From Global Relief to Mutual Aid: Former USAID Workers Leverage Cash Transfer Expertise to Support Their Own

Solidarity Fund volunteer Claudia, second from left, with other USAID staff visit a post-flood cash distribution program in Bangladesh in October 2024. Photo Credit: USAID

In honor of Public Service Recognition Week, The Community Foundation is proud to highlight the incredible volunteers behind The Solidarity Fund – a new relief fund that provides emergency cash assistance for former USAID workers suffering financial hardships.

The Community Foundation is proud to partner with the volunteer organizers of the Solidarity Fund to support our incredible community of public servants.

We thank and celebrate you – and all of our public servants - for your example and your dedicated service!

As a 15-year veteran in the international development space, Laura’s career with the United States Agency for International Development (USAID) has touched hundreds of lives all over the world.

From helping Venezuelan migrants in Colombia afford food to providing relief for war-ravaged communities in Ukraine, Somalia, and Yemen, Laura and her colleagues at the USAID’s Bureau for Humanitarian Assistance (BHA) spent decades delivering billions of dollars in humanitarian aid to communities around the world.

“I love playing a small role in making the world a better place – one life at a time,” Laura shared of her career. “No matter what country or community I’ve worked with, it’s such a rewarding experience to bring relief to those who need it and help them rise above whatever challenges they may be facing.”

However, when workforce reductions at USAID left thousands out of work, Laura and her colleagues turned their attention a little closer to home – providing emergency cash assistance to support their own through the Solidarity Fund.

Cash Transfers: An International Solution to a Domestic Crisis

The Solidarity Fund is designed for international development professionals by international development professionals - leveraging the same principles and procedures that have helped millions of people around the world for decades. It all starts with one very simple concept – cash transfers.

Solidarity Fund volunteer Laura with an entrepreneur who received USAID cash transfers in Colombia, 2024. Photo Credit: USAID

"It was obvious to all of us that cash was the way to go," explains Jacob, a 12-year veteran of USAID's BHA who helped establish the fund after being part of the first wave of staff departures on January 30. "In the days and weeks after the layoffs, people’s biggest needs were rent and groceries – and cash payments are the best ways for us to meet those needs."

“Cash programming was one of our biggest funding interventions at BHA,” added Claudia, a former BHA contractor who had been with the organization for 2 years. “In FY24, we provided more than $2 billion in cash and food voucher assistance, worldwide. We know it works.”

Within a few weeks of the initial USAID layoffs, the concept for the Solidarity Fund was born – led by a group of experienced former BHA employees and drawing from a wealth of institutional knowledge within the network of the international development community.

Together, they developed a detailed application and review process for an emergency cash assistance initiative that would help their former USAID colleagues facing financial struggles or economic hardship. The process – which is based on standard humanitarian aid best practices and procedures – is carefully designed to protect applicants’ privacy, respect individual dignity, prevent bias, and provide relief for the most vulnerable members of their community.

“We’ve spent years designing programs to get cash into the hands of people that need it – it’s what we do,” Claudia said.

The only piece that was missing was a fiscal sponsor to support the operations.  

"Cash payments require a pretty robust technical and financial infrastructure," explained another volunteer who joined the effort in late February. "Even though we had the vision and the expertise, if we were going to get these payments out quickly, we needed an organizational partner who could help us manage the administrative components.”

“After meeting with more than a dozen organizations, we finally found the perfect partner in The Community Foundation.”

“Once we got in touch with The Community Foundation, things really started to move,” Jacob said. “We reached out to request a meeting, a week later, the fund was established, and we were able to start helping people.”

 “We couldn’t have done this work without The Community Foundation.”

“These Folks Served Others – It’s Time for Us to Show Up for Them”

Solidarity Fund volunteer en route to visit earthquake-affected communities in Haiti, 2021. Photo Credit: USAID

Since partnering with The Community Foundation, the Solidarity Fund team has wasted no time in making a big impact on their community.

Since launching the fund on March 20, the team has distributed over $32,000 to 21 households. This is in addition to 9 families who meet the Solidarity Fund’s high needs criteria and are currently on the waitlist. To date the committees have reviewed over 230 applications.

“These folks have served people in need around the world for years,” Jacob said. “We want to make sure we’re showing up for them by clearing our waitlist and getting these funds out the door as soon as possible.”

Meanwhile, messages of support and gratitude continue to pour in from across the country.

"I am truly honored and grateful to receive the news about the Solidarity Fund’s recommendation for the grant,” one recipient wrote. “Thank you so much for your kindness, support, and for believing in me during this challenging time… Your support not only eases some of the financial burden but also brings great encouragement to me and my family. Thank you once again for your generosity and for standing in solidarity with those in need.”

“I am in tears reading this,” another replied. “I cannot thank you enough for your consideration and kindness. This grant will quite literally keep my children fed.”

Echoing these heartfelt messages, the architects of The Solidarity Fund say they continue to be amazed by the outpouring of support and generosity during this difficult time for so many in the sector.

“It has been so inspiring to see the way the international development community has come together,” Laura shared. “To date, almost all of our fundraising has been a grassroots effort.”

“We may not work for USAID anymore, but through The Solidarity Fund,
we believe its mission can live on.”

— Claudia, Solidarity Fund volunteer

“These are people who have devoted their lives to the service of others,” another volunteer added. “As public servants, they’ve missed holidays and special occasions with kids, deployed to war zones, and spent years far from their family for a greater purpose. They know what it means to sacrifice – and even now, they continue to give and support others.”

“As public servants, we believe in USAID’s mission,” Claudia said. “To end extreme poverty, save lives, alleviate suffering, reduce the impacts of disasters, and ultimately help people become more self-reliant and realize their potential in democratic societies.”

“We may not work for USAID anymore, but through The Solidarity Fund, we believe its mission can live on.”

If you would like to learn more about this initiative, please visit tinyurl.com/solidarityfund-onepager for more information.

To donate to The Solidarity Fund, visit tinyurl.com/solidarityfund-donate.

For former USAID employees in need of assistance, applications can be submitted at tinyurl.com/solidarityfund-apply.

Leveraging the Technology Industry to Pursue Economic Justice in Prince George's County

On April 15, leaders from across Prince George's County converged to share a vision towards economic justice: establishing the county as the East Coast's premier hub for artificial intelligence and cybersecurity innovation.

Click here to watch a complete recording of the convening

"Prince George's County can be a place where industry leaders and partners look here first when they think about AI or Cyber," Mike Echols, Founder & CEO of Max Cybersecurity and Chair of the Advisory Board for Prince George’s County at the Greater Washington Community Foundation stated.

