Belinda Cook: Building Pathways to Financial Planning

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

In honor of National Make a Will month and Black Philanthropy Month, we’re pleased to feature Belinda Cook, private client relationship advisor at Brown Advisory and a valued member of our Prince George’s County Advisory Board.

For Belinda Cook, financial planning is about more than dollars and cents – it’s about growth and building community.

“I love the idea of doing something that continues to make the world grow,” Cook shares. “Everyday, millions of dollars are exchanged in the financial markets – it’s a huge opportunity to build community and make a difference in people's lives.”

As a former Vice President and Trust Officer at Bank of America Private Bank and a current Client Relationship Advisor at Brown Advisory, Cook has spent the past 7 years doing exactly that – helping high-value clients and organizations meet their goals and challenge their expectations of what’s possible for the future.

“I enjoy meeting people where they’re at,” Cook added. “But my goal is always to help them get to a better place than when I found them.”

Cook at her graduation from Bennett College in 2014

From Economic Club Scholar to Financial Planning Professional

Surprisingly, financial planning was not always part of Cook’s career or life goals.

Born in Landover, MD, but raised in DC, Cook graduated from HD Woodson HS in Northeast DC and became the first member of her family to attend college – thanks in part to a scholarships from the College Success Foundation and the David M. Rubenstein Scholarship program through the Economic Club of Washington.

The scholarships not only allowed her to attend the school of her choice (Bennett College in Greensboro, NC), it also connected her to an extensive network of professionals in the finance and financial planning industry – opening up a world of possibilities that she previously had little exposure to.

“In high-school, I had friends that were bank tellers,” Cook recalled. “But most of the finance world – investing, 401Ks, stock market options – wasn’t really something the people in my life did for a living or knew that much about.”

Cook accepts the Distinguished Alumni Award from the Economic Club of Washington in 2024.

Over the course of her first semester, Cook participated in the Economic Club’s Scholars to Leaders program, where she learned more about the finance world. After attending several events for Economic Club Scholars, Cook felt inspired to change her major from Psychology to Business Administration.

Thanks to connections made through the Economic Club’s network, she landed an internship at investment giant Merrill Lynch, where she accepted a fulltime job immediately after graduation and quickly worked her way into the trust and estate planning space at Bank of America and later at Brown Advisory.

The Importance of Estate Planning

One of the biggest concerns Cook tackles in her current role is helping her clients understand the importance of making a will – especially for clients of color. Research shows that nearly 70% of Black homeowners don't have a will or estate plan, compared to 35% of white homeowners—this estate planning gap is something that Cook attributes- at least in part- to cultural and educational barriers.

"A lot of people put off getting their affairs in order because they’re uncomfortable talking about death - especially in the Black community," Cook explains. "We should not wait until it’s too late to have these important conversations. The longer we wait, the harder it will be for all of us."

Another common issue is the misconception that estate planning or making small investments in things like life insurance policies are only for the wealthy.

"You don't have to have a million dollars or even $100,000 to make a will,” Cook explained. “If you can afford to buy new shoes, you can afford a life insurance policy to leave your family in the best position possible."

"You can start anywhere—but you have to start somewhere!"

Giving Back Through Community Involvement

Cook at a Fundraising Event for Girls on the Run DC

In addition to her work in financial planning, Cook enjoys giving back to her community – specifically young people. She currently serves as the Community Volunteer Chair for the DC Chapter of Girls on the Run.

"I remember what it's like to be a young girl in DC and not be able to look up to people who look like you,” Cook shares. “I want to provide that for all young girls – so they can see that they can be whatever they want to be in the world and find fulfillment in that."

Cook is also heavily involved with the Economic Club of Washington – where she helped launch and Chair the Alumni Leadership Council to connect scholars with past honorees to serve as mentors and ambassadors for the program. In 2024, she was recognized as an Economic Club Distinguished Alumni.

It was through her involvement with the Economic Club of Washington that Cook was introduced to The Community Foundation’s President & CEO, Tonia Wellons, and later joined the Prince George’s County Advisory Board.

“It’s super important to give back and pull people forward as you grow,” Cook shared. “I feel like it’s part of my duty to ensure that someone else is doing just as well as you are.”

“That’s why I’m excited to be involved with The Community Foundation! I’m looking forward to giving back to my community.”

Together, We Prosper: Celebrating A Historic Campaign for Economic Justice

The Greater Washington Community Foundation's Celebration of Philanthropy on June 17th at the National Museum of Women in the Arts marked a historic milestone, celebrating the triumphant conclusion of our Together, We Prosper Campaign for Economic Justice. The evening brought together passionate community leaders, generous donors, and dedicated partners who have made transformational change possible across our region. 

Campaign Success: Beyond All Expectations 

The goal was to raise $75 million in gifts to support programmatic work today; and legacy commitments and endowed funds designated for this community, tomorrow. We raised a total of $78 million, exceeding the goal. Designed as an ambitious campaign to increase economic mobility and begin to address the racial wealth gap, the Together, We Prosper Campaign was launched in the Fall of 2022 – one year into The Community Foundation’s bold 10-year strategic vision.  

