A Call to Action: Protecting Our Community's Housing Priorities

In a time of unprecedented challenges to housing security and homelessness prevention efforts, the Partnership to End Homelessness hosted "A Call to Action: How You Can Protect Our Community's Housing Priorities," a webinar bringing together experts, advocates, and individuals with lived experience to discuss the path forward and strategies for collective action.

Progress Worth Protecting

Launched in 2019, The Partnership to End Homelessness has made remarkable strides in addressing homelessness in DC. The Community Foundation’s President and CEO Tonia Wellons opened the session by highlighting the significant impact of the Partnership’s collaborative work over the past five years.

"Since 2019, we've created and preserved nearly 1,000 homes for low-income individuals and families," Wellons shared. “We've leveraged and aligned nearly 20 million dollars in funding to invest in affordable housing and grants for DC nonprofits. And we've advocated for over a billion dollars successfully in public sector investments."

These aren't just numbers—they represent real progress that must be protected in the face of current threats. Scott Schenkelberg from Miriam's Kitchen reinforced this message, reminding attendees that we know what works: housing.

"We know that housing ends homelessness," Schenkelberg emphasized. "There are a lot of myths and misconceptions about well, if people just got their behavioral health improved, or their physical health improved, or any number of things. And that's all true—we want those kinds of outcomes for people, but without the foundation of a home, without a stable place to do recovery, or to get healthier, to look for work, without any of those things, all those other outcomes are really challenging."

In Miriam's Kitchen's permanent supportive housing program, the housing retention rate after one year is an impressive 99%. This represents thousands of individuals who now have a safe place to call home, a foundation from which they can begin to rebuild their lives.

Federal Updates: A Starvation Budget

Amanda Andere, CEO of Funders Together to End Homelessness at the 2022 National Conference on Ending Homelessness.

Amanda Andere from Funders Together to End Homelessness painted a concerning picture of federal developments. The recently released FY26 budget proposal has been dubbed the "Starvation Budget" for good reason—it threatens to strip away critical lifelines for our most vulnerable neighbors.

Amanda explained how the proposed cuts to HUD's homeless assistance grants would effectively eliminate funding for permanent supportive housing—the very model that has proven so successful in our community. The restructuring of federal rental assistance into state-based grants with arbitrary time limits reveals a fundamental shift away from viewing housing as a human right. Instead, it treats housing assistance as a temporary handout rather than a foundation for stability and growth.

Perhaps most troubling is the suggestion that cities could be penalized for not using punitive approaches to homelessness. This would pressure local governments to criminalize the very people they should be helping, pushing encampment residents further into the margins rather than connecting them with resources and housing.

Local Impacts on DC

Meanwhile, on the local level, Erica Williams from the DC Fiscal Policy Institute described the perfect storm brewing for DC's residents.

Erica Williams, Executive Director of the DC Fiscal Policy Institute.

"We are projecting that about 40,000 DC workers will lose their jobs because of mass layoffs at the Federal level," Williams warned. "That of course has a big impact for the people - the families that are experiencing that job loss directly - for communities that may lose people who have made this place their home, but also our economy.”

“We are projecting that DC is heading into a local recession because of the layoffs - that's going to mean about a billion less in revenue than we were expecting over the next 3 years in our budget."

The situation is further complicated by congressional actions that are forcing DC to revert to previous spending levels, essentially cutting over $400 million from services in the current fiscal year. As Erica shared that two-thirds of DC's budget goes to education, health, human services, and public safety, the implications became clear—these cuts will harm the most vulnerable residents first and worst.

Potential Medicaid cuts loom particularly large in the housing discussion. As Erica explained, Medicaid covers permanent supportive housing services. The proposed changes would push tens of thousands of District residents out of coverage, including many who depend on these services to maintain their housing.

Impact on Direct Service Providers

Scott Schenkelberg, President & CEO of Miriam’s Kitchen

For Scott Schenkelberg and the team at Miriam's Kitchen, these policy threats translate into daily challenges in their work to end homelessness. Scott shared how 70% of the cost for supporting people in housing comes through Medicaid dollars. If those funds disappear, the support services that maintain that impressive 99% housing retention rate become endangered.

Scott described how their meal service numbers have increased dramatically—up 50% since early 2023—and how each time he thinks they've hit a plateau, a new higher number arrives. This isn't just about serving more meals; it's a canary in the coal mine indicating growing housing instability in the community.

The acceleration of encampment closures has created another layer of difficulty. Scott explained how their outreach team is attending to encampment closures daily, disrupting the relationships they've carefully built with residents.

"Every time somebody is moved, every time their belongings are taken, every time they lose some semblance of normalcy, even if they are sleeping outside, it makes it that much harder for outreach workers to connect with them," Scott said. "If our goal is to really move people inside, doing the encampment sweeps in the fashion they are doing right now is very counterproductive."

The Human Impact: A Voice of Experience

Tony Burns, Community Advisory Board Member with Miriam’s Kitchen.

Tony Burns brought the human dimension to what might otherwise remain an abstract policy discussion. As a Guest Advisory Board member from Miriam's Kitchen and a graduate of their permanent supportive housing program, Tony shared his journey with candor and emotion.

"What you don't know can hurt you," Tony reflected, describing his initial skepticism about Miriam's Kitchen before they helped him secure housing in Foggy Bottom—a neighborhood he never imagined he could afford to live. February marked his seventh year in that home, a milestone that visibly moved him as he spoke.

As someone managing HIV for 35 years and a cancer survivor, Tony expressed the weight and anxiety that policy threats create: "You just think about even now, what is life going to look like? It doesn't feel good."

Yet through his story came hope as well. Tony shared how he was able to connect a mentee to Miriam's Kitchen, where they not only provided a meal and case management but also helped secure housing. "This is the kind of work that Miriam's Kitchen does," he said with pride, reminding everyone of the human impact of these programs and policies.

Opportunities for Action

Despite the overwhelming challenges, speakers shared ways forward that blended pragmatism with hope.

Amanda Andere emphasized that while philanthropy can't fill all the funding gaps, it can invest in people and organizations working to change systems. She shared the concept of "block and build"—an organizing strategy that focuses on blocking harmful policies while simultaneously building better systems for the future. "As these systems of care get torn down, many more people will be harmed, but many more people will be searching for a system that works for everyone," she explained.

