of their income for rent. Anyone paying over 30 percent is considered rent-burdened by the U.S. Department of Housing and Urban Development.

In DC, a person earning minimum wage would need to work two full-time jobs in order to afford a one-bedroom apartment in our city at Fair Market Rent.

This housing affordability crisis doesn’t just impact the 6,500 people who experience homelessness on any given night in the District— it also puts families who have homes at risk. In DC, there are approximately 39,500 extremely low-income households who pay over 30 percent of their income on housing. Nearly two-thirds of these households spend over half their income on rent, and many pay 80 percent or more of their income on rent. Low-income families who live in unaffordable housing face increased food insecurity and are more likely to delay necessary medical care due to lack of funds. Children growing up in families without affordable housing often struggle in school. These households are only one unexpected expense or job loss away from becoming homeless. And with increasing economic challenges brought on by the COVID-19 crisis, this risk is growing.

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Understanding Median Family Income

The Department of Housing and Urban Development (HUD) estimates Median Family Income (MFI) annually for each metropolitan area and non-metropolitan county. HUD uses this information to determine eligibility for assisted housing programs. In the DC Metro Area, a family of 4 with an income of up to $37,800 per year would be considered extremely low-income (0 to 30 percent MFI).

Issues of Equity and Affordable Housing

The median income for all DC households has increased considerably over the last decade when adjusted for inflation, but not all of our neighbors have benefited. According to a report from the D.C. Fiscal Policy Institute, Black households were the only major racial or ethnic group in DC to see no progress in household income in the last 10 years when adjusting for inflation. During the same period, housing prices in D.C. increased by 50 percent and rental prices increased by 55 percent in our region. 

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Housing is healthcare and everyone needs housing they can afford.

Affordable housing in DC is supported by a variety of construction and long-term financing tools. For example, the federal government provides Low Income Housing Tax Credits and funding for housing rental vouchers, and DC’s government has a Housing Production Trust Fund and Local Rent Supplement Program. DC also uses policies like inclusionary zoning to ensure that private market developments incorporate affordable units, and requires that up to one-third of new units built on public land sold for development be affordable. Nonprofits, faith-based institutions, and the private sector also help develop affordable housing. DC’s Douglass Community Land Trust uses an innovative model to acquire land to preserve its long-term affordability. Churches across the city provide low-cost land for affordable housing development. Private sector resources are brought to the table by groups like the Washington Housing Conservancy and the Washington Housing Initiative, both of which focus on building and preserving affordable workforce housing (60 to 80 percent of median family income).

But even with all of these resources and partners, creating an adequate supply of affordable housing for our lowest income neighbors, those making up to 60 percent of median family income, is challenging. Building and operating expenses — land, labor, basic materials, utilities, repairs, and maintenance — are largely the same for all apartment buildings no matter what rents tenants can afford to pay, which means that projects that provide affordable housing require more financial support and higher tolerance for investment risk. This is where philanthropic efforts, like the Partnership to End Homelessness, are most needed and best positioned to help solve the problem. Philanthropy is flexible, willing to take calculated risks, and committed to long-term and innovative investments that advance equity in our communities.

We know that in order to end homelessness in DC, we need to have housing that everyone can afford. That’s why we’re focused on increasing the supply of housing that is affordable for those who are most likely to experience homelessness and housing instability in our city.

The Partnership’s Impact Investment is one innovative tool that works to deliver affordable housing for individuals and families making up to 60 percent of median family income (MFI), with a priority on ensuring DC has affordable housing for extremely low-income residents (0-30 MFI). It pools philanthropic investments to support construction and long-term financing for affordable housing projects while delivering a return on investment. In its first year, the Partnership’s investment in Enterprise Community Loan Fund’s impact note has helped fund the development and preservation of 408 affordable units in DC, including 8 new units for extremely low-income formerly homeless individuals living with HIV/AIDS at Homes for Hope’s G Street Campus, and 50 new affordable units including 13 permanent supportive housing units for extremely low-income families on Eastern Avenue in NE DC.

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How You Can Help Create More Affordable Housing in DC

• Participating in the Partnership’s Impact Investment can aid in bringing financial resources to assist in the fight to end homelessness and housing insecurity by increasing the production of deeply affordable and supportive housig.

• Advocacy from the community is critical to ensuring that the city can continue to build affordable housing. This includes advocacy for increased budget for construction and long-term affordable housing programs. It also includes supporting new affordable housing developments in your neighborhood at local ANC and community meetings. Join the Partnership mailing list to be alerted to opportunities for action.

The Impact of the City Fund's Investments in DC

By Tonia Wellons, Interim President and CEO

Imagine someone gave you $15 million to invest in local programs to help improve lives. Where would you invest those dollars? What information would you need to help make those decisions? How would you know if that $15 million was well spent?

While this sounds like a fantasy scenario for a foundation, these are some of the hard questions the Greater Washington Community Foundation had to ask when the District of Columbia entrusted us to lead the City Fund.

The City Fund was established in 2013 via legislation passed by the DC City Council to support former Mayor Vincent Gray’s One City Action Plan to grow and diversity the District’s economy, educate and prepare the workforce for the new economy, and improve the quality of life for all DC residents. It was designed as a five-year initiative, with the final round of City Fund grantmaking concluding in 2018. The City Fund was an unprecedented government/philanthropic partnership for our region. For the first three years, the City Fund was focused on driving community improvement around seven priority issue areas—the arts, education, the environment, health, public safety, senior and disability services, and workforce development. Over time, the City Fund’s focus shifted to support Mayor Bowser’s Safer, Stronger initiative with investments focused on improving the lives of individuals and families in District neighborhoods disproportionately impacted by inequities related to social determinants of health, including access to educational, economic, and job opportunities; access to health care services; quality of education and job training; and recurring exposure to violent crime.

The Community Foundation worked with Mayor Gray as a trusted local philanthropic partner to design a rigorous, transparent, independent, and community-informed grantmaking process to support dozens of excellent nonprofits working in all 8 wards throughout the District. The grantmaking program focused on investments in programs and building the capacity of nonprofits to provide quality services that will make the District a more healthy, stable, and vibrant place to live for all its residents. Over the course of several grant rounds, The Community Foundation’s staff engaged community members—including issue area experts, Community Foundation board members, and other vital stakeholders—to help us make funding decisions.

District of Columbia Youth Orchestra, one of the City Fund's grantees, performing at the White House in 2016.