Built on two central pillars—investing in strategies to close the racial wealth gap and endowing Greater Washington—the campaign mobilized more than 1,200 donors from across the region. Some of the capital raised is already having an immediate impact including Guaranteed Income pilots like Thrive Prince George’s and MoCo Boost, the Brilliant Futures children’s savings pilot, and the Prince George’s County Small Business Support Program.  

As Karen Leder, Campaign Co-Chair, shared, "What makes this successful isn't just the numbers we've achieved; it's the stories of the lives that have been changed – and will be changed in the years to come."  

The majority of funds raised – upwards of $50 million - are by way of legacy commitments and through contributions to endowed funds.  

These inspiring contributions came from donors who trust the Foundation to carry out their philanthropic vision long into the future—representing not just financial investment, but a profound bet on the strength and potential of our region. This, in addition to generous donations to The Community Foundation’s endowment fund, will enable the organization to continue to create lasting change in our region for years to come. 

“Prospering Together is not just a theme,” Seán Morris, Chair of the Board of Trustees added. “It’s a call to action – a call that each of you have heeded.” 

Honoring Our Champions 

The evening recognized a number of individuals and organizations whose exceptional leadership and generosity made this campaign possible. 

First, The Community Foundation honored John ‘Terry’ Beaty, a long-time friend and supporter of The Community Foundation, as the Prospering Together Legacy Champion.  

Early last year, Terry and his wife Anne Mehringer established The Beaty Endowment Challenge Match to encourage donors to establish an endowment with The Community Foundation.  

For each donor that chose to convert their fund to an endowment, name an endowment as their fund’s final purpose or establish a future endowment through a documented bequest intention, Terry and Anne made a $20,000 gift to the Endowment for The Community Foundation—committing $1 million in endowment matching funds. 

To date, the $1 million endowment challenge is more than halfway toward its goal and has raised over $620,000 towards The Community Foundation’s Endowment. The award was presented by 2024 Montgomery County Philanthropist of the Year, Bob Buchanan – a longtime friend of Terry and Anne’s. 

Next, The Community Foundation recognized the PNC Foundation as the Prospering Together Corporate Champion.  

In April 2024, the PNC Foundation partnered with The Community Foundation to launch the Prince George’s County Small Business Support Program. The program provided over $500,000 in grants and technical assistance to small businesses along the Blue Line and Purple Line corridors in Prince George’s County to help them harness the economic benefits of development along the transit corridors.  

The award was presented by Samia Bingham, Founder and CEO of Flavors Culinary Hub, a participant in the Prince George’s County Small Business Support Program. 

The final award of the evening – the Campaign Champion Award - was presented to Karen Leder and William (Bill) Taylor, Co-Chairs of the Together, We Prosper Campaign. Karen & Bill’s dedication and leadership were instrumental to the success of the Together, We Prosper Campaign. 

Q&A with Tonia and Denise Barnes 

A highlight of the evening was an engaging conversation between Tonia and Denise Barnes, publisher of the Washington Informer, that explored the leadership journey and strategic decisions that made this campaign successful. 

Tonia reflected on the Foundation's response during the Covid-19 pandemic and the importance of not forgetting the lessons learned about combating inequities. She emphasized the Foundation's deliberate 10-year strategic framework, noting that "you can't address issues of inequality in a 2-3 year time span." The conversation touched on how the Board of Trustees courageously embraced difficult conversations about race and wealth and sought to understand how to address the racial wealth gap that exists across our region. 

The discussion concluded with a powerful reflection on the campaign's journey." It felt almost impossible when we first started and here we are, tonight, celebrating the success of it," Tonia shared, expressing gratitude for the community's surprising willingness to participate in this transformational work. She emphasized her confidence in the leaders gathered that evening, noting, "we came here to make a difference, together—and together we're going to do that." 

The Impact Continues 

While the Together, We Prosper Campaign has officially concluded, the transformational work it launched continues. The programs, partnerships, and systems changes set in motion will serve as the foundation for decades of community wealth-building and opportunity creation. 

As we celebrated on June 17th, we honored not just the achievement of surpassing our ambitious goals, but the collective commitment to a vision where prosperity is shared by all. The campaign's success belongs to everyone who made it possible—from major donors to community partners to the countless individuals who believed in this transformative work. 

Together, we have proven that our region's strength lies in our shared commitment to justice, equity, and prosperity for everyone. The celebration marked not an end, but a powerful beginning of the lasting change this campaign has made possible. 

Note: The Community Foundation would also like to thank Levine Music, Story Tapestries, Mosaic Visions, and the Eleanor Roosevelt High School Step Team, “Dem Raider Boyz” for generously sharing their time and incredible artistic talents with us.  

Photos of their amazing performances, as well as other images from the event can be found on on our SmugMug account. You can also watch a complete recording of the evening’s program and awards presentations. 