The convening was part of a larger series "Building the Future in the Time of Crisis: Pursuit of Economic Justice in Prince George's County," which brought together government officials, education leaders, technology experts, and community advocates to map out a transformative vision for the county through the Partnership for Prince George’s County.

Over the course of the series, AI innovation quickly emerged as a leading opportunity for growth and prosperity in the county.

Currently, California’s Silicon Valley acts as the hub for investments in AI and technology innovation. However, with ever-growing presence of AI in daily life and in public policy and its proximity to key government agencies utilizing AI and cybersecurity technology, many believe that the Greater Washington Region - and Prince George’s County, in particular - holds the potential to become a second hub for innovation and investment on the East Coast.

This vision goes beyond simply attracting tech companies to the region—it aims to create an integrated ecosystem where innovation, education, and community development work together to generate economic opportunities for all county residents while establishing Prince George's County as the East Coast's premier destination for AI and cybersecurity advancement.

From Education to Career – Building a Pipeline to Innovation

Echols and other panelists outlined a future where AI and cybersecurity research labs establish headquarters in the county, educational institutions create direct career pipelines from Prince George's Community College to other Higher Education Institutions like Bowie State University to Fortune 500 companies, and where barriers to education and business creation are systematically dismantled.

"Bowie State University is poised to play a pivotal role as a strategic partner in this vision as the oldest and only HBCU in Prince George's County,” Gail Bassette, Director of Economic Development/Strategic Engagement at Bowie State University shared. "We can create a center of excellence to drive change and have the continuous learning that we need to upscale and retool our community that so desperately needs this training and skillsets."

"What we tend to see is those who are able to play around with and get familiar with AI and Cyber are better off; they have access to resources that many families don't," shared Eugene Powell, President of the Prince George’s County Tech Council. "As part of this initiative, we need to find ways to level the playing field and expand AI access to everyone who wants it."

A New Collaborative Model

Meeting participants acknowledged the challenge of distinguishing Prince George's County in a competitive regional landscape. Rather than competing directly with established tech hubs, the strategy focuses on creating a distinctive model that leverages the county's unique strengths.

“We have to adopt an asset-based mentality for our county,” shared Peter Shapiro, Chair of the Prince George’s County Planning Board. “Instead of adopting a competitive, deficit-based mentality, let’s look for ways to build something new by leveraging our strengths.”

Bassette agreed: "We need a collaborative approach that highlights each other's strengths and helps us understand where we all fit in the puzzle – a governance structure or platform that allows businesses, entrepreneurs, county leaders, and residents to feed into that system. Once that’s established, and folks see we work well together, more will come and participate."

Next Steps and Implementation

The tech hub initiative will be advanced through the Partnership for Prince George's and the Prince George’s County 100 Group – a group of community members dedicated to advancing technological innovation and development in Prince George’s County.

Based on ideas generated at the April 15 meeting and subsequent individual consultations, the group will present and open letter  outlining next steps for establishing Prince George's County as an inclusive AI and cybersecurity hub.

As Echols powerfully concluded: "I believe that Prince George's County can be the place where the next industrial revolution meets social mobility; this is our moment to build a model county for AI and Cyber—let's not just participate in the future; let's define it."

For more information on how to get involved with Prince George’s County 100, fill out this form or contact Eliza Tolbert-Howard at etolbert-howard@thecommunityfoundation.org

Andrew Vincent, Horning - Building Bridges to Affordable Housing

As an affordable housing developer with more than a decade in the field, Andrew Vicent understands that successful endeavors are all about collaboration.

“Problem solving isn’t a solo sport,” Vincent explained. “There’s no one person who understands all the nuances. You need to work with the right partners to ask the right questions.”

“That’s one of the things that attracted me to the Partnership to End Homelessness – having that collaboration and diverse spectrum of perspectives.”

From NASA to Baltimore and Back – An Unlikely Career Path

Vincent’s career began far from the world of affordable housing. After earning a degree in economics with minors in environmental studies and political economy, he joined Booz Allen Hamilton, one of the nation's leading consulting firms. There, he worked on diverse projects ranging from NASA initiatives to nuclear decommissioning.

"I realized my job didn't give me a lot of control over the reports I was working on," Vincent recalled. “I wanted to do something more meaningful that was also intellectually challenging – that allowed me to do something well, while also doing something good.”

At the time, Vincent was living in DC and was a first-hand witness to the urban development taking place across the region.

Inspired by the changing landscape around him, Vincent decided to take an urban planning course at George Washington University, and realized he had a passion for development work. He left Booz Allen to pursue a master’s degree in real estate development from the Columbia University – eventually settling in Baltimore, to write his master’s thesis.

“At that time, Baltimore represented a great opportunity to preserve and rebuild housing stock in a way that helped the community,” Vincent shared. “We had the chance to reinvest in urban areas and reutilize the existing infrastructure, so it worked better for the people that live there!”

Vincent took a job at Affordable Homes & Communities (AHC) Greater Baltimore – an Arlington-based affordable housing developer working to preserve and create affordable housing for low-income individuals, focusing particularly on those earning 0-30% of the Area Median Income (AMI). Vincent was just the second employee hired by the organization after it opened its new office in Baltimore.

Over the next 14 years, the one-person office grew to seven staff members, as the organization expanded its portfolio from managing a few hundred units to several thousand.

 The Power of Collaboration in Building Community

"One of the things I love about real estate development is how dynamic it is,” Vincent reflected. “It brings a bunch of different skillsets together - with the community – to build something from the ground up."

Eventually, Vincent’s career brought him back to Washington, where he now serves as the Chief Investment Officer for Horning, one of the oldest and most established real estate development firms in the DMV.

As part of his role, Vincent oversees development and acquisitions and the broader community approach that Horning takes to its investment projects. He also serves on the board of Wesley Housing; a nonprofit affordable rental housing developer working to build and preserve affordable housing across Virginia and DC.

“Development work is a collaboration,” Vincent said of his role. “It requires doing a lot of listening and collaborating with the community members to make sure that we are creating something that will make a lasting difference in people's lives – whether that’s affordable housing, a commercial development, or a combination of both.”

For Vincent, that shared approach is part of what makes the work of the Partnership to End Homelessness so appealing. This past year, Vincent joined the Partnership to End Homelessness Leadership Council– a diverse group of funders, developers, healthcare representatives, and private sector leaders from across the District working to end homelessness in DC.

“I love the collaboration and diverse spectrum of perspectives that exist within the Partnership,” Vincent shared. “Together, we get to bring all the issues to the table and work to understand them and find the best solutions for everyone.”

As a developer, Vincent brings a practical financial perspective to the partnership's mission-driven work. "Change comes because it works on a practical level. While we all have common goals, we need to meet them in a way that is practical and executable from a financial perspective."