We are proud today to unveil a final online report to the community that encompasses the breadth and depth of our City Fund initiative. We have partnered with mySidewalk to create the City Fund Dashboard. The Dashboard provides an analysis of the scope of the City Fund’s investments, the impact of our nonprofit partners, and the context in which the investments were made. By exploring the dashboard, we are hopeful you will learn something new about our community and the incredible work that our nonprofit partners undertake each and every day to make our community stronger. In doing so, you will follow in the footsteps of the dozens of community stakeholders, issue-area experts, and partners who contributed their expertise and lived experience to this initiative. We thank them for their service to our community!

With a fund this large, it can be difficult to realize the impact on individuals in our city. We invite you to read the story of Chloe [name changed], an 11-year-old who found a home before she became a victim of sex trafficking. She was assisted by FAIR Girls, who used funding from the City Fund to hire a youth case manager whose full-time job is to serve trafficked and exploited children in the nation’s capital. You can read more about FAIR Girls and Chloe’s story here.

The City Fund is just one example of how The Community Foundation partners with local governments as a trusted grantmaking partner. The Community Foundation thanks the District of Columbia government, the Council of the District of Columbia, Mayors Bowser and Gray, and all the fantastic grantees who made the City Fund initiative a success.

For more information about the City Fund, or how you can partner with The Community Foundation, please contact Benton Murphy, Associate Vice President of Community Investment, at [email protected].

A Legacy Endures With Our New Board Chair

Do you have a family legacy that has lasted generations?  Here at the Greater Washington Community Foundation, we are proud to be part of many family legacies, but one in particular has recently given us cause to celebrate. Our Board of Trustees has elected Katharine Weymouth as our new Board Chair at the Greater Washington Community Foundation. As Weymouth takes on this mantle, she continues a family a legacy of giving in the Greater Washington region that began in 1917.

Katharine Weymouth served as Publisher and Chief Executive Officer of The Washington Post, the newspaper division of The Washington Post Company, from 2008 through the end of 2014. Today she serves on the Board of Graham Holdings, Cable One, Republic Services, and the Philip L. Graham Fund. She is also COO at DineXpert, a start-up helping independent restaurants improve their margin.

Katharine Weymouth (center), with her grandmother Katharine Graham (left), daughter (in Weymouth’s arms), and her mother Lally Weymouth (right) at the National Cathedral.

For Weymouth, giving is part of her family’s legacy. Most famously, her grandmother (and namesake) Katharine Graham, acted on a passion to create equal opportunities in education. Graham, who ran The Washington Post for more than two decades, also served on the board of The Community Foundation. She joined the board in the early 1990s when then-Board Chairman R. Robert Linowes hand-picked her as part of a restructuring effort to revitalize The Community Foundation. Graham served on the board for nearly a decade.

“I was lucky enough to be born into an amazing family - and a family of strong women,” said Katharine Weymouth. “My grandmother, Katharine Graham, loved this region. My grandmother was passionate about creating equal opportunities for all to have access to a good education.”

Graham also established the Early Childhood Collaboration of Southeast Washington at The Community Foundation to increase education equity in Washington, DC.

Katharine Weymouth.

A generation before Katharine Graham, Weymouth’s great-grandmother, Agnes Meyer, moved to DC in 1917. Meyer also contributed to education-related philanthropy.  She was a founding member of the National Citizens’ Commission for the Support of the Public Schools.  Weymouth’s uncle, Don Graham, has spent his life in DC and is renowned for his philanthropic efforts in the region.  Among his many contributions, he worked with other business leaders in the region to establish the DC College Access Program, providing counseling and financial aid to help DC high school graduates to attend and complete college.

How does Weymouth plan to apply this legacy to her work today? For one thing, it means that the Greater Washington region is close to her heart.

“I love this region and I care about its future,” Weymouth said. “Washington has changed so much since I moved here in 1993. Washington has evolved to have a much more diverse business and tech community. It has become a city that draws millennials and continues to draw people who want to serve their country and then fall in love with DC and the region.”

But Weymouth recognizes that change comes with a price. She points to the region’s rising housing costs that continue to outpace local incomes, and a lack of equal access to education. 

“The region has always suffered from too great a divide,” Weymouth said, “between the wealthy and those struggling to live paycheck to paycheck or needing a safety net. As affordable housing has become harder and harder to find, this divide has only become more pronounced. I see housing and the inequality in this region as our single biggest challenge.”

Weymouth says that serving on the board of The Community Foundation makes her feel more empowered to help the region. She plans to bring her many years of leadership to the board, especially in finding ways to gain greater visibility for The Community Foundation and to engage a broader community to become part of The Community Foundation’s vision. 

“To me, the most powerful thing about The Community Foundation is its power as a convener and a leader in the community,” said Weymouth. “Through our donors, The Community Foundation supports thousands of amazing organizations doing important work in our communities.  But its most important role, I believe, is its role identifying the most critical needs of the communities we serve and working to pull together public and private partnerships to really make a difference.

“I have always been inspired by the often-quoted words of President Kennedy: ‘For of those to whom much is given, much is required.’  I am ever grateful for the education I received and what it allowed me to accomplish.  I want to be able to afford others the same opportunities.”

We are so excited to have Katharine Weymouth lead our Board of Trustees!

Strategic Emergency Response Insights from the 2019 Partial Federal Government Shutdown

"People know what their needs are. We [funders] need to listen."

These words from Terri D. Wright, Vice President of Program and Community at the Eugene and Agnes E. Meyer Foundation, kicked off our roundtable discussion about the partial federal government shutdown. Six months and two days after the end of the shutdown, which ran from December 22, 2018 to January 25, 2019, The Community Foundation, our Resilience Fund Steering Committee, and our partners at United Way of the National Capital Area convened funders, nonprofits, and experts to discuss lessons learned about what worked well and what we could have done better.

During the shutdown, our Resilience Fund, which responds to changes in federal policy and the resulting climate of intolerance and hate, disproportionately impacting local people of color and immigrant communities, mobilized community support from our neighbors. The response was inspiring.

Giving during the shutdown reflected an outpouring of philanthropic support at all levels. The Community Foundation received gifts ranging in size from $10 to $50,000, in total receiving $125,000 in individual donations and institutional commitments. We provided funding to the Capital Area Food Bank, United Communities Against Poverty in Prince George’s County, Manna Food Center in Montgomery County, the Greater DC Diaper Bank, and the Excellence in Education Foundation for Prince George’s County Public Schools and the Dine with Dignity Program of Montgomery County Public Schools Foundation.

“It's truly satisfying to hear how our neighbors and local nonprofits rose to meet community needs during the shutdown," said Resilience Fund steering committee member Elaine Reuben. "The shutdown was so hard on so many; it's good that we can shed light on some of the incredible community responses."