New Faces & Exciting Changes at The Community Foundation

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

The Community Foundation Board of Trustees

The Community Foundation is excited to welcome the following individuals as new members of our Board of Trustees:

David Ford, Independent Advisor

David Ford is an independent business and legal advisor to, as well as an investor in, the seniors-housing industry, commercial real-estate ventures and start-up enterprises. He is a principal investor in (and former Vice Chairman of) a leading developer and operator of seniors-housing communities in California, Nevada and Washington.

David previously served as the COO and General Counsel of a government contracting firm that provided IT consulting services to defense and other federal agencies. For the first two decades of his professional life, he was an attorney in private practice in Washington, D.C., where he specialized in mergers and acquisitions in the healthcare, technology and government-contracting industries.

Dr. Monica Goldson, President & CEO, Junior Achievement of Greater Washington

Dr. Monica Goldson is the first black woman to lead a nonprofit organization that implements equitable, rigorous, scaled and sequenced future-readiness curricula and experiences for school systems to bring unique programming to every student from middle school through high school focused on financial literacy.  Junior Achievement of Greater Washington engages global, national and local business leaders in meaningful and authentic interactions with students. We recruit and train thousands of volunteer mentors from our community to provide consistent guidance, insights and support for over 40,000 students in the region every year.

Prior to taking on this role, Dr. Goldson retired from Prince George’s County Public Schools (PGCPS) as the Chief Executive Officer after 32 years of service. She began her career as a high school mathematics teacher with plans to become an actuary. Within her first few weeks on the job, she realized that education was her true calling. She steadily moved up the administrative ranks, serving in such roles as principal, associate superintendent, deputy superintendent and chief operating officer, just to name a few, prior to her appointment as CEO. During her tenure, Dr. Goldson leveraged a full-scope alternative financing model to design, build, finance and maintain the internationally-recognized Blueprint Schools construction program to build six new middle schools in two years — the very first U.S. public school system to use a public-private partnership (P3) for construction.  Using a traditional and non-traditional construction program model, Dr. Goldson ushered in 17 new schools that will be built in 5 years. 

Dr. Goldson holds three degrees from HBCUs – a bachelor’s degree in mathematics from Florida A&M University, a master’s degree in Elementary and Secondary School Administration from Bowie State University, and a doctorate in Educational Administration and Policy from Howard University.  She served on President Biden’s HBCU Advisory Panel and is currently the Vice President for the Maryland State Board of Education. Beyond the schoolhouse, Dr. Goldson is the recipient of numerous awards and honors. 

Jeff Hamond, Vice President, Van Scoyoc Associates

In 2011, Jeff Hamond recognized something few others did – that philanthropic organizations were not doing enough to tell their story in Washington.  He felt so strongly about this, he left a senior economic policy position on Capitol Hill to develop and lead Van Scoyoc Associate’s Philanthropy Practice – the only one of its kind.  

Today, as the field of philanthropy evolves quickly – with private foundations growing in policy influence, and also living donors, mission/impact investing, and social entrepreneurs playing an expanded role – Jeff is one of sector’s fiercest advocates.  He understands the enormously important role philanthropy and not-for-profits have in American society and culture, and helps these organizations highlight their work for policymakers.  As a Vice President at VSA, Jeff works directly with private and community foundations, and others in the philanthropic space, to share the good work they are doing in local communities, as well as educate lawmakers about the consequences of adverse policy decisions.

Renee Licht

Renee is a retired federal government executive with nearly 30 years’ experience in legal and administrative positions at the Federal Communications Commission, an agency charged with overseeing the Nation’s communications systems.  Since leaving government, she has been active in non-profit grant making in the greater Washington DC area. 

At the FCC, Renee held a variety of positions including Deputy General Counsel, Deputy Chief of the Mass Media Bureau, Deputy Managing Director and senior advisor to several Chairmen and Commissioners.

Following her early retirement, Renee joined Giving Together, an area women’s giving circle supporting women and families in need.  She co-chaired the Grants Committee, the Accelerator Subcommittee (a subgroup targeting grants to BIPOC-led and -serving local residents) and the Racial Equity Working Group.  A long-time Giving Together Board member, in 2022 she became Co-President.  During her two-year term, the giving circle experienced unprecedented growth.

Richard Newman

Richard handles real estate, finance, and tax matters for numerous cultural institutions (including The Phillips Collection, The Arena Stage, and The Shakespeare Theatre); public policy groups (including the World Wildlife Fund, the National Wildlife Federation, the Carnegie Endowment for International Peace, and the Planned Parenthood Federation of America); quasi-governmental entities (The Smithsonian Institution, The National Academies of Science, and the Institute for Defense Analyses); and other large and small nonprofit organizations.

Richard is a former general counsel to The Wolf Trap Foundation for the Performing Arts, The AIA Legacy Foundation, and Discovery Create Children’s Museum. He is a member of the board of The Arena Stage, The Washington Hebrew Congregation, and serves as general counsel to the Washington Housing Conservancy, a nonprofit workforce housing operator. 