The Role of Developers in the Fight Against Homelessness

Developers, Vincent explained, play a critical role in the fight to end homelessness, as they work to increase and improve the housing stock within the community and provide services for residents from across the economic spectrum.

It’s also a role that comes with a high degree of financial risk, as developers struggle to balance covering rising mortgage, operating, and maintenance costs, with providing housing that is both affordable and sustainable. Things like Low-income Housing Tax credits (LIHTC), PSH vouchers, and operating subsidy programs – supported in large part by funding from the DC Government – play a big role in maintaining that sustainability.

"Affordable housing is a team effort,” Vincent said. “Planning and constructing affordable housing is only half of the battle – maintaining it requires collaboration across the community – including both public and private partners.”

This includes improving coordination between developers and homeless service providers operating programs like Rapid Rehousing and Housing First to prevent eviction through improved wrap-around services for low-income residents who receive rent subsidies.

“Development work is a collaboration - it requires listening and working with community members to make sure we are creating something that will make a lasting difference in people’s lives.”

— Andrew Vincent

As part of the Partnership to End Homelessness Leadership Council, Vincent has played a key role in advocating the DC government for increased funding for homeless services. He’s also learned about how developers like Horning can play a greater role in the housing landscape.

“I feel a lot of personal value in working in the affordable housing space,” Vincent explained. “While affordable housing is certainly more complex than providing straight market housing, I believe that coming together – as a group – to provide this service is ultimately more rewarding in the long-term.”

The Community Foundation is grateful for Andrew Vincent’s ongoing Leadership, as a member of the Partnership to End Homelessness Leadership Council.

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

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

Defending the Right to Expression Through Philanthropy

During a time when so many anchor institutions in our country are coming under attack and increased scrutiny, The Community Foundation has joined a coalition of philanthropic organizations to stand in solidarity and support of our constitutionally protected freedom to express ourselves through charitable giving that aligns with our values and strengthens our communities.

For over 50 years, The Community Foundation has partnered with thousands of philanthropically-minded individuals and families, corporations, and community partners as they’ve exercised their right to support causes across the Greater Washington region and beyond.

Together, as a community, we have provided food access for families living in food deserts, affordable housing for people experiencing homelessness, support and empowerment for small business owners and aspiring entrepreneurs, and economic opportunity for community members of all races, genders, faiths, and nationalities who call this region home.

We have mobilized community resources during times of plenty and times of crisis – including disasters, both natural and manmade – to meet urgent community needs, support our neighbors, and strengthen communities throughout this region. Together, our efforts have shored up gaps in the social safety net to help low-income families move from crisis to stability.

As our community faces the steep impact of federal funding cuts and mass layoffs of federal employees and contractors, the work of our region’s critical philanthropic and nonprofit sector is more important now than ever.

In this time of great need for communities across Greater Washington, our philanthropic and nonprofit sector must have the freedom to direct charitable resources where they are needed most to improve lives today and build a stronger future for all who call this region home.  

We are proud to join with over 400 organizations in signing on to the following statement:

Everyone—wherever we're from or whatever our point of view—wants to live in a nation that upholds the fundamental rights and liberties we all deserve and need to thrive. 

As charitable giving organizations – private and family foundations, community foundations, corporate foundations, and more – we contribute to communities in every corner of America. Together, we support new parents and elders, veterans and school children, hospitals and libraries, churches and food kitchens, artists and researchers, throughout rural, suburban, and urban communities in every state and territory. Yet in this moment, we face the threat of governmental attacks on our ability to carry out this vital mission, when the communities, organizations, and individuals we support need it most.  

We don’t all share the same beliefs or priorities. Neither do our donors or the communities we serve. But as charitable giving institutions, we are united behind our First Amendment right to give as an expression of our own distinct values. Especially in this time of great need, we must have the freedom to direct our resources to a wide variety of important services, issues, and places, to improve lives today and build a stronger future for our country.  The health and safety of the American people, our nation’s economic stability, and the vibrancy of our democracy depend on it. 

CareFirst Invests $1.4M in Greater Washington Community Foundation Maternal Health Fund

The Greater Washington Community Foundation is proud to announce a new $1.4 million investment from CareFirst BlueCross BlueShield (CareFirst) to the Developing Families Maternal Health Fund and the opening of a new round of grantmaking focused on improving maternal health outcomes in the Greater Washington region. 

“CareFirst’s generous investment allows us to continue uplifting the vital work of community-based organizations tackling the root causes of maternal health disparities,” said Tonia Wellons, President and CEO at the Greater Washington Community Foundation. “Together, we are building a stronger, more just maternal health ecosystem that centers women of color and their families—because where you live, your income, and your race should never determine whether you survive pregnancy or childbirth.”

This investment will support nonprofit organizations working to dismantle the structural barriers to optimal health outcomes for mothers, infants, and families to ensure all women and children in our community can thrive.

“The fact that the United States trails every other developed country in maternal death rates is unacceptable — and avoidable,” said Brian D. Pieninck, President and CEO of CareFirst. “This is not just a healthcare challenge or a public health challenge — it is a health equity challenge. CareFirst’s investment in the Greater Washington Community Foundation’s Maternal Health Fund will help expand community-led solutions and build a healthcare system that works for every mother, every family and every community.”

Administered by the Greater Washington Community Foundation, the Developing Families Maternal Health Fund is a strategic initiative focused on improving health outcomes for vulnerable and marginalized populations by advancing innovative, community-based solutions and advocacy. This new round of funding, made possible through CareFirst’s partnership, will provide grants ranging from $150,000 to $200,000 for eligible nonprofit organizations over a two-year period.

Grant funding will prioritize organizations addressing the social and structural drivers of health, including access to care, economic stability, housing, mental health, food insecurity, and community support. The goal is to create long-term change by supporting culturally responsive, community-led solutions that improve maternal health and reduce rates of maternal and infant mortality.

This new $1.4 million investment from CareFirst brings the total funding available in the grant round to $2 million, significantly expanding the Fund’s ability to support the efforts of trusted community organizations serving those most affected by maternal and infant health disparities.

“I’m proud to be working with the Greater Washington Community Foundation and CareFirst on an issue that is extremely urgent and important,” said Andrea Miano, Fund Advisor for the Developing Families Maternal Health Fund. “This investment from CareFirst is a powerful endorsement of the community organizations that are leading the charge to transform maternal health outcomes in our region.”

The new grant opportunity officially opened on April 25. Nonprofit organizations based in and serving the Greater Washington region are encouraged to apply. For more information about eligibility, funding priorities, and how to apply, visit https://www.thecommunityfoundation.org/developing-maternal-health-loi. 