Our nonprofit partners shared stretched themselves more than ever before to keep up with increased demand during the shutdown. One challenge for nonprofits was how to find a way to provide services to communities they’d never reached before. Corinne Cannon, Founder and Executive Director of the Greater DC Diaper Bank, said, “People were in need but didn't want to go to food banks. People thought 'I'm not in poverty, this isn't for me’.” Despite that reluctance, the Greater DC Diaper Bank staff were able to distribute 102,000 diapers, 161,000 period products, 20,000 incontinence pads and 850+ 8oz bottles worth of baby formula.

Volunteers sort produce the Capital Area Food Bank provided to furloughed federal workers and contractors at popup markets around the region during the government shutdown. Photo provided by the Capital Area Food Bank.

Radha Muthiah, CEO of the Capital Area Food Bank, shared how the food bank relied on data about where most GS6 and GS7 employees lived. They partnered with Giant Foods and Safeway to distribute supplies in their parking lot, where these employees were already used to going to get groceries, and they relied on local media to help spread the word. In total the food bank served a total of 4,189 individuals during the shutdown. Partners for distribution sites and communication are key to make sure people know where they can receive emergency cash, food and other assistance during an emergency. During the shutdown, the Capital Area Food Bank was supported both by the Resilience Fund and by United Way of the National Capital Area.

In addition, our Resilience Fund supported Manna Food Center in Montgomery County providing food support to 748 people - 304 children and 444 adults. United Communities Against Poverty in Prince George’s County thought outside the box during the shutdown. They provided rent assistance that kept those affected from suffering eviction, in addition to meals for 109 individuals. They helped enroll recipients into peer support programs to deepen networks within the communities of those affected.

Our nonprofit partners also let us know that monetary donations at all levels are more useful than donations of goods. Physical donations take staff time to sort through, but in an emergency, staff need to prioritize distribution to the community.

Robert G. Ottenhoff, President and CEO of the Center for Disaster Philanthropy, reminded us that emergency relief plans are most effective when they are written well in advance of emergencies. Ottenhoff suggested organizing a committee that meets regularly so that communities are prepared to lead in a crisis. It can be helpful to have first responders identified in advance, as well, so that they can be funded as quickly as possible in advance of – or during! – a crisis. The Center also offers a Disaster Philanthropy Playbook that offers promising practices and innovative approaches to keep in mind in advance of disasters.

“We are so proud of the community’s response to the shutdown, and we want to learn as much as we can for this event,” says Tonia Wellons, our Vice President of Community Investment. “We are excited to continue to share our insights and new plans with the greater community at large.”

We’re partnering with United Way of the National Capital Area and Metropolitan Washington Council on Governments to continue our deeper look at how our philanthropy can be prepared in case of emergency.

Viewpoint: What business can do to ease homelessness

In a new op-ed for the Washington Business Journal, our President and CEO Bruce McNamer discusses what we learned from a conversation with Mayor Bowser and corporate executives at Salesforce, Zillow, Cisco, and Kaiser Permanente about what it will take to address homelessness and the affordable housing crisis. He shares key takeaways about how the local business community can step up its investments of resources, voice, and leadership to help ensure more of our neighbors have a place to call home.

Let’s Address the “Hidden” Issues Undermining our Kids’ Futures

By Agnes Leshner, Steering Committee member of the Children’s Opportunity Fund and Board member of 4Montgomery’s Kids

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“The child may not remember, but the body does.” 

This quote stuck with me after watching the documentary, Resilience: The Biology of Stress and the Science of Hope.  How does one truly overcome trauma?  How can we break cycles of poverty and toxic stress from perpetuating across generations?

Still from the film Resilience: The Biology of Stress and the Science of Hope.

These questions have been at the heart of my 25-year career in Child Welfare Services of Montgomery County, MD.  That is why I was so pleased to join the most recent Funders’ Roundtable gathering, which featured a rich discussion with local foundation leaders and Community Foundation donors after watching Resilience. 

Resilience centers on a seminal study done by the Centers for Disease Control and Kaiser Permanente which demonstrates how high exposure to Adverse Childhood Experiences (ACEs) can wreak havoc on children’s brains and bodies. In addition to hindering academic achievement, exposure to multiple traumatic childhood events (such as abuse, neglect, persistent hunger, parental conflict, mental illness, and substance abuse, etc.) can result in long-term negative effects on learning, behavior, and health.

Many attendees were shocked to learn…

• ACEs are common.  In fact, one in four people have had at least one adverse childhood experience. 

• Individuals with three ACEs were found to be twice as likely to develop heart disease.

• Individuals with four ACEs were found to be four times as likely to suffer from depression.

• Individuals with six ACEs have a 20 years lower life expectancy.

For many low-income children ACEs are even more damaging. Experiencing a high number of ACES alongside additional challenges, such as racism and community violence, without the buffer of supportive adult relationships, can cause toxic stress.  While we all need a certain amount of stress to promote positive growth, children whose stress responses are constantly active due to ACEs actually experience physiological changes to the brain that can disrupt learning, change behavior, and even modify their DNA. Because of this linkage, the American Academy of Pediatrics asserts that ACES are the single greatest unaddressed public health threat for children in the United States.

But history is not destiny.  The studies around ACEs have led schools, healthcare providers, nonprofits, and social service agencies to try bold new interventions. Here are some examples:

• The Center for Youth Wellness in the Bayview-Hunter’s Point neighborhood of San Francisco, CA – a traditionally underserved community - has established a protocol to screen all its pediatric patients for ACEs. Center staff work with local social service providers to pilot treatments for toxic stress and share their findings nationally.

• In New Haven, CT, Strong Elementary School partnered with the Center for Post Traumatic Stress to bring Miss Kendra’s List to students beginning in kindergarten. This program teaches children the norms of child safety and gives them an outlet to express their worries to guardian figure named Miss Kendra, a fictional character who has overcome adversity and demonstrated resiliency. ALIVE Counselors write back to every child to help build their inner strength.

• In the early 2000s, over 30 counties in Washington state brought together educators, social workers, parents, police officers, and healthcare professionals to spur education, dialogue, and community building around ACEs. By implementing specific strategies, the counties were able to significantly lower suicide rates, incidents of domestic violence, and youth arrests, which has saved the state $1.4 billion over 10 years.

If you are passionate about this issue, please join us!  Contact Kimberly Rusnak, Project Director of the Children’s Opportunity Fund to learn more about innovative strategies at work right here in our local community and help us bring together more people who will want to use these findings to improve the lives of children throughout our Montgomery County community.

After the screening of Resilience, the Community Foundation hosted a post-film discussion with Anna Hargrave, Executive Director in Montgomery County, Mindi Jacobson, Executive Director and Co-Founder of Future Link, Diego Uriburu, Executive Director of Identity, Dr. Carrie Zilcoski, Executive Director of Aspire Counseling, and Terrill North, Executive Director of Montgomery County Collaboration Council.