Richard was recognized as a leading real estate lawyer in Washington, DC by Chambers USA from 2006-present, and by The American Lawyer. He was recognized as a Leading Lawyer by The Legal 500 US (2019-2023). He has been selected by Super Lawyers magazine as a leading real estate lawyer since 2011. Richard was named a “top lawyer” in real estate by Washingtonian magazine’s biennial list and he is listed in The Best Lawyers in America. In 2023, he was recognized as “Lawyer of the Year” for Public Finance Law, Washington, DC by The Best Lawyers in America. 

Montgomery County Advisory Board

The Community Foundation in Montgomery County is pleased to welcome the following individuals as the newest members of it’s Advisory Board:

Uma Ahluwalia

Uma S. Ahluwalia is a respected social services and public health services professional with extensive experience in the field.  Prior to joining HMA, she had a 22-year public sector career in state and local government.  For twelve years she served as director of the Montgomery County Department of Health and Human Services in Maryland where she led the implementation of the Affordable Care Act, oversaw the move to a more integrated and interoperable health and human services enterprise, and managed public-private partnerships and programs.

Uma’s work experience also includes executive leadership in Child Welfare as the interim director in the Child and Family Services Agency in Washington, DC, and assistant secretary of the Department of Social and Health Services in the State of Washington for the Children’s Administration. 

Her HMA consulting practice spanning across states and counties around social services, public health and behavioral health has further refined her approach to integrating social services with public health and behavioral health to improve outcomes across the lifespan and reduce disparities based on differences across socio-economic conditions.

She has a master’s degree in social work from the University of Delhi in India and a specialist, post-master’s in health services administration from George Washington University. 

Robert G. Brewer, Jr.

Robby is a retiring real estate attorney whose career has been spent at regional law firm, Lerch, Early & Brewer in Bethesda, which celebrated its 75th anniversary in 2025.  He represented regional developers and institutional owners through the critical phases of planning, developing, expanding, buying and selling real estate in Montgomery County and surrounding jurisdictions. He frequently served as his law firm’s board chair and managing partner.

He has been an active leader in many of the area’s most prominent civic, community, and cultural organizations, including the Montgomery County Economic Development Corporation, the Music Center at Strathmore, KID Museum, Imagination Stage, the Greater Bethesda Chamber of Commerce, and the Bethesda Urban Partnership.  Since 2018, he has served as operating president of Miracle League of Montgomery County, which sponsors baseball programs at the Washington Nationals Miracle Field in Germantown for kids with intellectual and physical disabilities.  He is an active volunteer at Nourishing Bethesda.

Robby has received recognition and awards from a variety of professional and community groups, including the Montgomery County Business Hall of Fame, Rebuilding Together, Montgomery County Housing Opportunities Commission, Washington Adventist Hospital, Boy Scouts of American and Chambers, USA. He received his undergraduate degree from Hamilton College, and his law degree from the University of Maryland.

Jennifer Farkas

Jennifer Farkas is the Publisher of Bethesda Magazine and Bethesda Today, where she is responsible for the overall success of the organization, overseeing all aspects from content creation to distribution, revenue and marketing. Her leadership ensures that both publications continue to serve as trusted sources of news, lifestyle content and community engagement in Montgomery County.

Jennifer started with the organization as associate art director in 2007 under the guidance of co-founders Steve and Susan Hull. Her creative background, dedication to high-quality storytelling and passion for business development helped her rise through the ranks, ultimately taking the helm as Publisher in 2024.

Jennifer serves on the advisory board of her children's school, contributing to the advancement of educational initiatives, and is a board member of the Greater Bethesda Chamber of Commerce, where she advocates for local businesses and community development.

A lifelong resident of Montgomery County, Jennifer brings a personal passion for community building to her work and is committed to uplifting and celebrating the region she has always called home. Jennifer lives in Kensington with her husband and their two children, where they enjoy being active members of the community.

Bill Keating

Bill Keating is the owner of SaniJohn Services and Rapid Service Group, a FedEx contracted service provider. His companies provide transportation services to a variety of municipal and commercial customers in the construction, hospitality and waste industries. Prior to December 2016, Bill was the President and COO of Bowie’s Inc., a DC-based waste collection firm that was sold to Envirosolutions Inc.  Early in his career Bill worked as a Vice President at AmeriChoice Healthcare and with the First Boston Corporation and the Blackstone Group.

Bill currently serves as a member of the RLJ Private Equity Executive Network, a $250 million private equity firm based in Bethesda, MD. He is a graduate of Dartmouth College and earned his MBA from the Harvard Graduate School of Business Administration.