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About the Greater Washington Community Foundation

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

About CareFirst BlueCross BlueShield

In its 87th year of service, CareFirst, an independent licensee of the Blue Cross and Blue Shield Association, is a not-for-profit healthcare company which, through its affiliates and subsidiaries, offers a comprehensive portfolio of health insurance products and administrative services to 3.5 million individuals and employers in Maryland, the District of Columbia and Northern Virginia. In 2024, CareFirst infused over $403 million to support regional community impact to improve overall health and advance accessible, affordable, equitable, high-quality healthcare. To learn more about CareFirst BlueCross BlueShield, visit www.carefirst.com.

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

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

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

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

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

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

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

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

Here's what we found:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Basic Needs

• Sharing DC

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

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

• Sharing Prince George's

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

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

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

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

• Sharing Montgomery

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Economic Mobility

• Sharing DC

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

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

• Sharing Prince George's

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

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

• Sharing Montgomery

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Community WEalth building

• Sharing DC

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

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

• Sharing Prince George's

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

• Sharing Montgomery

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

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

2025 Sharing Community Fund Nonprofit Partners - Capacity building

• Sharing Prince George's

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

• Sharing Montgomery

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

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

• Sharing Northern Virginia

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

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

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

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

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

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

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

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

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

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

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

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

From Home School Parent to Public School Advocate

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

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

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

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

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

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

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

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

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

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

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

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

Broadening Horizons with Sharing Prince George’s

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

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

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

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

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

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

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

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

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

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

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

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

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

Want to get involved? The Sharing Prince George’s Fund Committee welcomes new members! Contact Eliza Tolbert-Howard (etolbert-howard@thecommunityfoundation.org) to find out more about how you can be a part of this impactful fund!

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

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

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

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

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

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

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

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

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

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

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

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

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

Investing in ‘Social-preneurs’ through Sharing

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

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

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

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

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

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

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

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

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

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

Redefining Philanthropy: Time, Talent, and Treasure

For Jill, true philanthropy encompasses more than financial contributions.

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

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

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

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

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

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

Want to get involved? The Sharing DC Fund Committee welcomes new members!
Contact Isabel Spake (ispake@thecommunityfoundation.org) to find out more about how you can be a part of this impactful fund!

Faces of Sharing - Getting to Know Sharing Montgomery's Stew Edelstein

As a long-time veteran of Sharing Montgomery, Stew Edelstein says he is constantly amazed of how much there is to learn about the community where he lives.

"I've done this for five years,” Stew shares. “Every year I learn more and more about the nonprofits in Montgomery County and the incredible work that they're doing; for me it's a tremendous learning experience."

Learning is what brought Stew to Montgomery County, in the first place. An educator by profession and by nature, Stew came to the region in 1979 to work at the University of Maryland and follow his life motto – changing the world through education.

“People that have education can change not only their lives, but the world in which we live,” Stew reflects.

Stew Edelstein with students from each of USG’s partner universities.

This philosophy guided his career as he worked as an associate dean in the College of Behavioral and Social Sciences and later, in 2002, became the Executive Director of the Universities at Shady Grove (USG). At USG, he oversaw a multi-campus regional center bringing together nine universities to offer educational degrees at the baccalaureate level, providing local access to higher education for community members.

"Education for me is a moral and social obligation we have for people to realize their dreams and advance their skills and have a good life," Stew explains. "The community benefits from people who are able to contribute their skills; it makes a difference for individuals and communities where individuals live."

From Scholarship Champion to Community Advocate

It was during this time that Stew became involved with The Community Foundation thanks to Clifford (Cliff) Kendall, a successful businessman and philanthropist who helped create USG and was instrumental in launching The Community Foundation in Montgomery County and the Sharing Montgomery initiative.

Cliff and his wife Camille were generous supporters of education and – utilizing The Community Foundation, as a philanthropic vehicle - provided scholarships for low-income students to finish their education at USG.

As an administrator, Stew gained firsthand insight into the complex challenges facing many of these scholarship recipients. "When I interacted with students, I learned it wasn't just about the money," he reflects. "There was so much more going on – outside of the classroom – their family and work responsibilities, among others - that was impacting their ability to succeed and get ahead."

Stew Edelstein receiving the 2015 Advocate of the Year Award at the Montgomery County Executive Hispanic Gala in recognition of his work to expand access to advanced education for minority and first-generation college student populations.

This realization led him to engage with local nonprofits to learn more about the needs that students face, and how USG could collaborate to meet those needs. Among those organizations was Identity, Inc. – a long-time Sharing Montgomery nonprofit partner based in Gaithersburg that serves and creates opportunities for Latino youth and their families.

“What I admire most about Identity and our Sharing Montgomery partners, is the level of trust that they have within the communities they serve,” Stew shares. “Many of the people that work at these organizations come from the community they serve. They have a deeply personal understanding of the challenges that individuals face and a desire to help others succeed.” (Stew would go on to serve on Identity’s Board of Directors).

These insights helped Stew and other administrators collaborate on important initiatives such as Achieving Collegiate Excellence & Success (ACES) – a partnership between Montgomery County Public Schools, Montgomery College, and USG to provide individualized academic coaching, scholarship opportunities, and career readiness to  high school students with diverse backgrounds, for a seamless and supportive pathway to a bachelor’s degree.

In 2020, Stew was invited to join The Community Foundation’s Montgomery County Advisory Board and participate in Sharing Montgomery – where he learned even more about the important work of nonprofit organizations across Montgomery County.

The Power of Sharing Montgomery – A Partnership for Community Development

Stew with Dr. Freida Lacey, member of the Montgomery College Board of Trustees at the 2023 Celebration of Giving in Montgomery County.

"Sharing Montgomery is a unique effort because of the diversity of nonprofits that it supports," Stew says. "It's focused on particular issues every year that are important, it covers the gamut and touches  all kinds of people within the county.

Stew highlights the critical role played by Anna Hargrave, The Community Foundation’s Executive Director for Montgomery County, and her predecessor Sally Rudney. "Their ears and eyes are focused on identifying community needs and helping nonprofits to cultivate the resources and relationships they need to meet those needs."

The Sharing Montgomery committee consists of several dozen people from diverse backgrounds and perspectives from across Montgomery County. Facilitated by The Community Foundation team, the Committee reviews grant proposals and conducts site visits to learn more about nonprofit partners and their impact on the community.

"I find the on-site visits to be really insightful,” Stew reflects. “We get the chance to ask these incredible nonprofit leaders direct questions about what motivates them? What challenges do they face? What are their plans for the future? And – most importantly – how can we help grow their efforts?"

“Sharing Montgomery isn’t charity,” Stew adds. “It’s a partnership for community development- it’s about giving agency, voice, and a pathway to growth for people and communities  that don’t have access to opportunity.”

