News — Greater Washington Community Foundation

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

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

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

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

Why We Embarked on a Community Visioning Process

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

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

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

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

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

How We Designed our Dreamscape Process

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

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

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

  • Beloved Community Incubator

  • Maryland Center for Economic Policy

  • Muslims for Just Futures

  • National Domestic Workers Alliance

  • Progressive Maryland

  • Tenants and Workers United

  • Virginia Solidarity Economy Network

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

Why Rest Was Central to our Process

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

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

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

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

What We Learned: Insights from the Frontline

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

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

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

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

2. Fund the Work Behind the Work

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

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

3. Accessibility is a Justice Issue

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

4. Systems Change Requires Cultural Shifts

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

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

What Community Vision Looks Like

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

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

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

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

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

From Vision to Action

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

Moving forward, Reimagine will:

  • Expand multi-year, flexible funding opportunities

  • Integrate healing and imagination into funding priorities

  • Adopt accessible, human-centered grantmaking practices

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

  • Regularly engage organizers as a thought leaders.

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

A Call to Join Us

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

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

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

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

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

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

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

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

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

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

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

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

Cash Transfers: An International Solution to a Domestic Crisis

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Click here to watch a complete recording of the convening

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

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

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

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

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

From Education to Career – Building a Pipeline to Innovation

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

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

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

A New Collaborative Model

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

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

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

Next Steps and Implementation

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

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

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

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

Andrew Vincent, Horning - Building Bridges to Affordable Housing

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

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

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

From NASA to Baltimore and Back – An Unlikely Career Path

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

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

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

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

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

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

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

 The Power of Collaboration in Building Community

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

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

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

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

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

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

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

The Role of Developers in the Fight Against Homelessness

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

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

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

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

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

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

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

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

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

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

Defending the Right to Expression Through Philanthropy

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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About the Greater Washington Community Foundation

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

About CareFirst BlueCross BlueShield

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

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

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

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

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

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

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

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

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

Here's what we found:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Basic Needs

 
 

2025 Sharing Community Fund Nonprofit Partners - Economic Mobility

2025 Sharing Community Fund Nonprofit Partners - Community WEalth building

 
 

2025 Sharing Community Fund Nonprofit Partners - Capacity building

 
 

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

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

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

From Home School Parent to Public School Advocate

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

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

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

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

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

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

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

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

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

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

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

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

Broadening Horizons with Sharing Prince George’s

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Investing in ‘Social-preneurs’ through Sharing

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

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

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

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

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

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

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

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

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

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

Redefining Philanthropy: Time, Talent, and Treasure

For Jill, true philanthropy encompasses more than financial contributions.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From Scholarship Champion to Community Advocate

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

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

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

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

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

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

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

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

The Power of Sharing Montgomery – A Partnership for Community Development

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

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

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

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

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

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

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

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

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

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

A Personal Commitment to Giving Back

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

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

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

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

Building Capacity and Community Through Sharing NoVA

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

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

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

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

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

“Trust. Access. Acceptance.”

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

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

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

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

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

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

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

Building for Case for Community & Capacity Building

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Leaders of the Future: Meet Our Sharing Community Nonprofit Partners

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Dear Mayor Bowser,

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Sincerely,

 
 

Tonia Wellons
President & CEO
Greater Washington Community Foundation

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

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

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

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

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

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

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

New Housing Coalition

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

People for Fairness Coalition

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

Empower DC

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

DC Jobs With Justice

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

Miriam’s Kitchen

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

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

HOUSING JUSTICE GRANTEES

  • New Housing Coalition ($100k)

  • DC Jobs with Justice ($30K)

  • DC Fiscal Policy Institute ($30K)

  • Empower DC ($30K)

  • Fair Budget Coalition ($30K)

  • Miriam's Kitchen ($30K)

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

  • People for Fairness Coalition ($30K)

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

  • LGBTQ Budget Advocacy Coalition ($15K)

A Call to Action: Join the Fight to End Homelessness

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

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

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

Here are some ways you can get involved:

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

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

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

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

Partnership to End Homelessness Announces Critical Investments in PSH Innovation Pilots

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

-      Ann Chauvin, Executive Director, Woodley House

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

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

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

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

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

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

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

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

DCA Together Relief Fund Latest Updates and Impact

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

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

Grantmaking Efforts

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

Providing Relief for Affected Families

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

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

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

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

About the DCA Together Relief Fund

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

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

Apply Today for the 2025 LEARN Foundation Scholarship

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

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

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

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

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

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

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

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

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

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

 Hammers & Heart: Building A Legacy Through Community Engagement

Madi Ford speaks at a Habitat for Humanity Women Build Event

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

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

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

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

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

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

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

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

Building Career Pipelines to End Homelessness

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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