Mayor Bowser and Greater Washington Community Foundation Launch Public-Private Partnership to End Homelessness in DC

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WATCH OUR LAUNCH ANNOUNCEMENT AT A CORPORATE SYMPOSIUM FEATURING MAYOR BOWSER AND SENIOR EXECUTIVES FROM MAJOR CORPORATIONS WORKING TO END HOMELESSNESS IN COMMUNITIES ACROSS THE COUNTRY

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Today, Mayor Muriel Bowser along with her Interagency Council on Homelessness (ICH) and the Greater Washington Community Foundation announced the launch of the Partnership to End Homelessness. This first-of-its-kind initiative in the District aims to galvanize private sector engagement and unite the public and private sectors around a shared strategy to address homelessness and housing insecurity in the nation’s capital.

The Partnership will advance effective and innovative solutions to help our most marginalized and economically disadvantaged neighbors (0-60% Area Median Income) and ensure that homelessness is rare, brief and non-recurring in DC.

On any given night, more than 6,500 individuals, youth and families experience homelessness, including more than 1,500 children. This is due in large part to rising housing costs that outpace local incomes and a shortage of affordable housing, which are preventing many people from participating in the region’s economic growth. In DC, a person earning minimum wage would have to work nearly three full-time jobs to afford an apartment suitable for a family, according to the National Low Income Housing Coalition.

The Partnership aims to increase the availability of philanthropic and private capital to expand the capacity of nonprofit housing developers and supportive service providers to help more of our neighbors transition from the streets or emergency shelters into permanent homes. It will also offer an impact investment option to reduce housing insecurity by financing the development of deeply affordable and supportive housing.

"#Homelessness alters who you are and who you think you want to be. The most important part is the mental health needs." -@Shema22 speaks from her lived experience growing up without a permanent home. #EndHomelessnessDC pic.twitter.com/OfKUGA20xR

— The Community Foundation (@communityfndn) June 6, 2019

“We know that ending homelessness is possible, but that it is going to take all of us from the public and private sectors working together across all eight wards,” said Mayor Bowser. “Through our Homeward DC plan, we are implementing evidence-based solutions and transforming our homeless services system. And while there is more work to do, we are on the right track—family homelessness has decreased by nearly 45 percent and the number of people experiencing chronic homelessness in the District is lower today than it has been in the last 15 years. The time to double-down on and accelerate our progress is now, and that is why we are so grateful to be partnering with the Greater Washington Community Foundation on these critical efforts to end homelessness in Washington, DC.”

“Homelessness and housing insecurity have not always existed the way they do today. We believe that homelessness is solvable, and we also believe that our community is stronger when we bring everyone along,” said Bruce McNamer, President and CEO of the Greater Washington Community Foundation. “Over the last four years, we have witnessed that our community has the political will, leadership and expertise to move the needle on homelessness. The Bowser Administration has established a strong foundation, but private sector engagement will be critical to long-term success. We cannot afford to waste this moment—we must act now and capitalize on the city’s momentum. Together, we can ensure that every one of our neighbors has a safe, stable and affordable place to call home.”

The Partnership will work to:

• Increase the supply of deeply affordable and supportive housing;

• Expand nonprofit capacity to help our neighbors exit homelessness;

• Shift public perceptions of homelessness through education, community mobilization and advocacy efforts; and

• Coordinate cross-sector participation to complement government funding and programming.

The Partnership’s Investment Vehicles

The first phase of the Partnership will utilize two different funding vehicles.

Impact Investing

The Community Foundation will seed $5 million from its combined investment fund to launch an impact investment option available to its donors and others who join the Partnership.

The Partnership strives to raise $10 million in investments to help Enterprise Community Loan Fund build and preserve housing units for hundreds of people across the region. While fund investments earn a fixed return, they will aid in bringing financial resources to bear in the fight to end homelessness and housing insecurity by increasing the production of deeply affordable and supportive housing.

Impact Note investments provide financing to organizations building and preserving deeply affordable and supportive housing units. Housing providers leverage this investment capital to create more homes for our most marginalized neighbors.

Grantmaking Fund

The Partnership’s Grantmaking Fund will:

• Enhance the capacity and expand the network of affordable housing developers and supportive service providers in the community;

• Provide flexible funding to help nonprofits pay for small expenses not covered by federal and local housing programs—such as rental application fees, security deposits and moving expenses—which can create big barriers to stable housing; and

• Support innovative approaches and advocacy efforts focused on strengthening policies that impact housing and homelessness.

The Partnership’s first competitive grant cycle will open in August 2019. The first round of grants will provide support for nonprofit providers in DC to help people obtain and maintain permanent housing and reduce the amount of time spent in the homeless services system.

Funding the Partnership

The Partnership has raised and committed $6.6 million to date, including $1.6 million for the grantmaking fund.

The A. James & Alice B. Clark Foundation has made the lead investment of $1 million to help launch the Partnership’s Grantmaking Fund. The Clark Foundation’s mission is to expand opportunities for those who demonstrate the drive and determination to better themselves and their communities.

“The Clark Foundation is committed to partnering with regional leaders like The Community Foundation to provide members of the DC community with the best opportunity to thrive,” said Ryan Palmer, Director, DC Community Initiatives for the Foundation. “Stable housing is a critical factor in a person’s path to reaching their full potential. And while homelessness is a significant challenge in our city, it is through collaborating together in partnerships like these that we can make an impact.”

Additionally, The Community Foundation’s longest-serving Trustee, and former Chair of its September 11 Survivors’ Fund, and his wife have donated $100,000 as the inaugural gift to launch the Dan and Karen Mayers’ Challenge. The Mayers issued this challenge to inspire others to help raise $1 million for the Partnership. So far, the Challenge has raised $600,000 from the Mayers’ family, friends and The Community Foundation’s Board of Trustees.

More information about the Partnership can be found at EndHomelessnessDC.org. The Partnership’s website offers resources and a variety of ways for individuals and organizations to get involved in our community’s effort to end homelessness in DC.

A (Fiscal) Year of Impact in Our Community

By Bruce McNamer, President and CEO

As we reflect on our 2019 fiscal year (April 1, 2018 – March 31, 2019), the generosity and community spirit of our donors, partners, and community members gives us so many reasons to celebrate.

This year, the launch of our new Building Thriving Communities framework refocused our strategic grantmaking approach on addressing poverty, deepening culture and human connection, and preparing for the future of work. This refresh deepens and expands The Community Foundation’s existing work by leveraging new tools, prioritizing strategic partnerships, and developing innovative approaches to address the region’s most pressing challenges. Inspired by this framework, we are excited to lead a public-private partnership with the DC Interagency Council on Homelessness to build off District Government’s strategies and momentum by making critical investments to ensure homelessness is rare, brief and non-recurring in DC.