 A memorable example of this for Stew is The Upcounty Hub, a rapidly growing Sharing Montgomery partner serving residents in Northern Montgomery County. What started as a grassroots Mother and Son food distribution during the pandemic, has quickly evolved to a 15-person organization serving about 1,200 families a week.

Grace Rivera-Oven, Founder of The Uptown Hub, explains the impact of their work in the Middlebrook Mobile Home Park to Stew Edelstein, Anna Hargrave and other Sharing Committee members.

Stew and other Committee members got to see the organization in action when they were invited to meet with organizers and residents at a food distribution site at the Middlebrook Mobile Home Park in Germantown.

“Many of us had no idea that people were living in mobile homes in a county as affluent as Montgomery County,” Stew remembers. “We learned so much – not only about the challenges that these residents face, but more importantly about the inspiring work that The Upcounty Hub is doing to empower residents to achieve their dreams.”

A Personal Commitment to Giving Back

Stew's involvement with Sharing Montgomery has profoundly influenced his personal philanthropy. Last year, he established an endowment at The Community Foundation, and recently he designated a significant portion of his estate to support Sharing Montgomery's efforts.

While he currently serves as Vice Chair on the Montgomery County Advisory Board and has no plans to ‘retire’ anytime soon, Stew’s experiences on Sharing Montgomery have made him more reflective about the challenges of creating lasting change – and his personal connection to the ongoing work and mission of The Community Foundation.

"Whatever my wealth is, I want my wealth to go back to the Sharing efforts of the Foundation," Stew says. "Because everybody in the world – and especially in Montgomery County -- needs someone to help them.”

“So many people have helped me, over the course of my life and my career. I want to make sure that my legacy can do the same for others.”

Building Capacity and Community Through Sharing NoVA

A patient receives a routine vaccination at the Culmore Clinic – a Sharing NoVA nonprofit partner.

For Lynette Sappe-Watkins, Executive Director of the Culmore Clinic – a Sharing NoVA nonprofit clinic providing healthcare services to uninsured adults in the Bailey’s Crossroads area of Fairfax County-- 2024 has been a very busy year.

“When we joined Sharing NoVA at the beginning of 2024, we were serving about 400 patients,” Sappe-Watkins recalled. “We ended the year with 888 patients.” An increase of more than 114%.

The clinic, which partners with local healthcare providers to provide medical services, diagnostic testing, health counseling and mental health services to low-income individuals and families received more than 7,000 visits.

When asked why she thought the numbers had increased so dramatically, Sappe-Watkins highlighted three words.

“Trust. Access. Acceptance.”

“We strive to create a safe, comfortable, and trustworthy environment for our community,” Sappe-Watkins said. “We focus on care and compassion – making connections with our patients – and our community can feel it.”

Meanwhile, along the Richmond Highway corridor in Fairfax County, Dr. Felicea Meyer-Deloatch, President and Co-Founder of The Growth and Healing Hub has been working to fill a mental health desert.

“There aren’t a lot of mental health practitioners in the Route 1 corridor,” Meyer-Deloatch shared. “But there is an immense amount of need!”

Part of the gap is due to a systemic barrier for mental health clinicians. After completing their degree, most mental health clinicians must complete at least 2 years or 2,000 hours of supervised work before they came become certified for private practice in the state of Virginia. With only so many mental health practices operating in our region, many potential providers are forced to pursue their careers elsewhere.

Launched in 2023, ‘The Hub’ aims to fill that gap, by providing opportunities for clinicians to become licensed, while offering culturally competent, community-based mental health services to families along the Richmond Highway corridor. To help lower financial barriers to care, the Hub accepts health insurance – an anomaly for most mental health providers – especially for smaller providers.

“Navigating the insurance world requires a lot of patience and administrative know-how,” Deloatch explained. “One of the first things we did when we received our Sharing NoVA grant last year was hire someone who could manage our accounts and work with insurance companies to ensure we were getting reimbursed for services rendered.”

“Within the first three months, that position brought in an additional $6,000 in reimbursements.” Medicaid reimbursement is crucial for nonprofit clinics as it provides a vital source of funding, especially for those operating in the social service sector. It helps offset costs, particularly for treating Medicaid patients and providing other community benefits.

Building for Case for Community & Capacity Building

For Yolonda Earl-Thompson, Executive Director of Lazera Ministries and facilitator of the Sharing NoVA initiative, Culmore Clinic and the Hub highlighted the need to support capacity building for the Sharing NoVA cohort.

Sharing NoVA partner, Joyful Hands leveraged their capacity building funds to develop a robust volunteer committee to support the coordination and execution of community events like their Back to School Supply Drive.

“When you’re a grassroots nonprofit – like many of the Sharing NoVA partners- you start from the mission, the passion – the problem that you’re trying to solve,” Earl-Thompson explained. “You’re not necessarily doing it from small business mindset. You’re not always thinking as much about the logistics, the finances, the administration. You’re trying to make your community better.”

Launched in the Spring of 2024, Sharing NoVA awarded $100,000 in multi-year general operating funding to eight different nonprofit organizations operating in the Bailey’s Crossroads and Richmond Highway corridor.

As part of that funding, the nonprofit partners were invited to participate in a cohort – facilitated by Earl-Thompson – to collaborate and share insights about ongoing community needs.

“The cohort was such an incredible experience for everyone,” Earl-Thompson shared. “Not only did we get to hear about the incredible work that these organizations are continuing to do – we were able to share information, form new partnerships, and find ways that we could work together to better serve our communities.”

Sharing NoVA partner, Loving Hands Touch Ministry, Inc leveraged their capacity building funding to implement a robust volunteer and board training program to support growth and sustainability.

Eventually, Sharing NoVA made the decision to invest an additional $100,000 in capacity building grants to help partners not only continue their work, but take things to the next level.

“Our Sharing NoVA nonprofit partners are doing such amazing work,” Benton Murphy, Director of Fund Administration and Special Projects at The Community Foundation explained. “We realized that in order to help them continue that work, we needed to invest in their future.”

For the Hub, that means investing in a permanent accounts manager position to help them manage insurance payments. It also means hiring a development team member who can help raise funds to expand the Hub’s services.

“Right now, we’re relying heavily on volunteers and people who care deeply about their community,” Deloatch explained. “We recognize that if we want to be sustainable, we need to invest in our infrastructure.”

“Sustainability means empowering and encouraging our nonprofit partners who serve the communities they live in,” Earl-Thompson added, pointing to the number of Sharing NoVA partners who are grassroots organizations. “By investing in their infrastructure and capacity building, we’re not only investing in their organization; we’re investing in their community.”