Erica Williams urged everyone to bring a united voice to local leaders, calling on DC Council members to dig deep and meet this moment by prioritizing health, housing, and economic security in budget decisions. "We cannot mitigate everything," she acknowledged, "but we can reprioritize. We do have some tools at our disposal."

Scott Schenkelberg highlighted The Way Home Campaign, which has successfully advocated for investments in homelessness prevention and housing for over a decade. He reminded everyone that their advocacy has already made tangible differences: "We've seen a much more rational system of how people are prioritized for housing, and we have made the conditions under which people have experienced housing better. And it's all through advocacy."

Perhaps the most poignant call to action came from Tony Burns, who simply urged: "Don't stop giving... you never know the hope that you will give to one of those folk who come from a background like me."

The Greater Washington Community Foundation invites you to join in advocacy efforts to protect housing priorities. Visit our website to learn more about the Partnership to End Homelessness and how you can get involved.

New Faces & Exciting Changes at The Community Foundation

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

The Community Foundation Board of Trustees

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

David Ford, Independent Advisor

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

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

Jeff Hamond, Vice President, Van Scoyoc Associates

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

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

Renee Licht

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

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

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

Richard Newman

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

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

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

Montgomery County Advisory Board

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

Uma Ahluwalia

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

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

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

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

Robert G. Brewer, Jr.

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

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

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

Jennifer Farkas

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

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

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

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

Bill Keating

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

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

Kirsten Quigley

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

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

Linda Caro Reinisch

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

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

The Community Foundation Staff

Leslie Jefferson, Program Officer

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

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

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

Benton Murphy, Senior Director, Advisory Services & Fund Administration

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

Jennifer Olney, Program Director, Partnership to End Homelessness

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

Rachel Crawford, Controller

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

Kirby Gaherty, Senior Felllow, Community Safety & Harm Reduction

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

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

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

National Pet Appreciation Week

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

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

Gun Violence Awareness Month: A Conversation with the Women Leading the Work

Gabrielle Stevens, Director of Grants Management & Community-Based Programs, DC Office of the Attorney General

Kelli D. Sneed, Executive Director of the DC Office of Neighborhood Safety & Engagement (ONSE)

Washington, DC currently has two Community Violence Intervention (CVI) initiatives run by city agencies. Cure the Streets through the Office of the Attorney General (OAG) has been operating since 2018 and the Violence Intervention initiative operated by the Office of Neighborhood Safety and Engagement or ONSE (in operation since 2017).  

Currently, two Black women leaders oversee the city’s CVI efforts- Kwelli D Sneed, Executive Director of DC’s Office for Neighborhood Safety & Engagement (ONSE) and Gabrielle Stevens, Director, Grants Management and Community-Based Programs with the DC Office of the Attorney General (OAG).  

Below, we learn more about these two leaders and the city-led (but community-based) efforts to curb violence. 

Talk a little bit about the work that you lead here in DC. 

KDS: As a native Washingtonian, my commitment to the well-being of the District is deeply personal. Growing up here, I’ve seen both the challenges our communities face and the tremendous resilience within them. That perspective fuels my devotion to making a meaningful impact through my work. 

Throughout my career across various roles in DC government, I’ve had the opportunity to develop a comprehensive understanding of how our government systems operate— and more importantly, how to navigate those systems to ensure residents are truly served. 

As the Director of ONSE I get to continue to do this as I lead our agency toward our mission of reducing gun-related violence in every ward across the District 

GS: In my role as Director, one of my chief responsibilities is managing OAG’s Violence Reduction Unit and flagship community violence interruption program, Cure the Streets (CTS). The CTS program is built on the belief, supported by research, that empowering communities to intervene with those at highest risk of gun violence and changing the social norms surrounding it can have significant, lasting impacts. 

Over the last seven years, we have seen transformation in the program staff, participants, and communities that we serve. The CTS program has been successful in reducing gun violence in key neighborhoods across the District. More information about the program and our impact can be found on our website.  

When you think about your partners in the community that work on the frontlines to interrupt and intervene in violence- what do you want residents of DC to know about them. 

KDS: When I think about our partners in the community who are on the frontlines interrupting and intervening in violence, I want DC residents to know that these are not just workers—they are neighbors, mentors, healers, and protectors. Many of them have lived the very experiences they now work every day to prevent. They bring credibility, compassion, and a deep commitment to the people and communities they serve. 

These individuals put their lives on the line—day and night—responding to shootings, mediating conflicts, supporting families in crisis, and helping people find a different path. They do this work quietly, often without recognition, but the impact is profound. Their presence helps prevent retaliation, ease community tensions, and connect people to critical resources like housing, employment, and trauma support. 

What people often miss about community violence intervention (CVI) in DC is that it’s not just about responding to violence—it’s about preventing it through trust, relationships, and consistency. CVI isn’t a quick fix. It’s a long-term investment in people, communities, and healing. When paired with housing, jobs, and mental health support. 

GS: I have met some of the most dedicated, passionate, and inspiring partners in doing this work. Our frontline staff work tirelessly to address gun violence. The program employs credible individuals who have trusted relationships and influence within their neighborhoods. CTS staff on the frontlines are trained to mediate conflicts, provide resources and support to high-risk participants, and engage with the community to build coalitions and develop strategies to reduce gun violence. 

The community-based organizations (CBOs) that we work with also play a huge role in the success of the program. They understand that community violence interruption saves lives and addresses the root causes of gun violence. Our CBOs employ more than 90 CTS frontline staff and work in partnership with OAG to ensure the program is implemented with fidelity to the model. 

There would be no CTS without our partners, and a large part of the program’s success is attributed to the CBOs and frontline staff. 

Women in CVI are a powerful force both here in DC and across the country- talk a bit about how you've tapped into that network of women leaders both locally and nationally (particularly in a field where men have at the forefront historically) 

KDS: Women have always been at the forefront of community building, saving, and sustaining. I come from women who have always stepped up to serve and I am thankful to work alongside the women across ONSE, our grantees, and CVI to bring about a world without gun violence. I was fortunate to participate in the Community Violence Intervention Leadership Academy at the University of Chicago where I connected with so many women doing this work on the national level. I look forward to ONSE continuing to be a convener for partners across backgrounds. 