In January 2019, volunteers sorted produce the Capital Area Food Bank provided to furloughed federal workers and contractors at popup markets around the region during the government shutdown. Photo provided by the Capital Area Food Bank.

Our Resilience Fund continued to provide emergency grants to nonprofits responding to the local impact of federal policy changes, including assisting with reuniting families separated at the border and detained in MD or VA, and providing legal or medical services and advocacy for immigrants, refugees, Muslims and other vulnerable communities in our region. The Fund also responded to the recent partial Federal Government shutdown by mobilizing community support for nonprofits providing vital relief, such as emergency cash and food assistance, to our neighbors experiencing hardship.

In November 2018, members of our Sharing Montgomery Committee visited the nonprofit Identity to learn about its trauma-informed, positive youth development approach to serving 3,000 Latino youth and families.

Our Sharing Funds brought together donors for nearly 50 nonprofit site visits to learn about work to improve outcomes for low-income children and families. Donors participated in a review process and selected 77 local nonprofits to receive $685,000 in grants. Sharing DC addressed homelessness with flexible funding to help our neighbors obtain and move into permanent housing and provided support for youth homelessness prevention and intervention programs, including services for LGBTQ youth. Sharing Montgomery and Sharing Prince George’s focused on the economic security needs of county residents by supporting nonprofits providing educational, workforce development, safety-net, or capacity-building services.

Our community celebrated the spirit of local giving at our annual receptions in DC in March, and in Montgomery County and Prince George’s County last fall. These events brought together a thousand community leaders and raised nearly $1 million for the Fund for Greater Washington, which enables The Community Foundation to provide vital resources to civic and community organizations, incubate new solutions, and conduct programmatic initiatives and advocacy.

Despite a volatile stock market and uncertainty around the implications of the new tax law, our donors continued to give to the causes that matter most to our community. During the last fiscal year, our community of givers contributed more than $66 million to charitable giving funds at The Community Foundation. Together, we continued to invest in enhancing our communities with more than $64 million in grants to a diverse range of issues from human services to education, workforce development, health care, the arts, economic development, and so much more. Our donors’ actions inspire us and demonstrate that in communities throughout the Greater Washington region, we take care of each other.

Our impact is immeasurable in terms of the hope and opportunity it provides. Together, we have helped more youth prepare for college or career, more families to access critical supports and services, and more workers to launch family-sustaining careers. Together, we are making the Greater Washington region a more thriving, just and enriching place to live for all.

Thank you for continuing to be our partner in strengthening our communities every day.

How Tax Laws May Be Shaping Your Giving

By Rebecca Rothey, Vice President, Development and Senior Philanthropic Advisor

Well, you’ve made it! You have filed your 2018 income tax returns. You may have even received a modest or larger than expected return and might be considering ways to expand your charitable giving this year.

At The Community Foundation, we always consider how tax law impacts our community’s giving spirit. While many had feared that the Tax Cut and Jobs Act would result in a decrease in giving in 2018, a report prepared by the Blackbaud Institute indicates that overall giving was up by 1.5%. However, this increase was not evenly distributed across the nonprofit sector. Fundraising by large organizations (those raising $10 million or more) was up by 2.3%, while giving to smaller organizations (those with budgets of less than $1 million) was down 2.3%.

There are advantages to giving to larger organizations. Many of our donors have funded breakthroughs in health and education and provided essential support for the arts. At The Community Foundation, we are honored to assist donors who choose to fund these goals as their area of impact.

Yet, we can’t forget that smaller nonprofit organizations are pioneering new ideas and implementing change-making strategies. They are organizations working on challenging social issues with extremely limited resources. They are focused on the local communities they serve, and they can make change based on direct community feedback. They are innovative, idealistic, and hopeful about our society’s future. And they need the funding to realize these dreams.

Our professional staff work locally with thousands of community-based organizations and would be happy to assist you with identifying organizations that match your interests. I also encourage you to visit The Catalogue For Philanthropy, which is supported by The Community Foundation, to learn about such organizations in the region.

As you reflect on what you have learned this tax season, I encourage you to think about how the new law impacted your philanthropy. Many of our donors chose to bundle their giving, either in 2017 to take advantage of the higher charitable income tax deduction, or in 2018 to bundle giving to get above the standard deduction. This consolidated giving provides an opportunity to ask:

• What impact do I want my philanthropy to make?

• How will I know I’ve made it?

• Do I wish to keep supporting the same organizations or find new ones?

• Is it time to narrow the focus of my giving?

• Should I support large, established organizations or scrappy startups?

• When is the right time to involve my children/grandchildren in giving?

As you think through these questions, please consider The Community Foundation staff as a resource to help you identify the best strategies to achieve your charitable goals. Contact a member of our donor services team, or email [email protected], to discuss your goals for impacting our community and beyond.

Farewell to Desiree Griffin-Moore

By Bruce McNamer, President and CEO

This week, we bid a sad farewell to Desiree Griffin-Moore, Executive Director of our local Prince George’s County office. Desiree has been tireless in her efforts, her outreach and her leadership at The Community Foundation for more than 20 years. As Executive Director in Prince George’s County, she has played a vital role in building community, strengthening the capacity of non-profits, engaging with the government and private sectors and raising money to support our work. Underlying all of her work as been her passionate commitment to social justice—a passion that has driven her entire career.

Desiree arrived at The Community Foundation in 1998 with extensive experience working in the nonprofit sector to advance low-income and marginalized communities through roles with the Freddie Mac Foundation, the United Way of the National Capital Region, and the District of Columbia Department of Human Services. As Executive Director of The Community Foundation in Prince George’s County, she led the way in creating corporate relationships with, among others, the Peterson Companies, Walton Group, and MGM National Harbor.

In times of crisis, Desiree crafted solutions that worked to bring stability and security to our community. During the 2008 housing crisis, she worked with United Communities Against Poverty on foreclosure prevention efforts. And around the same time she helped launch the Neighbors in Need Fund. During her tenure she also initiated Sharing Prince George’s, a communal grant making program; the PGC Coalition for the Enrichment of After School Programs; the PGC Education Initiative Socratic Forum; and the Partnership for Prince George’s County, which raised over a million dollars to support capacity building for non-profits in the County. 

Photo of President and CEO Bruce McNamer, guest Terese Taylor, former Executive Director of The Community Foundation in Prince George's County Desiree Griffin-Moore, and Chair of The Community Foundation's Prince George’s Advisory Board, Bill Shipp, at the Civic Leadership Awards in Prince George's County.