Kirsten Quigley

Kirsten is the Founder and CEO of Lunchskins, a mission-driven, women-owned B Corp that creates innovative sustainable consumer products. A lifelong environmentalist, she expertly merged her conservation background with business acumen to address the growing plastic waste crisis through thoughtfully designed eco-friendly alternatives. She received a B.A. in Human Biology from Stanford University, with a special focus on International Health and the Environment. Kirsten also serves on the Maryland/DC Chapter Board of Trustees of the Nature Conservancy.

She resides in Potomac, MD with her husband and two Labrador retrievers, and enjoys visiting her adult children in California, Vermont, and Massachusetts. When not leading her company's sustainability initiatives, Kirsten can be found gardening, cooking, skiing and hiking mountains out west, or exploring the woodland trails near her home.

Linda Caro Reinisch

Linda Caro Reinisch is an artist, musician and retired nonprofit executive with a lifelong commitment to the arts and education. She has helmed a range of organizations in the arts including Woolly Mammoth Theatre Company (Co-founder), Liz Lerman Dance Exchange and Zenith Community Arts Foundation. Her board service includes the Washington Waldorf School, the League of Washington Theatres, and the Kevin Rohan Memorial Eco Foundation in Nepal.

Since retiring, Linda has remained deeply engaged in civic life, organizing local teach-ins to empower citizens on local and state issues. She spends much of her time making art, painting, drawing and working with fiber. As a classically trained singer Linda has performed, recorded and toured with numerous concert choirs, small ensembles and rock bands. Inspired by the bold vision and the creative, compassionate minds at the Greater Washington Community Foundation, Linda currently serves as a member of Sharing Montgomery and the DIVAs (Donors InVesting in the Arts) giving circle.

The Community Foundation Staff

Leslie Jefferson, Program Officer

Leslie joined the Greater Washington Community Foundation in March 2025 as a Program Officer with the Community Investment team. Leslie works closely on general community engagement initiatives such as Opportunity Accounts and VoicesDMV. Leslie was formerly a Development Officer with The Brookings Institution, frontline fundraising for research initiatives such as the Latino Wealth Initiative. Leslie previously served as the Sponsored Research Grants Manager for the Mathematics, Physical Sciences, and Environmental Justice departments at Georgetown University. Prior to that, she served just under 12 years at The SEED School of Maryland in several capacities including Senior Federal Grants and Community Engagement Manager and Family and Community Engagement Coordinator.

Leslie currently serves as an adjunct professor in the University of Maryland’s School of Public Policy and leads grassroots consulting with The Black Mill. She is a doctoral student in Indiana University’s Lilly Family School of Philanthropy, focusing her research on better representation in U.S. philanthropy. She also proudly serves as Co-Chair on the Board of the Young Nonprofit Professionals Network.

Leslie resides in D.C. with her two children and believes wholeheartedly that, “To whom much is given, much is required”.

Benton Murphy, Senior Director, Advisory Services & Fund Administration

The Community Foundation is excited to share that Ben is being promoted to Senior Director of Advisory Services & Fund Administration. Ben provides overall fund administration and impact measurement functions and supports the overall business operations of the organization. Ben has more than 20 years of experience in the nonprofit and philanthropic sectors. We are excited to continue to benefit from his expertise.

Jennifer Olney, Program Director, Partnership to End Homelessness

We’re excited to share that Jennifer has been promoted to Program Director of the Partnership to End Homelessness. Jennifer joined the Greater Washington Community Foundation in November 2019 and quickly became an integral part of The Community Foundation’s approach to end homelessness in DC. As the Program Director for the Partnership to End Homelessness, Jennifer brings together the public and private sectors to advance effective and innovative solutions to ensure homelessness is rare, brief, and non-recurring in DC. We are grateful for her leadership and dedication as she continues to coordinate this critical work for our region.

Rachel Crawford, Controller

We’re also excited to share that Rachel Crawford will be assuming a new role as Controller for The Community Foundation. As Controller, Rachel has primary responsibility for the investment functions for the Foundation, which includes monitoring, implementing and maintaining appropriate internal controls for the organization; as well as leads the annual audit.

Kirby Gaherty, Senior Felllow, Community Safety & Harm Reduction

The Community Foundation would like to congratulate Kirby Gaherty who recently accepted an exciting new position with Cities United - a national network dedicated to reducing homicides and shootings among Black men and boys.

Over the past year, Kirby has done incredible work to accelerate the community safety ecosystem in DC by convening with strategic partners across business, philanthropy, nonprofits, and local government.

We are so grateful for everything that she has done on behalf of our organization and the larger DC community and wish her all the best in this exciting next chapter of her career!

National Pet Appreciation Week

Finally, did you know that June 1-7 was National Pet Appreciation Week? Our team celebrated by sharing pictures of some of our furry family members.

From our family to yours, we hope you have a wonderful summer!

A Victory for Maryland's Future: Baby Bonds Study Moving Forward

Darius Graham, Managing Director for Community Investment with Maryland Delegate Mark Edelson

By Darius Graham, Managing Director for Community Investment

Maryland is taking a meaningful step toward expanding economic opportunity for children and families. The state’s budget that was signed in May by Governor Moore includes a provision directing the Comptroller to study the feasibility of a statewide baby bonds program that could help children born into poverty build wealth and achieve long-term financial security. With this study underway, Maryland is one step closer to making baby bonds a reality for children across the state.