GS: I appreciate this question and recognize that women have always been pioneers as it relates to community-led programs and initiatives. I am grateful to have found support in many women through my journey of leading CTS over the last three years. Women have played a huge role in my success, and it helps to have government, non-profit, and federal partners that not only support the work that I do but also support me. In turn, I have worked to create a safe space for other women who are leading CVI work, including my OAG team and CTS staff. 

What is one thing that you think people need to know about CVI in DC that is often overlooked or misunderstood? 

KDS: The data is clear: community-based violence intervention efforts work—we see this nationally and right here in DC. Violence Intervention isn’t a quick fix but a long- term investment to resocialize individuals and communities— into choosing alternative pathways to violence. 

GS: Community violence interruption initiatives are a crucial component of a comprehensive approach to gun violence in the District. CVI is designed to address localized conflicts and require sustained commitment and time to make long-lasting change. I feel like people look to CVI to be an immediate solution to long-standing conflicts and then fault the efforts and programs as not working when there is continued conflict. People don’t see all the work that happens behind the scenes between program staff and community. Often people are only using one metric to measure CVI work, when there are many ways to measure the success of CVI. 

DC has made major strides in reducing violence over the last year. How do you envision these declines continuing? 

KDS: In 2024 we saw a substantial reduction in gun violence by thirty-seven (37%) and will continue to work hand-in hand with public and private sectors to build on this. With the support of the mayor, we hope to be able to continue to innovate, scale, and further institutionalize these efforts. 

GS: With continued support, I envision violence continuing to reduce through programs like CTS. CTS staff have worked to build deep connections in the neighborhoods they serve, act as role models to program participants, and change community norms about violence. 

Finally- what do you see as philanthropy's role in CVI here in DC? 

KDS: It takes all of us in the fight—gun violence is public health crisis and like any other crisis every sector must be hands in. CVI is a shared responsibility. Philanthropy can be a catalyst for change, working in partnership with communities and government to build a safer DC. 

GS: Philanthropy can use its convening and funding power to support CVI in the District. CVI is under attack, and it will take more than government to continue to advocate and support this work. Philanthropy should also work to shift the narrative, locally and nationally, about the need to support CVI work. 

Healing from Within: Why DC Must Bolster Community-Led Solutions to Gun Violence

Across Washington, DC, residents face extraordinary challenges. Yet DC natives hold their own solutions. Local leaders who understand both the pain and potential for healing make daily impact. 

Gun violence is merely a symptom of a larger epidemic. Saving lives requires robust funding of community-based gun violence prevention and Community Violence Intervention (CVI) programs. Two remarkable organizations—the TraRon Center and the National Association for Returning Citizens (NAARC)—demonstrate the transformative power of community-led solutions. 

Ryane Nickens, Founder of TraRon Center at an event for Gun Violence Awareness Month.

The Prevention Imperative: Starting Where Hope Lives 

Ryane Nickens was 15 when her sister Tracy was killed by their next-door neighbor. At 17, she lost her brother Ronnie to a friend's gun. These devastating losses left her clinically depressed and struggling to trust. 

Ryane left DC for college in North Carolina, seeking space to heal. During her senior year, when another close friend fell to gun violence, she felt called to return home. She enrolled in Howard University's School of Divinity and began working with the Washington Interfaith Network on gun violence prevention outreach in Wards 7 & 8. 

"Meeting with community members -- including mothers of victims to gun violence -- was a powerful experience for me," Ryane shares. "I saw in them the same pain and lived experience that I had gone through." 

Ryane realized what policymakers were overlooking: the need to create healing spaces for community members impacted by gun violence, especially in Wards 7 & 8. 

A 2020 DC Health Matters Collaborative study found that nearly 1 in 4 residents in Ward 8 struggle with poor mental health—a tenuous situation where lack of mental health access overlaps with communities marked by gun violence. 

"Our community doesn't have a safe space to process and cope with trauma," Ryane shares, recalling how she would ride the bus for nearly an hour to reach the nearest therapist as a teenager. "Our community needs somewhere that they can process their emotions; their trauma and heal in place." 

Building Sacred Spaces for Healing 

In 2017, Ryane started the TraRon Center—named after her siblings—as a safe space where children ages 4-14 and their families can acknowledge pain, process trauma, and learn therapeutic skills to navigate complex emotions. 

"I want our children to achieve their hopes and dreams. We need to start by helping them process the trauma and pain that is holding them down," Ryane shares. 

Each child takes an Adverse Childhood Experiences Study or ACES—a nationally recognized trauma assessment. Almost everyone registers scores indicating severe or significant trauma. 

"We want these children to thrive," Ryane shares. "Their joy and quality of life is our long-term goal, as an organization." 

Beyond therapeutic treatment, the TraRon Center provides educational opportunities including museum trips, embassy cultural center visits, and team-building summer camps. "We teach them that they are global citizens," Ryane explains, expanding their sense of possibility. 

Ryane's program succeeds through authenticity. She understands violence not as abstract policy but as lived experience, channeling personal trauma into preventive healing. This creates trust outside organizations cannot establish. "Once you have their attention and they know they're in a truly safe space, you can start to unravel the causes of their trauma an begin exposing them to not just trauma informed treatments but open their minds to the beauty around them and inside of them," Ryane observes. 

Since 2018, the TraRon Center has engaged over 150 children and achieved significant improvements in participants' ACES scores as youth move from surviving to thriving. These youth have gone on to become volunteers and advocates for the TraRon Center – extending the cycle of healing for those that need it. 

"We want our kids headed to college, to the workforce, working towards something greater and making generational changes in community and family," Nickens says. 

Intervention That Works 

Eric Weaver, Founder of the National Association for the Advancement of Returning Citizens (NAARC).

Eric Weaver's journey exemplifies the transformative power of second chances. While incarcerated, Eric earned his GED and degree, led self-help groups, and tutored peers, establishing support networks to prepare people for post-release life. 

"When I got out, a lot of people were asking why I wasn't doing the same things I was doing inside," Weaver recalls. How could he continue the transformative mentoring and education work outside of the prison walls? 