On a day-to-day basis, she was the face of the Foundation in the County, continually engaged with Foundation donors, and acted as our touchstone with literally hundreds of dedicated non-profits. In 2006, she and the Board of Advisors launched the Civic Leadership Awards, which to this day powerfully lift up the civic contributions made in different spheres by so many in building a thriving County.    

And there was more. As important and imaginative as her work has been, we who know her also respect and love her for how she has worked. She is a natural leader and a wonderful human being. Seemingly so comfortable as a speaker, listener, counselor, cheerleader, or friend, Desiree is able to inspire with her passion and her eloquence, to connect with her warmth and great sense of humor, and to lead with purpose, intellect and heart. She is special. We will miss her.

Announcing the Inaugural David Bradt Nonprofit Leadership Awards

Our new awardees with members of the selection committee. From left to right: Alex Orfinger, Diane Tipton, Lauren Shweder Biel, Patricia Funegra, David Bradt, Adam Rocap, Lidia Soto-Harmon, Lyles Carr, and Tamara Copeland.

David Bradt is a quietly effective leader for and champion of the Greater Washington region.  In addition to serving as a Managing Director of Andersen Tax, he has invested considerable time and talent into numerous volunteer leadership roles, including the Chair and Member of the Greater Washington Community Foundation’s Board, Chairman and Board member of Greater D.C. Cares, member of the Board of Venture Philanthropy Partners, and a volunteer and fundraising dinner chair for Share Our Strength.

A few years ago, Alex Orfinger, wanted to find a meaningful way to salute David’s many years of service to our local community.  Teaming up with David’s wife, Diane Tipton, they invited friends and family to join them in establishing the David Bradt Nonprofit Education Fund at the Greater Washington Community Foundation. Their vision was to provide an annual award that will enable a nonprofit leader in the Greater Washington region to attend an intensive executive training program.

As you may imagine, David was shocked and touched by the incredible outpouring from friends and colleagues who rallied to create this special award.  He also was thrilled to discover this award will have a long-lasting, tangible impact on our community by enhancing the capacity and influence of nonprofit leaders and the organizations they serve.

With facilitation by The Community Foundation staff, the steering committee recently selected the inaugural awardees: Lauren Biel, Patricia Funegra, and Adam Rocap.

Lauren Biel is Co-Founder and Executive Director of DC Greens, which works to create a more equitable food system in our community. Nominators specifically recognized for her collaborative spirit in her work.  Biel says,

“I believe it is one of the keys to the success of our movement in the District - our recognition that we are strongest when we stand together, and that all boats rise in the tide. At DC Greens, we have a culture of elevating other organizations, and of working to benefit more than just our own organizational interests.” 

For her award, Lauren is currently selecting an intensive upper level management course that will propel both her and DC Greens forward. 

Patricia Funegra is the Founder and CEO of La Cocina VA, which uses the power of food to generate workforce and economic development opportunities. Having started in a church basement, La Cocina VA is now getting ready to move to a state of the art Training and Entrepreneurship center. Patricia is known for her passion and the ability to instill similar passion in the people with whom she works serving up grit and determination daily. She explains,

“We [at La Cocina VA] believe that it is not only about what we do, but how we do it. We develop expertise and thought leadership on the intersections of innovation, job creation, and advocacy, to provide systemic opportunities for economic stability.”

Patricia looks forward to using her award to attend the Women's Leadership Forum of the Harvard Business School.

Adam Rocap serves as Deputy Director of Miriam’s Kitchen.  Adam is driven to bring innovative ideas to fruition, and he has been instrumental in shifting the organization’s focus to ending chronic homelessness in DC. Reflecting on the organization’s evolution during his tenure, Adam says,

“Miriam’s Kitchen moved from an agency that historically just provided high-quality meals and case management to homeless individuals to an agency with an expanded portfolio of advocacy, permanent supportive housing, street outreach, and SOAR disability benefits programs that are strategically aligned for Miriam’s Kitchen to help end chronic homelessness at the individual and system-wide levels.” 

Adam plans to split his award between a local leadership course and an Executive Education program at the Harvard Business School.

Bruce McNamer, President & CEO, says:

“On behalf of the Greater Washington Community Foundation, I want to congratulate the awardees and also give thanks to Diane and Alex for their vision, all the friends who gave to make it possible, and David for being the inspiration for this award.  Your investment in these and all the future awardees will have a profound impact on our region for years to come.”

Surprising Stats from VoicesDMV

As a community foundation, your perspectives – the voices of our community – are key to our work. We are committed to responding to our community’s needs through responsive grantmaking and by amplifying local voices in public and private sector conversations. To best speak in partnership with our community, we have to listen. We have to connect directly with the people and communities we serve and understand our neighbors’ experiences in their neighborhoods, jobs, schools, with local government, and with each other — and to identify the role philanthropy can play in enhancing or improving those experiences.

About a year ago, the Greater Washington Community Foundation proudly announced the release of Voices of the Community: DC, Maryland, Virginia. Designed to amplify the voice of the people—those who live and work in our region—VoicesDMV included a survey of more than 3,000 of our regional neighbors as well as community conversations with hundreds of stakeholders across the region. This allowed The Community Foundation to hear directly from locals about the region’s strengths, challenges, and overall quality of life.

We saw this as a way to better understand the story of our region. We launched this initiative recognizing that although our region is data rich, few efforts systematically capture the voices, experiences, attitudes, and perceptions of people who live here, especially across jurisdictions.

VoicesDMV was envisioned as a north star for The Community Foundation – a way for us to ensure our grantmaking and community leadership efforts are aligned to the needs most strongly felt by our neighbors. We have also offered the data collected through this initiative as a public good, available to anyone seeking to do good in our region. And we made a commitment to revisit this survey every two years to keep our finger on the pulse of our region.

Our efforts have paid tremendous dividends. Through VoicesDMV we learned so much more about our region, especially our neighbors experiences in their communities and the role philanthropy can play in enhancing or improving those experiences.

A community member speaks at a community conversation in Northern Virginia.

Photo by AOTA Creative Group.

VoicesDMV revealed that even as our region continues to prosper, deep disparities in income, education and opportunity persist and the gap continues to widen:

• Nearly one in five residents has faced some form of housing or food insecurity in the past 12 months. That number increases to one in three people for our region’s black and Hispanic populations.

• One in three people would not have enough savings to continue to live as they do today for more than two months if they lost current income sources.

• The cost of living, especially renting or owning a home, was raised as one of the most challenging aspects of our region.

• Nearly a third of Prince George’s County and Montgomery County respondents rated access to education and training as a “major” barrier to finding a job.

• One in four people were discriminated against in the region in the past year, and the majority said it was because of their race or ethnicity.