Staff at the Culmore Clinic review floor plans for a new office space - made possible in part by a Capacity Building Grant through Sharing NoVA

Culmore Clinic is also investing in infrastructure, in the form of a campaign consultant to help them secure a new space for their clinic. The organization was recently offered rent free space in a neighboring development project that is soon to be built. However, the offer would require them to raise $1.5 million to support the development – a price tag that is higher than the organization’s total annual operating budget. Sappe-Watkins said the organization plans to hire a consultant who can help them launch a capital fundraising campaign to secure a future home for the growing organization.

“With the growing number of people we continue to serve, we know that having a new space will mean so much for our community,” Sappe Watkins shared. “But to achieve big goals like that, we need a lot more capacity than we currently have. This grant makes a huge difference.”

Want to get involved in Sharing Northern Virginia and find ways to make meaningful investments in your community?

New committee members are always welcome! Contact Benton Murphy at bmurphy@thecommunityfoundation.org

Leaders of the Future: Meet Our Sharing Community Nonprofit Partners

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

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

• ScholarChips, Inc

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Community Bridges

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

• Home Care Partners

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Housing Unlimited

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• The Foundation Schools

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Jacob's Ladder, Inc

  Which Communities/Neighborhoods do you serve?

  All zip codes in Prince George's County..

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

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

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

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

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

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

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

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

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

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

• Habitat for Humanity Metro Maryland

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Phase 3 Training Corporation

  Which Communities/Neighborhoods do you serve?

  Montgomery county

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

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

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

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

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

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

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

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

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

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

• Urban Ed, Inc

  Which Communities/Neighborhoods do you serve?

  Anacostia, ward 8, ward 7 and DC overall

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

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

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

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

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

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

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

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

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

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

• Mary's Center

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• Red Wiggler Foundation, dba Red Wiggler Care Farm

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Story tapestries

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• The Upcounty Hub

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Loving Hands Touch Ministry, Inc.

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• Hardemon Dynasty, Inc

  Which Communities/Neighborhoods do you serve?

  Richmond Highway Community

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

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

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

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

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

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

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

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

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

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

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

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

• Joyful Hands

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Sasha Bruce Youthwork

  Which Communities/Neighborhoods do you serve?

  District of Columbia, Prince George’s County, MD

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• NAMI Montgomery County

  Which Communities/Neighborhoods do you serve?

  Everyone in Montgomery County

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

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

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

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

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

  We have been fortunate to receive funding over the years.

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

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

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

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

• Crossroads Community Food Network

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• birdseed

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Culmore Clinic

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Montgomery Moving Forward

  Which Communities/Neighborhoods do you serve?

  All of Montgomery County

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

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

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

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

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

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

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

• Latino Economic Development Center

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Manna Food

  Which Communities/Neighborhoods do you serve?

  We serve all of Montgomery County, Maryland.

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

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

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

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

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

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

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

• Arm & Arm

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Rainbow Community Development Center, Inc

  Which Communities/Neighborhoods do you serve?

  Rainbow serves communities throughout Eastern Montgomery County with weekday food distributions by appointment and reaches residents across all of Montgomery County through our Saturday Grab and Go events. We also provide monthly food distributions for residents at two senior low-income apartment complexes in the White Oak community of Silver Spring.

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

  Rainbow Community Development Center is dedicated to supporting individuals and families in need by offering vital services that promote stability and well-being. Our programs include nutritious food distributions, eviction and utility assistance, emergency shelter, and financial literacy classes — all designed to help people overcome challenges and move toward self-sufficiency.

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

  Support from the Sharing Community Initiative has made a meaningful difference in Rainbow’s ability to grow and serve our community. Since receiving this funding, we’ve increased the number of families we serve by 20% each year. It has also opened doors for our Executive Director to connect with new partners and donors, resulting in three corporate partnerships that bring 10 to 15 volunteers each month — along with generous financial contributions from both the companies and their employees.

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

  In recent months, we’ve experienced a significant rise in demand for our services, with 250 more households seeking food assistance each month compared to 2024. Requests for eviction prevention and utility assistance have also reached record levels, outpacing our available funding. Additionally, we’re seeing unique challenges within our Haitian immigrant community — many families, though here legally, are afraid to leave their homes due to current immigration policies. In response, we’ve been asked to deliver food directly to these families and are actively working to secure the necessary resources and transportation to support them.

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

  As a nonprofit leader, my dream for the future is to build a stronger, more resilient community where everyone has access to the resources they need to thrive. I aspire to expand our reach, ensuring that no one faces food insecurity, housing instability, or financial hardship alone. I also hope to create deeper partnerships that amplify our collective impact, allowing us to provide more sustainable solutions for families and individuals. Ultimately, my goal is to empower people to achieve self-sufficiency and build a future where all community members can flourish.

• American Academy of Pediatrics, DC Chapter

  Which Communities/Neighborhoods do you serve?

  DCAAP serves the District of Columbia through our chapter members, pediatricians and allied health professionals that practice clinically in community clinics, private practices and health systems found in all wards of DC. Through educational programming, community outreach, and clinical care we also serve the greater DMV.

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

  Our mission is to promote the optimal health and development of children and adolescents of Washington, D.C. in partnership with their families and communities, and to support the pediatricians who care for them.

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

  DCAAP plans to utilize the Sharing Community grant funding to increase our reach among families and pediatric care providers. In particular, we are excited to expand the involvement of parents and teens in our chapter programming through a community advisory board. Greater community participation will ensure the advocacy goals we champion best represent the priorities of the residents that we serve. We also hope the Sharing Community Initiative will allow us to strengthen ongoing community partnerships, including an ongoing collaboration with DC Women Infants and Children (WIC). This work has already led to an increase in referrals, utilization, and bi-directional communication between DC WIC and healthcare providers, serving as an excellent example of how our organization services families and pediatric care providers.

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

  The support of the Sharing Community Initiative is critical for our ongoing mission, and we expect it will lead to the opportunity for increased participation by the DC community in shaping Chapter programming. We are also thrilled to be joining the Sharing Community family and look forward to the future opportunities for learning and collaboration this connection provides.

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

  The cornerstone of DCAAP’s work has been to address health inequity, which is not a current federal priority. We seek to uplift and encourage diverse voices in our community through our programs which can also be challenging in times of uncertainty. Although our organization does not currently have federal funding, our work has benefited from being integrated into federally funded programs including partnerships with federal social programs (WIC), public campaigns to increase pediatric vaccinations, and training in trauma informed care. As an organization of pediatric care providers, DCAAP also strives to provide guidance for families around healthcare and well-being rooted in evidence-based policy and guidelines, leaving politics and sensationalism out of the equation

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

  Our vision is that all children and adolescents in DC are healthy, both physically and mentally; have access to quality pediatric health services; and have strong advocates in their families, communities and government.