The answer came through Peaceaholics, one of DC's earliest community violence intervention programs started in 2004. Eric began teaching GED classes and running programs. His credibility was unquestioned—when he arrived to take program participants to class, "every time, they got in the car. They needed someone who understood." 

However, the initiative's impact was short-lived. Following a mayoral administration change in 2010, funding and public support for Peaceaholics quickly dried up. The results were devastating: "Everybody that was in the GED class, every last one of them is dead or locked up. That's what happened when the program stopped." 

Building Credible Community Intervention 

This tragedy crystallized Weaver's understanding: consistency matters in violence intervention work. In 2010, he founded the National Association for the Advancement of Returning Citizens (NAARC). In 2018, when the DC Office of the Attorney General introduced Cure the Streets—a Community Violence Intervention model proven in metropolitan cities—many in the community resisted due it’s connection to cities outside of DC. Where others saw invasion, Weaver saw opportunity. NAARC was among the first to pilot the program. 

For many violence intervention workers—eighty percent of whom are returning citizens—this represents their first real post-incarceration opportunity. "Where other career opportunities look at their background as a burden, here it makes them credible in the neighborhood," Weaver notes. Cure the Streets intervention experts receive signature neon yellow uniforms and training to stop violence before it happens. 

"This work saves them and helps them get on their feet, but this job also is a public safety initiative," Weaver explains. "Had these people not been able to get this job, they could have been a victim or a predator of violence." 

Weaver has watched workers graduate to college and move into DC government positions. The organization includes professional development because "we don't want violence intervention workers to make a career out of it—we work with them to find the next step in life." 

Beyond Crisis: Expanding Possibilities 

Weaver's genius lies in understanding that intervention means more than stopping fights or retaliation—it means expanding possibilities. Beyond intervention, he has organized etiquette classes, purchased suits for youth, and provided new experiences and opportunities for those that have not been afforded to them. 

"It expands a person's range; it expands their dreams," Weaver reflects. "When you give them the opportunity to explore other opportunities and see that anything is possible, they start trying to do more." 

Yet like the TraRon Center, NAARC faces the fear of funding instability. DC has a pattern: violence prevention and intervention funding follows political cycles rather than community needs. Programs start with fanfare, build relationships and trust, show results—then vanish when administrations change. 

"Our work is 100% based on trust," Weaver explains. "Our community trusts that no matter what happens, we'll do whatever it takes to show up for them. We need our elected officials to do the same." 

A Call to Action 

DC stands at a crossroads. We can continue the expensive cycle of responding to violence after it occurs—through emergency rooms, courts, and prisons—or we can invest in community-based solutions that address root causes and build lasting peace. 

As Nickens puts it: "We know that our community faces obstacles beyond their control. We want to love them through it, while giving them the tools to plow through the obstacles and reach their dreams -- no matter how impossible they may seem." 

Funding community-based gun violence prevention and intervention isn't just about public safety—it's about justice, dignity, and recognizing that every person deserves the chance to thrive rather than merely survive. 

The question isn't whether we can afford to fund these programs. The question is whether we can afford not to. 

Loud & Proud - Supporting LGBTQ+ Advocacy Across Greater Washington

Throughout the year - and especially during Pride Month - The Community Foundation is proud to support the work of our partners who advocate for systems change on behalf of LGBTQ+ communities across the DMV.

We know that Pride isn’t just about celebration - it’s about recognition, resilience, and ongoing work towards a world where everyone can live authentically and feel seen, heard, and loved.

This Pride Month, we celebrate not just the vibrant diversity of the LGBTQ+ community, but also the incredible advocates, allies, and everyday heroes who stand up for equality and inclusion.

• DC LGBTQ+ Budget Coalition

  Which Communities/Neighborhoods do you serve?

  The DC LGBTQ+ Budget Coalition serves LGBTQ+ communities across all eight wards of Washington, DC, with a strong focus on those who are most systemically marginalized.

  This includes:

  • Black and Brown transgender and gender-nonconforming individuals

  • LGBTQ+ youth and seniors

  • Low-to-no-income residents

  • People with disabilities

  • Unhoused and housing-insecure individuals

  Briefly describe the story behind your organization. What was the inspiration to focus on changing systems rather than just providing services?

  The DC LGBTQ+ Budget Coalition was born out of a shared frustration with the status quo, where LGBTQ+ organizations had to compete for minimal funding, and structural change felt out of reach. Rather than focusing solely on direct services, a small group of community organizers and advocates came together to ask: What would it look like to reshape city systems and budgets to reflect the needs and leadership of LGBTQ+ people?

  With a vision of collective power, we shifted toward budget advocacy to secure long-term, systemic investments in housing, healthcare, safety, and economic opportunity. What began as a handful of voices has grown into a powerful coalition of over 20 LGBTQ-led and LGBTQ-serving organizations working in unison to push for transformational change.

  What changes have you seen that give you hope, even when the work feels challenging?

  In just a few years, we’ve helped secure over $20 million in investments for LGBTQ+ programs and services. We’ve seen the District fund initiatives led by trans-led organizations, expand shelter and housing options, expand governmental competency trainings to include LGBTQ+ identities and experiences, provide seed funding for the new and improved DC LGBTQ+ Community Center (akin to centers in LA, NYC, Chicago, etc.) and invest in mental health resources tailored to our communities.

  Perhaps most heartening is the shift in narrative — policymakers are beginning to see LGBTQ+ people, especially those at the intersections of race, gender identity, and class, as essential voices in shaping policy, not just as service recipients.

  How do you make sure the full diversity of LGBTQIA+ experiences shapes your work?

  First and foremost, we are mission-driven. We prioritize leadership from those most impacted: Black and Brown trans folks, youth, and disabled LGBTQ+ residents, and ensure they are at the center of priority setting, strategy, and meetings with decision-makers. We engage in continuous dialogue with community members through listening sessions, surveys, and peer-led convenings. This happens on small and large scales, including organizing the first-ever LGBTQ+ housing summit in DC in 2023. We also support individuals and smaller, underfunded grassroots groups to ensure their perspectives are heard and uplifted.