At the Greater Washington Community Foundation, we’re proud to have played a leading role in bringing the idea of baby bonds to the forefront in Maryland. We were grateful for the opportunity to introduce the concept of a statewide baby bonds program to Delegate Mark Edelson and to work closely with him to craft House Bill 753 — the precursor to the provision ultimately included in the budget bill. We also provided testimony in support of the bill, recognizing its potential to chart a new course for building generational wealth, particularly for children from low-income families.

Maryland isn’t starting from scratch. Last year, the Community Foundation and our partners launched Brilliant Futures, a program serving up to 400 kindergartners in Prince George’s and Montgomery Counties. Each student receives an initial deposit of $1,000, with up to $1,000 deposited annually through 12th grade. Upon graduation, these students will have approximately $13,000 to use for education, homeownership, entrepreneurship, or other wealth-building activities. This study marks a pivotal step in our ongoing effort to transform innovative pilot programs like Brilliant Futures into public policy — turning bold ideas into lasting impact for children across the region.

The study will examine what it would take to scale a model like this statewide. It will explore sustainable funding sources, assess infrastructure needs, and analyze the potential impacts of baby bonds on key indicators like homeownership rates, higher education attainment, and small business development. This isn’t just about dollars and cents — it’s about opportunity. It’s about ensuring that every child in Maryland, no matter the zip code they’re born into, has a fair shot at building a stable, successful future.

“I truly believe that Baby Bonds can radically change outcomes for children facing poverty,” Delegate Edelson said. “I was so pleased to be able to move the needle on this discussion and I am looking forward to seeing the report when it is published.”

We’re excited to be part of this journey and grateful to Delegate Edelson — not only for advancing the original bill, but also for helping ensure the baby bonds study was included in the final state budget. We look forward to sharing more as the study progresses and to continuing the push for a future where all young Marylanders have the financial resources they need to pursue their dreams.

Community Voice and Visioning is Economic Justice - Reimagine's Dreamscape Journey

Dawnn Leary, Staff lead of Reimagine and Senior Director, Grants & Strategic Initiatives & Maryam Abdul-Kareem, Owner Heartwork Consulting

Economic justice is often defined by policies, metrics, and outcomes—minimum wages, unemployment rates, wealth gaps. But what if true economic justice isn't just about better numbers? What if it begins with the radical act of asking: Who gets to define what a just economy looks like?

For too long, the table for imagining our futures has been reserved for those with institutional power. Meanwhile, those most impacted by injustice—those building worker co-ops, fighting for tenants’ rights, and organizing for care workers—have been expected to implement someone else’s vision. We decided to flip that script.

Why We Embarked on a Community Visioning Process

In 2022, as we (Reimagine, formerly the Greater Washington Workforce Development Collaborative) underwent a robust listening and learning discovery process, which we announced last year, we heard a clear call from nonprofit and movement partners:

“We want to help shape the framework—not just respond to it.”

That feedback lit the path forward. If we are truly committed to economic justice, we must start by redistributing not just resources, but power—including the power to define problems, set priorities, and imagine solutions.

So, we launched the Dreamscape Process: a multi-month, community-led visioning journey centered on the leadership, wisdom, and lived experiences of those on the frontlines. This was not a traditional “engagement exercise.” It was a reintroduction of our mission in practice. As the Dreamscape process launched, a group of twenty-one (21) funders participated in a parallel learning series focused on supporting community led systems-change—recognizing that truly honoring community wisdom requires philanthropy to engage in its own political education beyond centering institutional assets.

We chose the name Reimagine with intention. It’s not just branding—it’s a commitment. To reimagine, we must center imagination, redistribute decision-making, and rebalance our ways of working to include rest and restoration as a political necessity.

How We Designed our Dreamscape Process

We co-designed the Dreamscape Process with a planning committee made up of community-rooted leaders from Beloved Community Incubator, Tenants and Workers United, and Progressive Maryland. Together, we built a process that emphasized relationship, rest, and radical imagination.

We brought in Heartwork Consulting, led by Maryam Abdul-Kareem, whose liberatory facilitation approach made space for vulnerability, truth-telling, and deep visioning. Over

six months, we held in-person retreats and virtual gatherings with seven grassroots organizations:

• Beloved Community Incubator

• Maryland Center for Economic Policy

• Muslims for Just Futures

• National Domestic Workers Alliance

• Progressive Maryland

• Tenants and Workers United

• Virginia Solidarity Economy Network

Each organization received operating support grants in recognition of their time, expertise, and labor. From the outset, we honored lived experience as expertise—not as an add-on, but as the foundation.

Why Rest Was Central to our Process

“We can’t reimagine if we’re too exhausted to dream.”