VoicesDMV has influenced The Community Foundation at its very core. These findings drove the development of our new Building Thriving Communities framework, which underscores the importance of our continued focus on affordable housing in our region and led us to explore new opportunities to support entrepreneurship and prepare for the Future of Work.

And while we have put so much new work into practice as a result of VoicesDMV, our work to stay in touch with the community is not over. In the nearly two years since we initiated our first VoicesDMV survey, we have seen the birth of the #MeToo movement, new administrations taking the reins of power throughout our region, and Amazon deciding to set up shop.

With so much change happening, we are excited by the opportunity to circle back to the community for our second VoicesDMV survey, this time with a few new bells and whistles and plenty of opportunities to engage with us on the results. Stay tuned for more from The Community Foundation on ways that you can be engaged with VoicesDMV!

If you’d like to sign up for news and more information about our VoicesDMV initiative, please contact Benton Murphy at [email protected]. 

Six Things The Community Needs You To Know About The Shutdown

Editor’s Note: Though the federal government has reopened for the next three weeks, we recognize that contractors, childcare providers and many other parties that Tonia Wellons highlights in this blog post may never receive backpay, and certainly still suffer from the consequences of the shutdown. In addition, if no budget is reached by February 15, the partial federal shutdown may resume. In light of these ongoing concerns, Wellons’ reminders and recommendations for ways to help still remain deeply relevant to our community.

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By Tonia Wellons, Vice President, Community Investment

It has been one month since the partial Federal Government shutdown began and our neighbors in the Greater Washington region, especially in Prince George’s County, continue to be impacted. Most of you have heard the news stories, may be experiencing this first hand, or you have seen the long lines of working families in search of food and other forms of assistance.

We all know that when shocks like this hit the country, they hit communities of color the hardest. With incomes typically lower, personal savings often thinner, and access to networks with deep pockets limited, communities of color suffer the most and often have the longest recovery time. 

In my role at the Greater Washington Community Foundation, I have had the opportunity to work closely with nonprofits and funders who have organized very quickly to respond. Here’s a summary of what we have learned and how you might be able to help:

• While federal workers are directly impacted, we must not forget that contractors, small business owners, and child care facilities are also affected. We should also be mindful that offices like child support enforcement can’t disburse what they can’t collect.

• Local food pantries and food banks need to be replenished. The demographic impacted is unaccustomed to navigating human and social service systems. The response from local grocers, restaurants, and food markets has been welcomed. 

• Prince George’s County Public Schools has received as many as 500 new applications for free and reduced lunch because of the federal shutdown.

• There is an increase in concern about eviction prevention, particularly as we move into proximity of a second missed pay cycle. 

• Child care is an expense that families are most likely to cut first since they are home. There is a ripple effect on child care providers, children, and workers; and it is often difficult for families to return once they leave.

• Families need food and cash assistance to cover the cost of everyday household expenses and medicine.

A community member sorts produce at a local food center.

This week as we celebrate the legacy of Dr. Martin Luther King, Jr., it is only fitting that we look to his words to guide our steps. His life and his legacy represent the importance of pressing forward to change and challenge federal policies that impact the poor, working class, and especially people of color. His life and legacy is one of vision, advocacy, and action. In his honor, I invite you each to consider several ways that we can support our neighbors affected by the shutdown.

““The time is always right to do the right thing.””

— Martin Luther King, Jr.

How You Can Help Our Neighbors During and After the Shutdown

1.       Ask your friends and neighbors what they need. Reach out to people you know who work for the Federal Government and ask them what they need. Now is the time to get to know your neighbors, to reach out to your friends, and make yourselves available to them. Invite them over for dinner or offer to pay for their children’s school lunch.

2.       Donate food and cash to help families meet immediate needs. You can make a donation to your local foodbank, church or school pantry, or school lunch fund. Several of our nonprofit partners throughout the region have mobilized to offer pop-up markets, hand out food or gift cards, and provide support for household essentials and other resources. We have compiled a list of resources to help furloughed federal employees and contractors in need of assistance – and local governments in DC,  Montgomery County and Prince George’s County have released resource lists.

3.       Encourage those impacted to reach out to their creditors to defer payments. Local banks, utility companies and several other institutions have offered to work with customers to offer loans, flexible payments, and more. The United Way of the National Capital Area has opened four Financial Empowerment Centers located throughout the region, offering direct access to high-quality financial services and guidance at no cost to the client. Check our list of resources for more details.

4.       Consider supporting nonprofits addressing the long-term challenges facing our communities. Even after the shutdown ends, the long-term effects will continue to impact our community. Local nonprofits throughout the region will continue their work to support families in need and find solutions for disparities in income, access and opportunity in our communities. The Community Foundation can help you identify nonprofits working to alleviate poverty and hunger, expand access to a quality education, provide training to obtain a living wage job, and improve the quality of life for our region’s most vulnerable residents. Contact us to discuss.

If you are in a position to help our neighbors who may struggle to meet critical needs for food or other financial assistance during this period of uncertainty, please consider giving to our Resilience Fund. Established by individual and institutional donors in March 2017, and housed at Greater Washington Community Foundation, the Resilience Fund’s mission is to respond to changes in federal policy that negatively impact the most vulnerable in our communities. The Fund has set aside $50,000 to help local nonprofits address the most critical needs. With your support, these organizations can increase capacity to do more during this time of uncertainty for our friends, families, and neighbors. Contributions to this fund will support our neighbors now and in the future.

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Tonia Wellons leads the Greater Washington Community Foundation’s Community Investment function, which includes competitive and discretionary grant-making, community engagement efforts, and strategic partnerships. She has over 20 years of experience spanning senior leadership roles at the Peace Corps and the World Bank Group to social entrepreneurship for a community-based fund that she founded. In 2016, Tonia was named one of NBC’s Women of Washington.

Bringing Community Voices to the Table

By Desiree Griffin-Moore, Executive Director, Prince George’s County

Growing up in the DC area, I have seen the city transform from a small sleepy government town to become the principal city of a major metropolitan area comprised of more than 6 million people. As the seat of our nation’s government, this area has grown exponentially and is quickly being recognized as a bastion for economic growth by corporations and private markets.   

Throughout the city and its surrounding areas, new developments and increasing interest from corporations, including Amazon, are stimulating the region’s economic growth and prosperity and creating new jobs and new business endeavors for many. Still, questions arise such as: Who is benefiting from this growth? How do traditionally marginalized communities gain access to these opportunities? Can the field be leveled and if so, how?   

Our Voices of the Community survey of more than 3,400 local residents found that:

• Nearly one in five residents has faced some form of housing or food insecurity in the past 12 months, and that increases to one in three people for our region’s black and Hispanic populations.