  What do people misunderstand about the challenges LGBTQIA+ communities face today?

  There’s a widespread misconception, largely rooted in high-profile wins like marriage equality, that LGBTQ+ people have “won” the fight for rights. But beneath these legal victories lies a more complex and painful reality: trans people of color still face disproportionate violence, many queer youth are unhoused or unsupported by their families, and affirming healthcare remains out of reach for many.

  People often overlook how structural issues — housing, policing, education, mental health — impact queer and trans people uniquely. Our work is about addressing those root systems of harm, not just symptoms.

  In particular, Black and Brown LGBTQ+ individuals continue to face increased risks of HIV due to systemic barriers to prevention, testing, and care. Economic inequity and limited employment opportunities — especially for Black and Brown trans and nonbinary people — further entrench cycles of poverty and marginalization. Legal progress like marriage equality doesn’t erase the material realities our communities still navigate every day.

  What resources or support have been game-changers for your organization's effectiveness?

  Support from The Community Foundation and other funding sources over the past several years has been transformative. Multi-year, flexible funding has allowed us to invest in the often-overlooked foundations of systems change: relationship-building, community-led strategy, and sustained political education.

  Strategic support from a lead coordinator of the DC LGBTQ+ Budget Coalition has enabled the alignment and coordination of over 20 partner organizations, ensuring we move with clarity and purpose toward shared goals.

  Access to the DC Council budget process and strong partnerships with legislative allies, built and maintained through this support, have helped shift public resources toward LGBTQ+ communities most impacted by systemic inequities.

  While this progress is significant, continued and expanded investment is essential. Additional funding is needed to sustain momentum, deepen impact, and ensure long-term support for the work and infrastructure of the coalition.

  If we were having this conversation again in five years, what change would you hope to be celebrating?

  • A fortified and fully funded LGBTQ+ agency within DC government — the Mayor’s Office of LGBTQ Affairs (MOLGBTA) — equipped to lead, coordinate, and resource transformative policy and programming across the city.

  • A fully funded youth homelessness services continuum that includes prevention, emergency housing, transitional programs, and long-term supports tailored to LGBTQ+ young people.

  • Permanent funding for trans-led housing and safety programs.

  • Sustainable, affordable, and dedicated housing options for LGBTQ+ youth and seniors — designed with and for community members to ensure dignity, stability, and long-term impact.

  • Full access to comprehensive healthcare and affirming care for everyone in the LGBTQ+ community — with a focus on ensuring trans people can receive the respectful, competent, and life-saving services they deserve.

  • Multiple pathways to and expanded access for culturally competent mental health services — especially for LGBTQ+ individuals experiencing homelessness, living with chronic conditions, or navigating trauma.

  • A culture shift where queer and trans leadership is reflected more in the DC government (and nationally) as elected officials, agency leads, etc.

• Free State Justice

  Which Communities/Neighborhoods do you serve?

  We serve all of Maryland’s marginalized communities. Every day we do our best to connect with and provide resources to LGBTQ+ Marylanders, people living with HIV, Black and Brown communities, and the many other groups who are too often left out of ongoing conversations around support.

  Briefly describe the story behind your organization. What was the inspiration to focus on changing systems rather than just providing services?

  FreeState Justice actually has a very unique origin story; we were created from the merging of two separate organizations, Equality Maryland and FreeState Legal Project. These were both groups that operated in the early 2010s fighting for the rights of LGBTQ+ Marylanders, with Equality Maryland especially being instrumental in legalizing same-sex marriage! In 2016 they combined, taking the most valuable aspects of each to forge FreeState Justice, Maryland’s leading LGBTQ+ legal nonprofit. We were founded through innovation, by organizations committed to improving society for all — we’re proud to say that changing systems has always been a part of our mission!

  What changes have you seen that give you hope, even when the work feels challenging?

  It cannot be overstated how elated FreeState Justice is regarding the recent passing of the Carlton R. Smith Jr. HIV Modernization Act, a piece of legislation we’ve been pushing for years. In a time when our communities are constantly facing legislative attacks, seeing a bill that safeguards the rights of those living with HIV — an illness whose criminalization disproportionately impacts LGBTQ+ and Black/Brown communities — receive so much support has been so uplifting. It's a reminder of the immense good our communities can do when we work together, and it's helped everyone at FSJ re-commit themselves to our mission.

  How do you make sure the full diversity of LGBTQIA+ experiences shapes your work?

  We recognize that the most effective form of advocacy is one that is constantly in conversation with those being advocated for. We are lucky that Maryland's LGBTQ+ community is filled with different identities, and we host many opportunities throughout the year for these people to speak with us on how we can improve our services. From policy listening sessions, to digital town halls, to literally speaking with people at Pride festivals, we are constantly looking for feedback to ensure our work is one that supports the full diversity of the LGBTQIA+ community.

  What do people misunderstand about the challenges LGBTQIA+ communities face today?

  Too often, individuals within the LGBTQ+ community focus on our different identities rather than the fact that we are all one big community. It makes it far too easy for our more privileged members to believe that attacks on our more vulnerable members — especially our Trans siblings — don't affect them. It's only until we overcome this divisive mindset and commit to completely supporting the rights and respect of one another that we can hope to move forward as a community. Now more than ever, we have to unite and remember that an attack on one of us is an attack on all of us!

  What resources or support have been game-changers for your organization's effectiveness?

  While FSJ is immensely grateful for the institutional grants and donations we receive throughout the year, it's been the uptick in local support that has truly been a game changer. Our entire mission is dedicated to serving Maryland's LGBTQ+ community, so to have seen an outpouring of donations from local organizations, coalitions, and individuals in recent years means more than I can describe. Not only is it essential for us to provide what we do, it helps our staff see the direct impact of their work and improves effectiveness overall.

  If we were having this conversation again in five years, what change would you hope to be celebrating?

  In five years, I hope we’ll be celebrating the massive amount of pro-Trans, LGBTQ+ inclusive legislation that FreeState Justice has been able to help pass. Not only will our organization continue providing free legal services and resources to those who need it most, with the recent announcement of our C4, FreeState Equality, we’ll play even more of a role in passing legislation that makes this state — and the entire country — more inclusive for all.