• AfriThrive, inc

  Which Communities/Neighborhoods do you serve?

  We serve underserved African immigrant and minority communities in Montgomery County (Aspen Hill, Glenmont, Wheaton), Prince George’s County (Lanham), and the greater Baltimore area, including Essex and Northeast Baltimore City.

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

  AfriThrive’s mission is to advance food security, economic empowerment, and community wellness among African immigrant and minority families. We do this through culturally appropriate food assistance, community gardening, youth development, and economic empowerment programs that address social determinants of health and create pathways to opportunity. Our vision is to build thriving, self-sufficient communities rooted in dignity and resilience.

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

  Thanks to the Sharing Community Initiative, AfriThrive transformed our 2-acre cultural farm in Poolesville into a vibrant source of food security, health, and cultural pride. This support allowed us to grow and deliver fresh, culturally appropriate produce to 400 families each month — offering not just food, but dignity, wellness, and hope. Families are now growing their own food in community gardens, saving up to $300 a month, and our partnerships with local schools and health centers have deepened. We are especially excited to launch a new Food as Medicine initiative, using culturally tailored foods to directly impact the health of school children. This investment is helping us sow lasting seeds of change across the communities we serve.

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

  In recent months, AfriThrive and the community we serve have faced tremendous challenges. Many families have experienced job losses, while the cost of fresh produce and transportation has continued to rise sharply. At the same time, unexpected funding cuts have made it harder to sustain critical programs and staffing. The growing demand for culturally appropriate food and economic support has stretched our resources, but it has not shaken our commitment. In response, we have doubled down on building partnerships, expanding our farm operations, and launching initiatives like Food as Medicine to address not just hunger, but health and resilience. These challenges have only deepened our resolve to stand with our community and create lasting change.

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

  My dream is to continue building a future where solutions are created with the community, not just for them. I envision expanding AfriThrive’s work by deepening partnerships with schools, health centers, local farmers, and grassroots organizations — working side-by-side with families to grow food, build economic opportunity, and strengthen health and wellness. Together, we can create a future where culturally appropriate food, healthcare, and opportunity are within reach for every family. True resilience will come from collaboration, shared leadership, and the belief that lasting change is built in community, not in isolation.

• CareerCatchers, Inc

  Which Communities/Neighborhoods do you serve?

  CareerCatchers serves Montgomery County, Maryland, with a focus on communities in Silver Spring, Wheaton, Gaithersburg, and surrounding neighborhoods. We work with individuals from non-mutually exclusive groups including low-income immigrants, domestic violence survivors, returning citizens, youth aging out of foster care, individuals experiencing homelessness, and those with limited English proficiency or digital literacy—many of whom face overlapping barriers to employment and stability.

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

  CareerCatchers empowers individuals facing barriers to employment by providing individualized career counseling, job readiness training, and access to supportive services. Our mission is to promote stable employment and upward mobility, enhance self-esteem, and foster long-term self-sufficiency. We believe in an equity-driven, client-centered approach that ensures each individual has the tools to thrive.

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

  Funding from the Sharing Community Initiative has been pivotal in strengthening both our direct services and internal infrastructure. With this support, CareerCatchers has made meaningful progress in expanding employee benefits, advancing our IT roadmap to better support secure and efficient remote operations, and enhancing basic services like job readiness workshops and coaching. In 2024, we also launched a targeted healthcare workforce development program that helped over 25 clients—many with intersecting barriers—begin new career paths with ongoing coaching and support. These capacity-building investments have elevated our service delivery and long-term sustainability.

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

  The past several months have brought meaningful growth and some new challenges. We’ve expanded our outreach and are now offering free Basic Services to laid-off federal and contract workers, helping more people at a critical time. While this growth has increased demands on our staff, we remain committed to meeting client needs as efficiently as possible.

  On the funding front, we’re closely monitoring potential changes to federal support, particularly for our Rapid Re-Housing (RRH) program. While no official changes have been announced, our county partners have indicated that adjustments could be coming. We’re planning ahead to minimize any potential impact and ensure service continuity.

  To strengthen our financial resilience, we’re actively diversifying our funding sources. A new Board-led development strategy, a dedicated Fundraising Committee, and expanded donor engagement are positioning us for greater long-term sustainability.

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

  Our vision extends beyond merely surviving the current challenging times—we aspire to create an environment where our organization can truly thrive and expand its impact. We envision a future where: We have successfully diversified our funding streams, creating resilience against government funding fluctuations. Our donor base has expanded significantly, with strong individual giving programs complemented by sustainable corporate partnerships and foundation support. This financial stability allows us to plan strategically rather than reactively.

  Our Basic Services package has evolved into a comprehensive support system that addresses the full spectrum of our clients' needs. We've optimized our operations to serve more people without compromising quality or depleting staff resources. Our service model has become a recognized benchmark that other organizations seek to emulate.

  Our team operates in an environment that fosters innovation and prevents burnout. Professional development opportunities abound, and our retention rates reflect the supportive culture we've cultivated. Our Board of Directors has transformed into a powerhouse of advocacy and fundraising, with members who are deeply engaged and leverage their networks effectively.

  Our organization is widely recognized as an essential community resource. Local businesses, government agencies, and other nonprofits actively seek partnerships with us. Our thought leadership on addressing community needs during uncertain times has elevated our profile and influence in policy discussions.

  Most importantly, we see our clients not just surviving but thriving. The support services we provide create lasting positive change, with former clients returning as donors, volunteers, and advocates. Their testimonials speak to the transformative impact of our work, creating a virtuous cycle of community strength and resilience.

  In this envisioned future, the challenges we currently face have become the catalyst for our greatest period of growth and impact. By remaining adaptable, forward-thinking, and deeply committed to our mission, we will not only weather the current storm but emerge as a stronger, more effective force for positive change in our community.

Enhancing Community Foundation Planned Gifts with Life Insurance - an Oft-Ignored Planned Giving Tool

By Vernon W. Holleman, III, CLU
Co-Chair of The Community Foundation’s Professional Advisor Council.

Turbulent times create opportunities to re-evaluate planning and drive thinking on making an impact on one’s community.  The recent market tumult is no exception.  Here are three ways, briefly described, to utilize life insurance to make, or enhance, planned gifts:

1. Update an Existing Policy Beneficiary to include a Community Foundation or Charity. 

This is an easy option for the policy owner to add an organization(s) of their choosing.  It can be a percentage of the total policy death benefit or a specific amount, e.g. $100,000.00.  There is no current tax deduction for adding the beneficiary, but such an update can be done with both term and permanent life insurance.  Clearly, the likelihood of a policy paying out is greater with a permanent policy but having a Community Foundation or School, or other, named as beneficiary on a term policy can be a nice way for someone young to include bequests in the event of a pre-mature death.  The policy owner can seek help from the agent / broker, or the carrier directly to help facilitate such an updated beneficiary change.

