Leaders of the Future: Meet Our Sharing Community Nonprofit Partners

Northern VirginiaMontgomery CountyPrince George's CountyDCLeaders of the Future

Apr 14

Written By Jan Bigas

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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."

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.

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.

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.

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.

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.

Jan Bigas

Building Capacity and Community Through Sharing NoVA

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

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