• Equality Virginia

  Which Communities/Neighborhoods do you serve?

  We serve LGBTQIA+ Virginians across the Commonwealth.

  Briefly describe the story behind your organization. What was the inspiration to focus on changing systems rather than just providing services?

  Equality Virginia was founded in 1989 as Virginians For Justice with the goal of advancing the cause of equal justice for all across the Commonwealth. Today, the organization is known as Equality Virginia and our mission is to advocate and organize across Virginia to build a future where LGBTQ+ people thrive. We believe that lasting change happens not just through supporting individuals, but by transforming the systems that harm or exclude them in the first place. While direct services are essential, they often address symptoms rather than root causes. We focus on addressing those root causes, shifting narratives, and building power within LGBTQ+ communities.

  Since 2020, our movement has faced a wave of policy attacks on LGBTQ+ people, especially trans people. Anti-equality forces have weaponized trans youth in particular. Unless we solve this, it’s not just LGBTQ+ rights that suffer - democracy, bodily autonomy, and progress toward racial justice also hang in the balance. As we look ahead, we know the legislative landscape will present challenges, especially given a hostile federal administration and states governed by extremist legislators who continue to target transgender people as part of their anti-rights agenda.

  As a movement, we’ve invested in research on how to talk about specific issues affecting trans people, such as transition-related care and the ability to participate in sports. We see the need to invest in a comprehensive framework that fundamentally shifts worldviews toward empathy and justice for transgender people, is authentic to the diverse experience of transgender people, and is grounded in community organizing and capacity building. Across the LGBTQ+ and allied movements, leaders and funders recognize the need to shift culture through new narratives and organizing strategies, and we are ready to meet the challenge.

  What changes have you seen that give you hope, even when the work feels challenging?

  Pure and simple-- we've seen people power. That's what gives me hope.

  And we're seeing greater collaboration across movements for racial justice, reproductive freedom, and LGBTQ+ rights. That kind of intersectional, community-led momentum gives me real hope. It reminds us that progress isn’t always linear, but it is always possible when people show up for each other.

  How do you make sure the full diversity of LGBTQIA+ experiences shapes your work?

  In early 2024, Equality Virginia embarked on a strategic planning journey to shape a clear, actionable vision for the organization’s future. The process began with a focused pre-Gather phase, where Equality Virginia’s leadership and Strategic Planning Team came together to define key questions and goals that would ensure a strategic plan rooted in the organization’s mission and responsive to the current climate.

  Committed to genuine community engagement, Equality Virginia prioritized gathering input from a broad range of voices. This decision led to one-on-one interviews with 19 stakeholders, engagement with 184 community members through a comprehensive survey, a staff retreat with its five-member team, and a strategically focused board retreat. These conversations provided valuable insights and perspectives that informed the objectives of the strategic plan.

  Our 2025-2027 Strategic Plan is truly informed by the community we serve and the goals within the plan provide continuous opportunities for community engagement and feedback.

  What do people misunderstand about the challenges LGBTQIA+ communities face today?

  Many people assume the work is done because of marriage equality or growing LGBTQ+ visibility. Many people assume that enacting laws and policies addressing the challenges we face makes those challenges go away. Many people assume that the threats we face are not imminent or real, but they are.

  What resources or support have been game-changers for your organization's effectiveness?

  General operating support and volunteers are game-changers!!

  As a small team with a critical mission, general operating support has been an absolute game-changer for Equality Virginia. Flexible funding is both kindness and trust. It allows us to be nimble and responsive. It means we can focus on strategy and impact.

  Equally important are the incredible volunteers who power our work—from leading voter registration drives to sharing their stories.

  This combination of trust, flexibility, and people power is what makes our work both possible and powerful.

  If we were having this conversation again in five years, what change would you hope to be celebrating?

  For Equality Virginia, I hope we're celebrating a larger staff! I hope we're celebrating an increase of meaningful investments in LGBTQ+ movement work in Black, brown, trans, and rural communities.

  Broadly speaking, I hope we're celebrating a culture and narrative shift. I hope we've built, or are starting to build, durable change for transgender and non-binary people through community-informed tools and organizing strategies.

Medicaid: A Lifeline for People Experiencing Homelessness

In the ongoing national conversation about healthcare funding, the debate around Medicaid spending hits especially close to home.

In Washington, DC, more than 257,000 people – 38 percent of the city’s population – depend on Medicaid to get the healthcare they need. That includes 83 percent of all nursing home residents, 51 percent of working-age adults with disabilities – and the overwhelming majority of some of our most vulnerable neighbors – people experiencing homelessness.

Beyond Basic Healthcare: How Medicaid Transforms Lives

For those experiencing homelessness, Medicaid provides far more than just basic healthcare coverage. It creates pathways to stability, dignity, and permanent housing solutions.

Recognizing the relationship between health and affordable housing, in 2022 the city created the Housing Supportive Services (HSS) Medicaid program to leverage Medicaid funds to help people experiencing homelessness receive the case management services they need to obtain and maintain stable housing – including Permanent Supportive Housing (PSH).

Since then, The Partnership to End Homelessness has provided funding to support training for dozens of PSH providers across DC to help them adapt to new billing procedures to fund their housing case management services. These trained PSH providers are also now better equipped to help their clients navigate the complex Medicaid system to access benefits.  

“Medicaid isn't customer-friendly,” Shauna Figueroa Vice President of Housing Services at Friendship Place shared. “It's multi-layered and convoluted, with steps that must be done in a specific order and a lot of paperwork required. Without our case managers, hundreds of people who qualify for Medicaid simply wouldn’t have access.”

 “We recognize that the population we serve really needs access to these resources – but they also don’t have access to a computer or a mailing address,” added Christy Respress, President & CEO of Pathways to Housing DC. “Our staff play a big part of getting people on Medicaid and keeping them enrolled.”

““People will die if Medicaid is cut - for any population. For most people, the fear of losing a job isn’t just about losing income. It’s also about losing access to healthcare.””

— Christy Respress, President & CEO, Pathways to Housing DC

The impact of this work is immediate and life-saving.