Organizers are navigating relentless crises. Urgency is constant. Burnout is expected. So we asked: What would it look like to build rest into the core of economic justice work—not as a luxury, but as a requirement for sustainability and strategy?

In Dreamscape sessions, we intentionally slowed the pace. We created space for connection without agenda, for reflection without output. The insights that emerged didn’t happen despite the rest—they happened because of it.

“Rest isn’t separate from economic justice. It is the work.”

What We Learned: Insights from the Frontline

Throughout this process, powerful lessons emerged that are now reshaping our strategy, funding approach, and priorities. Here are just a few:

1. Long-Term, Flexible Funding is Non-Negotiable

“Funders need to keep up with the long-term commitment required to shift systems.”

Organizers need multi-year general operating support and trust-based relationships to scale sustainable models like worker cooperatives.

2. Fund the Work Behind the Work

“Unfortunately, funders don’t often support the work required to nurture and sustain the people doing this work.” —Felix Macaraeg, Beloved Community Incubator

Participants identified chronically underfunded areas essential to movement-building: political education, healing justice, language access, cross-collaboration, and imaginative visioning.

3. Accessibility is a Justice Issue

Funding processes must reflect the communities they aim to serve. That means phone or video applications, minimal reporting, and grantee-defined success metrics—not long, written-only applications.

4. Systems Change Requires Cultural Shifts

“Systems change is shifting policy, structures, and norms—including the idea that if someone wins, someone else has to lose.” —Kevin Slayton, Maryland Center for Economic Policy

Participants called for a broader definition of systems change—one rooted in divesting from harmful institutions, honoring care work, and building solidarity economies.

What Community Vision Looks Like

The Dreamscape Process affirmed that deep systems change comes from those who live the work every day. Their words were reminders and roadmaps:

“We are always getting into good trouble. That’s part of being an organizer—we can’t keep quiet.” —Evelin Urrutia, Tenants and Workers United

“We care for the community by keeping the joy and fostering hope.” —Mariam Ayoudon, Muslims for Just Futures

“Success is when we change how workers see their own power—and help them step into it.” —Alana Eichner, National Domestic Workers Alliance

These weren’t just powerful reflections—they were strategic insights rooted in deep practice.

From Vision to Action

The Dreamscape Process wasn’t a one-time project. It was a turning point.

Moving forward, Reimagine will:

• Expand multi-year, flexible funding opportunities

• Integrate healing and imagination into funding priorities

• Adopt accessible, human-centered grantmaking practices

• Support regular gatherings for peer learning, rest, and reflection

• Regularly engage organizers as a thought leaders.

This is what it means to reimagine, redistribute, and rebalance.

A Call to Join Us

This moment asks all of us—funders, organizers, movement builders, and neighbors—to do more than change outcomes. It asks us to change who defines the outcomes. It asks us to shift not just money, but mindsets. To fund what sustains us. To center rest. To trust frontline wisdom. To believe that new economies are not only possible—they are already being built.

“We build partnerships by knowing this work is happening—and we just have to connect the dots.” —Mariam Ayoudon

If you're ready to shift power, fund bold ideas, and help co-create the conditions for dignity, safety, and abundance—join us.  Let’s build an economy where every voice matters, and every dream is possible.

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 [email protected]

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.

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

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

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

From Home School Parent to Public School Advocate

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

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

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

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

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

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

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

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

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

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

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

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

Broadening Horizons with Sharing Prince George’s

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Leaders of the Future: Meet Our Sharing Community Nonprofit Partners

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

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

• ScholarChips, Inc

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Community Bridges

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

• Home Care Partners

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Housing Unlimited

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• The Foundation Schools

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Jacob's Ladder, Inc

  Which Communities/Neighborhoods do you serve?

  All zip codes in Prince George's County..

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

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

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

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

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

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

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

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

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

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

• Habitat for Humanity Metro Maryland

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Phase 3 Training Corporation

  Which Communities/Neighborhoods do you serve?

  Montgomery county

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

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

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

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

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

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

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

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

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

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

• Urban Ed, Inc

  Which Communities/Neighborhoods do you serve?

  Anacostia, ward 8, ward 7 and DC overall

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

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

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

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

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

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

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

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

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

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

• Mary's Center

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• Red Wiggler Foundation, dba Red Wiggler Care Farm

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

• Story tapestries

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• The Upcounty Hub

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Loving Hands Touch Ministry, Inc.

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• Hardemon Dynasty, Inc

  Which Communities/Neighborhoods do you serve?

  Richmond Highway Community

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

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

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

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

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

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

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

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

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

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

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

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

• Joyful Hands

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Sasha Bruce Youthwork

  Which Communities/Neighborhoods do you serve?

  District of Columbia, Prince George’s County, MD

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

• NAMI Montgomery County

  Which Communities/Neighborhoods do you serve?

  Everyone in Montgomery County

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

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

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

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

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

  We have been fortunate to receive funding over the years.