• The cost of living, especially renting or owning a home, is one of the most challenging aspects of our region. Nearly a third of people knew someone in the region who had to move in the past two years for a reason other than their own choice, typically due to high housing costs or job loss.

• Nearly a third of Prince George’s County and Montgomery County respondents rated access to education and training as a “major” barrier to finding a job.

The region’s explosive growth is now extending into Prince George’s County as corporations are seeing the County, its people and its land as valuable assets. As a native Washingtonian, and currently a Prince George’s County resident, I am seeing history repeating itself. While I am excited by the growth and celebrate the decisions of companies like MGM, National Harbor, Washington’s professional football team, and others, to relocate here, I also find myself worrying if the displacement of people that took place as a result of the growth in DC will now duplicate itself in Prince George’s County. Will families who have called Prince George’s County home for generations and contributed to its vitality suddenly find themselves fleeing because they can no longer afford to live here? Are there ways to thoughtfully encourage growth and, at the same time, ensure that the fabric of our communities remain intact? 

The racial and economic inequities that continue to plague our entire region could hinder our progress unless our area’s business, community and philanthropic leaders work together to address these challenges and advance racial equity and inclusion. 

The Greater Washington Community Foundation is tackling these issues by prioritizing strategic partnerships across sectors and developing new approaches to address the region’s most pressing challenges. With more than 45 years of community-based philanthropy experience, our knowledge of local needs and the most impactful nonprofits provides our corporate partners with important connections which are essential to their success. For example, you can read about how our partnership with MGM National Harbor expanded its ability to support and enhance the surrounding community in Prince George’s County.

We continue to play an important role by leveraging our relationships with businesses, nonprofits and local communities to help broker new partnerships that will ultimately provide necessary community input, diverse voices and broader perspectives as development continues to take place. In my years of service to this community and region, I have found that the relationships which emerge through these partnerships are essential .

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Desiree Griffin-Moore joined The Community Foundation in September 1998 as executive director of The Community Foundation in Prince George’s County where she has provided leadership in strategic giving, development, and donor engagement activities. A committed advocate of civil rights and social justice, Desiree has extensive experience working with the nonprofit sector to advance low-income and marginalized communities.

2019 Montgomery County Philanthropist of the Year Nominations Now Open!

Nomination Guidelines

Purpose: To honor an individual who has made a positive impact in our community through giving, and whose philanthropic leadership sets an inspiring example for us all. 

Nomination Process:

Complete the official nomination form and a letter explaining why your nominee should be selected as the Montgomery County Philanthropist of the Year. 

Please note that the cover form must be completed in its entirety in order for the nomination to be eligible. The Awards Committee will not accept nominations which rely solely on resumes, newspaper articles, annual reports or the like in substitution for concise responses to the criteria outlined below. Pending review by the Philanthropist of the Year Selection Committee, The Community Foundation staff may contact you for additional information. 

For inspiration, look no further than our past honorees.

Our 2018 Montgomery County Philanthropist of the Year, Linda Youngentob, and her family at the Celebration of Giving on November 1, 2018.

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Eligibility Criteria: 

All nominees must…

• Be a resident of Montgomery County

• Have a demonstrated track record of charitable giving to one or more nonprofit organizations based in and working in Montgomery County

• Have made a positive impact in the lives of county residents through their giving

• Encourage/motivate others to become philanthropic

Note: The level of charitable dollars given is secondary to its impact and potential to inspire others to follow suit. Creative approaches to philanthropy are welcome!  Nominees may be of any age.

In exceptional circumstances, the Award Committee may consider a former resident, a family unit, or a philanthropist who is deceased. 

Deadline: March 8, 2019

The nomination form and letter must be postmarked or emailed by close of business on Friday, March 8, 2019 to:

The Community Foundation in Montgomery County

Attn: Kevin Donnelly

8720 Georgia Avenue, Suite 202

Silver Spring, MD 20910

[email protected]

The Community Foundation in Montgomery County will contact the selected awardee and her/his nominator by the end of May. All other nominations will remain confidential.

Questions: Contact Kevin Donnelly at [email protected] or 301-495-3036 x162.

Thank you and happy new year!

Greetings!

Reflecting on 2018, I am so thankful for the generosity of our donors and the commitment of our nonprofit partners who make our community development work possible. Together, we are contributing to a more vibrant, equitable, and inclusive community for all who call the Greater Washington region home.

From our work on various community impact initiatives focusing on education, homelessness, and workforce development, The Community Foundation is dedicated to partnering with you to continue as caretakers of our community. And, I am so proud of what we have accomplished together over the last year alone – here are a few highlights:

• Did you know that we have granted out more than $1.2 billion in our 45-year history? In FY18, we administered 8,450 grants worth more than $96 million in total, making us the largest local funder of nonprofits in the Greater Washington region. We are proud to have partnered with and provided funding to more than 2,600 nonprofits through our community grants. The majority of these grants support nonprofits who share our mission for Building Thriving Communities in DC, Montgomery County, Northern Virginia, and Prince George’s County.

• Data from our VoicesDMV community engagement initiative, which surveyed more than 3,400 local residents on their experiences in their communities, guided a refresh of our strategic approach and the launch of our Building Thriving Communities framework. This refresh allows us to deepen and expand existing work and more fully captures the range of efforts The Community Foundation, our donors and partners collectively undertake across the region to address poverty, deepen culture and human connection, and prepare for the future of work.

• As we are preparing to launch new community impact initiatives throughout the region, we have started building a public-private partnership focused on ending homelessness in DC. On any given night, nearly 7,000 people in DC sleep outside or in shelters, including 2,000 children. We believe that homelessness is a complex issue that is solvable, but it requires businesses, individuals, local government, and nonprofits working together to find solutions. You can learn more about these efforts in an article I authored for the Washington Business Journal’s annual Giving Guide. Please contact Angela Willingham if you are interested in learning more about or supporting the Partnership to End Homelessness.

• We were pleased to renew our accreditation with the National Standards for U.S. Community Foundations, a voluntary and rigorous program administered by the Council on Foundations to represent the highest standards of operational excellence and integrity in community philanthropy. We are among 500 of the nation’s largest community foundations who participate and meet the benchmarks for quality in operations, accountability and impact.

Now as we enter 2019, I am hopeful and filled with excitement for the possibilities of what we can do together. With your support, we can build thriving communities that are ripe with opportunity for everyone—good schools and enrichment programs for our kids, a sense of safety and security in our neighborhoods, well-paying jobs, affordable housing, vibrant cultural options, and a sense of fairness and justice for all.

Cheers to a happy and healthy new year!

Bruce McNamer,

President & CEO