"Two weeks ago, a gentleman we'll call Mr. J came to our U Street location in really bad physical and mental shape,” Figueroa shared. “He was living on the street and was HIV-positive with bipolar disorder and active addiction issues. He told us he couldn't sleep on the street anymore – you could see the look of despair on his face.”

“Because he was in the Medicaid system, we were able to quickly provide him with food, secure his medication that he hadn't taken for 60 days, and get him into bridge housing within just two hours."

Arianne Clyburn, Acting Director of Housing at Miriam's Kitchen, notes that Medicaid has "opened up the door for clients to be transferred to higher levels of care" and provides access to medications and preventative care for those who need them most. “Our clients can get yearly medical exams or access eye care and dental work that they haven't had in many years."

In addition to PSH and basic healthcare treatment, Medicaid coverage provides access to:

• Essential medications: For those experiencing chronic homelessness, accessing critical medications is a challenge. "Medication is so expensive," Respress explains. “If you had to choose between taking your meds and having a roof over your head or food to eat, which would you choose?”
  
  “Medicaid allows people to get the treatment they need for things like diabetes and hypertension so that conditions don't reach a point where they need to be hospitalized. It also covers medications for depression and anxiety, which are essential for behavioral health."

• Holistic support services: Medicaid-funded programs provide critical wrap-around services that dramatically improve accessibility and quality of life for those at risk of experiencing homelessness. These services can include transportation to medical appointments, nutritional support, and even gym memberships for high-risk individuals.

• Respite & rehabilitation services: For those experiencing critical illness or struggling with substance abuse or mental health challenges, having access to a place of refuge is critical to their rest, recovery, and long-term stability.

• Durable medical equipment: Items like walkers, canes, wheelchairs, and other assistive devices provide increased mobility and improved quality of life – especially for seniors and individuals that are recovering from traumatic events or living with a disability.

• Home health aides: For many in Permanent Supportive Housing (PSH), access to a home health aide is crucial. As Respress notes, "Many DC residents are aging in place and just need help with basic activities of daily living. They don't need to be in a nursing home (which many can’t afford); they just need a helping hand so they can stay in their home and maintain their independence."

A senior with Open Arms DC, a permanent supportive housing provider in Congress Heights.

Beyond the Individual: How We All Benefit

When Medicaid helps our neighbors experiencing homelessness, the positive effects ripple throughout our entire community. These aren't just abstract "system benefits" – they're tangible improvements that touch all our lives:

• Less crowded emergency rooms: When was the last time you or a loved one waited hours in an emergency room? Those wait times grow longer when people without healthcare access are forced to use the ER as their primary care provider. Christy Respress explains, "With regular access to medications and preventative care through Medicaid, people don't reach the crisis point that sends them to the emergency room. This means shorter wait times and critical resources for everyone who needs emergency services."

• Safer, healthier communities: We all want to live in neighborhoods where people aren't suffering on the streets. Medicaid coverage means fewer untreated mental health crises in public spaces, less suffering, and communities where everyone can access the care they need. "When people get proper treatment for mental health issues or substance use disorders, we see dramatic improvements not just in their lives, but in neighborhood stability and safety," notes Respress.

• Your tax dollars working smarter: Like it or not, we all pay for healthcare one way or another. Figueroa points out: "Treating someone's chronic condition through regular doctor visits and medication is dramatically less expensive than paying for an ambulance ride and emergency room visit every time they have a crisis. When we invest in preventative care through Medicaid, we're actually saving significant public funds for emergency services." Those savings can translate to lower healthcare costs and taxes for everyone.

• Reduced strain on public services: From police responding to non-violent mental health crises to sanitation workers addressing public health concerns, many public services are stretched thin dealing with the consequences of untreated health conditions. As Clyburn from Miriam's Kitchen observes, "When our clients have access to appropriate healthcare through Medicaid, they're less likely to need emergency interventions from other public services. This frees those resources for other community needs."

A young family served by Friendship Place’s Permanent Supportive Housing Program

The Threat of Medicaid Cuts: "Unfathomable" Consequences

When asked about the potential impact of Medicaid cuts, our partners didn't mince words.

Christy Respress of Pathways stated: "It's unfathomable. It is literally unfathomable.”

“People will die if Medicaid is cut - for any population. For most people, the fear of losing a job isn't just about losing income. It’s also about losing access to healthcare."

The consequences would cascade throughout our communities:

• Hospitals would suffer: Proposed cuts to DC’s Medicaid would slash more than $2 Billion from local hospitals – forcing hospitals to lay-off doctors, cut services, and even close facilities to make ends meet.

• Emergency services would be overwhelmed: Without access to Medicaid, those without insurance will be forced to go to hospitals and urgent care centers to get the care they need, putting additional strain on already stretched emergency services.

• Housing stability would collapse: Figueroa from Friendship Place warns, "Without Medicaid, our clients wouldn't just lose their healthcare – they'd likely lose their housing too. This would cause a level of instability that would bring about relapse for many, cause children to be displaced from their families, and increase demand for shelter placements that we simply don't have capacity for."

• Seniors would struggle: Across DC and our region, many seniors rely on Medicaid to cover rising medical costs – such as home health aides - that Medicare and private insurance won’t cover. In DC alone, 34 percent of Medicare beneficiaries are also covered by Medicaid.

• Community safety concerns: Without access to proper medical care or housing support, some fear that many experiencing homelessness would be criminalized and forced into the criminal justice system – resulting in increases in crime (including violent crime), as desperate needs continue to go unmet.

When asked about potential Medicaid cuts, Clyburn from Miriam's Kitchen expressed immediate concern about "whether we would be able to continue providing essential services and whether our clients would be able to get the support they need to survive and move forward with their lives."

Conclusion: Medicaid as Essential Infrastructure

For people experiencing homelessness, Medicaid isn't just healthcare coverage – it's essential infrastructure that enables stability, dignity, and the possibility of recovery. As Figueroa from Friendship Place summarizes: "Across the board, Medicaid provides individuals the ability to get wraparound holistic services – housing, medical, behavioral, and mental health support. Medicaid is truly invaluable in creating pathways out of homelessness."

"There's something profoundly important about living in a society where we don't allow our neighbors to suffer without medical care," Respress reflects. "The knowledge that we're not abandoning our most vulnerable citizens benefits us all on a fundamental human level."