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

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

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

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

• Crossroads Community Food Network

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• birdseed

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

• Culmore Clinic

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Montgomery Moving Forward

  Which Communities/Neighborhoods do you serve?

  All of Montgomery County

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

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

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

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

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

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

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

• Latino Economic Development Center

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• Manna Food

  Which Communities/Neighborhoods do you serve?

  We serve all of Montgomery County, Maryland.

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

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

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

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

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

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

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

• Arm & Arm

  Which Communities/Neighborhoods do you serve?

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

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

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

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

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

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

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

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

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

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

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

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

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

• 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.

• Interfaith Works

  Which Communities/Neighborhoods do you serve?

  Interfaith Works serves people experiencing homelessness and poverty all across Montgomery County, MD.

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

  Interfaith Works (IW) is a 501(c)(3) nonprofit that provides vital services and a pathway to greater stability to over 35,000 Montgomery County residents each year. Interfaith Works programs provide emergency shelter, supportive housing, essential needs, and employment programs.

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

  Sharing Montgomery’s generous investment will make a big impact by assisting Montgomery County residents with bridging the gaps between their needs and available resources. The grant will help Interfaith Works provide our neighbors with emergency financial assistance, free clothing and household goods, vocational and educational services, and a complete continuum of housing, including shelters and supportive housing. This means each client will have access to the tools, resources and skills they need to seek stability, wherever they are in their personal journey.

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

  These are extraordinarily difficult times for our entire community. There is distressing news regarding proposed budget cuts at Federal agencies including HUD. These cuts would pose extreme challenges not just for Interfaith Works, but for social service programs across the county and the entire country. And even before any cuts are made, it is clear an increasing number of our neighbors find themselves experiencing homelessness. In Montgomery County alone, we have witnessed a 97% increase in homelessness between 2022 and 2024, a trend we expect to continue. Supportive housing programs like ours play a crucial role in reducing the number of people living outside and ultimately help people exit shelters. This is a significant issue in our community no matter what happens with the Federal budget. To put this in a statewide perspective, almost 20 percent of people experiencing homelessness in Maryland are in Montgomery County. Cuts to homeless services programs will have deep and lasting impacts in our community. We are part of a robust system of care in our County involving many partner organizations that will be hit hard as well. The expected shrinking of available resources comes at a time when pressures on the system are likely to grow with many residents affected by Federal layoffs potentially seeking help, some for the first time ever. We have begun to field inquiries from these former Federal employees about getting help. We must be ready for what lies ahead.

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

  As a nonprofit leader, our community will need a nonprofit sector that is:

  - Well-funded with sustainable resources to meet the growing needs in our communities and genuinely valued and recognized by the broader community for its essential work in addressing critical social needs.

  - Positioned to respond effectively as community needs continue to grow, especially as government resources (Federal or otherwise) are forecast to shrink.

  - Equipped to make more nimble data-driven decisions to effectively address the most pressing social challenges in our community.

  - Focused on advocacy to drive meaningful systemic change through policy reform, while using our power to convene and educate the community about - the most pressing social needs, where policy change is needed, and how they can become actively involved in creating systemic change.

  - Defined by strong partnerships and collaborations between social service nonprofits, where we share resources, strategies, and pursue joint funding opportunities to maximize our collective impact.

  We see new opportunities to collaborate with our community partners, our donors, our volunteers, and our clients so we are able to meet this moment together.

Apply Today for the 2025 LEARN Foundation Scholarship

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

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

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

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

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

Spotlight - Maiava - Reaching New Milestones with Guaranteed Income

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

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

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

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

It’s Never Too Late to Pursue Your Passion

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

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

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

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

How Thrive Prince George’s Has Impacted My Life

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

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

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

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

New Faces & Exciting Changes at The Community Foundation

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

The Community Foundation Board of Trustees

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

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

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

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

Montgomery County Advisory Board

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

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

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

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

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

Prince George’s County Advisory Board

Belinda Cook, Private Client Relationship Advisor

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

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

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

The Community Foundation Staff

Nathan McMullen, Strategic Initiatives Associate

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

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

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

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

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

Olivia Hsu, Development Officer, Planned Giving

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

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

Yorman De La Rosa, Donor Services Officer

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

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

Silvana Straw, Senior Community Investment Officer & Philanthropic Advisor

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

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

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

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

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

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

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

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

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

In Solidarity: Creating Soft Spaces in Hard Times

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

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

By Habib Bako

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

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

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

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

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

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

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

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

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

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

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

Spotlight: Julia - Strengthening Family Foundations Through Guaranteed Income

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

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

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

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

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

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

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

Navigating the Foster Care System with CASA Prince George’s

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

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

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

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

Starting a Family & Transitioning Out of Foster Care

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

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

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

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

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

Looking Forward with Thrive Prince George’s

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

   A few examples of this include:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Kwesi Ames and his father, Samuel Ames.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2024: A Year in Review

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

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

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

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

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

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

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

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

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

Addressing the Challenges & Opportunities for 2025

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

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

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

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

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

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

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

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

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

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