2. Donate an Existing Policy to a Community Foundation or Charity.

A life insurance policy that was once an important cornerstone of a family's financial security plan that is no longer as vital, as savings and assets have grown and child rearing expenses have waned, can be an attractive asset to donate to a Community Foundation or Charity.  Such policies may have been acquired when the first home was purchased or when children were first born.  A review of such a permanent (e.g. whole life, universal life, or variable life) will allow a family to determine the dynamics around the policy and its value for charitable giving purposes.  Clarity around the policy owner, the beneficiary, the cost basis, the current cash value, and the future premium obligation (if any) are the initial factors that must be understood and considered.  These factors will allow the policy owner to determine the charitable tax deduction of the policy donation, and for the Charity to understand what it is receiving. 

Generally, the deducible amount is the lesser of the cost basis (premiums paid) and cash surrender value, as provided by the insurance company (the insurance carrier will provide an “interpolated terminal reserve value”).  For example, if a policy has a $500k cash surrender value with a cost basis of $250k, the deductible gift is $250k.  This planning is covered under IRS Section 170(e) and Revenue Ruling 78.  A deduction assumes the charitable gift value is within the family's Adjusted Gross Income (AGI) limit.  Seeking professional tax advice to confirm the deductible amount is advised.   The gift of the policy must be irrevocable, with the owner relinquishing all rights and incidents of ownership of the policy.  It is important for the Charity to understand the projected, or in-force ledger, future performance and if there are future premiums obligations as it is common for the Charity to hold the policy until the donor’s passing.  Again, the agent / broker can help facilitate such a change of ownership, or the carrier can be contacted directly. 

3. Acquiring a New Policy Owned by the Community Foundation or Charity.

Having a Community Foundation, or other charitable organization, apply for and own a life insurance policy on a donor is a planning alternative, assuming that insurable interest can be established at the outset.  To establish an insurable interest, there must be a financial loss to the charity if the donor were to die, as well as true involvement in the organization over a reasonable period of time.  For example, someone who has given to a charity each year for a long period of time and has served on the Charity’s Board of Governors, or other active committees, would likely be able to establish an insurable interest, as judged by the life insurance carrier.  Someone who is newly involved with an organization, without a long history of giving, would unlikely meet the carriers’ threshold.   It is important to understand that not all life insurance carriers underwrite policies that are owned by charity, so it is important to work with an independent insurance advisor from the outset to establish insurable interest, as well as work through policy design ideas and alternatives to meet the desired budgeting and gift dynamics.  

It is also important that the charity accepts gifts of life insurance.  If insurable interest is established and the Charity is willing to accept such a gift, then the charity applies for, and owns, the policy on the life of the insured (the donor); it is also the beneficiary.  The donor then makes annual gifts to the charity in order to fund the annual premium obligations.  These gifts (premiums) may be deductible, as having the Charity own the policy avoids any incidents of ownership in the policy, which allows the gifts made to the Charity to be deductible, assuming they are within the donor’s Adjusted Gross Income (AGI) limits and the donor's total tax picture is taken into consideration.

This planning alternative provides flexibility and leverage for the donor and a planned (deferred) gift that the charity can count on in the future.  Leverage because the ultimate payout of the life insurance benefit (death benefit) should be greater than the gifts (premiums) made to the charity.  Let’s look at an example of a male age 55 who wanted to make a planned gift to his local Community Foundation (CF) of $500,000.00.  Clearly, he could make a bequest in his estate plan for such a gift.  As an alternative, he worked with his life insurance advisor to explore the economics of using life insurance to achieve the same gift.  He had given generously to the CF for over a decade and served on the CF Board of Trustees, so he was able to establish insurable interest.  He explored various policy designs and determined that funding the policy over ten years was the right gifting strategy for him.  He also wanted to guarantee the policy performance, so he chose a guaranteed variable universal life insurance policy that had annual premiums of $16,000.00 a year for ten years and guaranteed the policy to at least his age 100.  In fact, with a 7% annual return assumption, the death benefit was projected to grow at his age 82.  The CF Development officers found this design and risk structure acceptable, and the policy was applied for.  The Donor was able to make tax deductible gifts to the Community Foundation each year, totaling $160,000.00, and will ultimately leave a $500,000.00 gift to the CF. 

Exploring gifts of existing or new life insurance is a way to increase one’s community impact and the charities they most care about.  Although often overlooked – the outcome can be a real win for both Community Foundations and Donors alike. 

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

Dear Mayor Bowser,

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sincerely,

Tonia Wellons
President & CEO
Greater Washington Community Foundation

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

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

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

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

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

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

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

New Housing Coalition

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

People for Fairness Coalition

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

Empower DC

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

DC Jobs With Justice

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

Miriam’s Kitchen

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

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

HOUSING JUSTICE GRANTEES

• New Housing Coalition ($100k)

• DC Jobs with Justice ($30K)

• DC Fiscal Policy Institute ($30K)

• Empower DC ($30K)

• Fair Budget Coalition ($30K)

• Miriam's Kitchen ($30K)

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

• People for Fairness Coalition ($30K)

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

• LGBTQ Budget Advocacy Coalition ($15K)

A Call to Action: Join the Fight to End Homelessness

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

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

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

Here are some ways you can get involved:

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

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

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

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

Partnership to End Homelessness Announces Critical Investments in PSH Innovation Pilots

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

-      Ann Chauvin, Executive Director, Woodley House

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

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

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

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

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

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

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

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

DCA Together Relief Fund Latest Updates and Impact

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

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

Grantmaking Efforts

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

Providing Relief for Affected Families

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

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

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

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

About the DCA Together Relief Fund

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

The fund was established by the Capital Region Community Foundations, a partnership including ACT for Alexandria, Arlington Community Foundation, Community Foundation for Loudoun and Northern Fauquier Counties, Community Foundation for Northern Virginia, and Greater Washington Community Foundation.

Apply Today for the 2025 LEARN Foundation Scholarship

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

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

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

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

For more information please contact The LEARN Foundation at learnfoundation18@gmail.com.

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

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

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

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

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

 Hammers & Heart: Building A Legacy Through Community Engagement

Madi Ford speaks at a Habitat for Humanity Women Build Event

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

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

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

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

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

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

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

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

Building Career Pipelines to End Homelessness

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Spotlight - Maiava - Reaching New Milestones with Guaranteed Income

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

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

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

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

It’s Never Too Late to Pursue Your Passion

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

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

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

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

How Thrive Prince George’s Has Impacted My Life

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

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

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

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