As our nation debates the future of healthcare funding, we must remember that Medicaid is not merely a line item in a budget. For our most vulnerable neighbors, it is quite literally a lifeline – and cutting it would have profound, far-reaching consequences for individuals and communities alike.

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

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

By Darius Graham, Managing Director for Community Investment

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

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

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

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

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

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

Gun Violence Awareness Month: Elevating Community-Centered Approaches to Violence

Friends and organizers with T.R.I.G.G.E.R. Project, a DC-based gun violence prevention organization on Wear Orange Day

June is Gun Violence Awareness Month and at the Greater Washington Community Foundation, we aim to provide both local and national context to the region around our efforts-and those of our partners-to promote community safety. This is particularly timely as funding for Community Violence Intervention (CVI) programs both nationally (and here in DC) faces uncertainty. 

The Origins of Gun Violence Awareness Month & Wear Orange Day  

The House of Representatives first designated June as Gun Violence Awareness Month in 2021. But the movement began years earlier as a tribute to Hadiya Pendleton - a high school student from Chicago who was shot and killed on a playground in 2013, just one week after marching in President Obama’s inauguration.  

On the first Friday in June – what would have been her birthday - Hadiya’s friends chose to celebrate her life by wearing her favorite color, orange. The gesture was quickly adopted by advocates across the country, as a way remember and honor victims of gun violence.  

By 2015, communities across America began observing Wear Orange Day/Gun Violence Awareness Day on the first Friday of June – to honor those - like Hadiya – who lost their lives and to take a stand against gun violence. 

The Role of a Community Violence Intervention (CVI) Ecosystem 

Reducing gun violence is complicated and requires multifaceted approaches and work across sectors. But some of the most promising solutions lie in the communities that are most impacted. CVI Ecosystems link a variety of approaches toward gun violence reduction to holistically address the issue. These ecosystems are most impactful when community, hospital, and school-based interventions collaborate, are rooted in data and are connected to city resources and supports. 

In most cities, a very small percentage of people - often less than 1% - drive most of the gun violence. CVI leans into this population through intensive engagement and interventions led by relatable teams of frontline workers (sometimes called credible messengers or violence interrupters). 

To learn more about these strategies and CVI more broadly, check out our webinar from February titled Building Safer Communities: A Donor's Guide to Community Violence Intervention Strategies. 

DC’s Violence Prevention Network - The Promise & Potential 

Members of Cure the Streets, a CVI initiative driven by the National Association for the Advancement of Returning Citizens (NAARC) with Councilmember Kenyan McDuffie (I - At-Large)

Here in DC, we’re fortunate to have a fully committed network of people working to prevent and interrupt violence. Through city-led efforts via ONSE and OAG and their partnership with those on the ground and in hospitals, a group of individuals with diverse expertise are invested in this work. Over the last year, we partnered with the Public Welfare Foundation to convene the DC Community Safety Collaborative - a group of philanthropic, corporate, business, and community leaders that have been working to identify key priorities for local attention and investment. We know that through continued collaboration and cross-sector investment, DC has the ability to further drive down violence and build capacity in public health approaches.  

In addition to our philanthropic and private sector partners- several key city and nonprofit representatives sit at a table with us in developing our strategy. Below, those partners and the work they lead to reduce and prevent violence locally (making up elements of our local CVI Ecosystem) are highlighted: 

• Office of the Attorney General of DC’s Cure the Streets operates in discrete high violence neighborhoods using a data-driven, public-health approach to gun violence by treating it as a disease that can be interrupted, treated, and stopped from spreading. 

• NAARC (National Association for the Advancement of Returning Citizens) is committed to supporting formerly incarcerated residents of DC. While NAARC leads a variety of programs, their work to lead several Cure the Streets sites helps to interrupt local violence through trusted, credible violence interruption teams. 

• Peace for DC is committed to addressing gun violence holistically. The DC Peace Academy provides advanced, hands-on classes for the professional and personal development of DC’s violence intervention professionals.  

• Office of Neighborhood Safety and Engagement (ONSE) leads a Violence Intervention initiative that uses a three-pronged approach that incorporates a public health perspective. The approach focuses on all persons affected by violent acts, including victims, perpetrators, and their support systems/networks 

• Project CHANGE is the District’s Hospital-based Violence Intervention Program (HVIP) and provides services to individuals and their families who have experienced a life-threatening intentional injury. 

While negative headlines can sometimes overshadow progress, we're committed to highlighting the positive, life-saving work happening in our local gun violence prevention and intervention space. 

Join Us in Making a Difference 

Throughout Gun Violence Awareness Month, we'll be sharing more insights on this critical issue. Together, we can build safer communities through collaborative, community-centered approaches to preventing violence. 

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. 

###

About the Greater Washington Community Foundation

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

About CareFirst BlueCross BlueShield

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

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

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

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

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

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

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

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

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

Here's what we found:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Basic Needs

• Sharing DC

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

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

• Sharing Prince George's

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

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

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

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

• Sharing Montgomery

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Economic Mobility

• Sharing DC

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

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

• Sharing Prince George's

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

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

• Sharing Montgomery

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

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

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

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

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

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

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

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

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

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

2025 Sharing Community Fund Nonprofit Partners - Community WEalth building

• Sharing DC

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

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

• Sharing Prince George's

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

• Sharing Montgomery

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

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

2025 Sharing Community Fund Nonprofit Partners - Capacity building

• Sharing Prince George's

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

• Sharing Montgomery

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

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

• Sharing Northern Virginia

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

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

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

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

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

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

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

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

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

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

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

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

From Home School Parent to Public School Advocate

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

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

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

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

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

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

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

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

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

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

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

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

Broadening Horizons with Sharing Prince George’s

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Investing in ‘Social-preneurs’ through Sharing

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

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

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

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

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

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

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

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

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

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

Redefining Philanthropy: Time, Talent, and Treasure

For Jill, true philanthropy encompasses more than financial contributions.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

From Scholarship Champion to Community Advocate

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

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

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

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

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

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

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

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

The Power of Sharing Montgomery – A Partnership for Community Development

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

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

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

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

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

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

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

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

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

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

A Personal Commitment to Giving Back

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

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

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

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