Fellowship Square and Community Partners: Uniting for Impact at the Annual Summer Food Rally
Last month, StarKist, Feed the Children, and Cornerstones hosted their third annual StarKist-Feed The Children Summer Food Rally aimed at combating food insecurity in Northern Virginia. The event successfully provided 21,000 pounds of donated food to five local food pantries and affordable housing nonprofits that reach vulnerable individuals and families in the region. Initially, this event was geared towards supporting families with children who depend on free or reduced-price meals during the school year and face challenges accessing food over the summer break. However, this year’s rally was expanded to include older adults, recognizing the unique challenges of food insecurity they face, such as physical difficulties in grocery shopping, meal preparation, and the financial dilemma of choosing between medications and groceries.
Fellowship Square, a HAND member and affordable housing and services provider for vulnerable seniors in the Washington DC metro area, was one of the five partners of the Food Rally. This event was an enjoyable occasion for Fellowship Square’s 300+ residents at Hunters Woods Fellowship House in Reston, Va., many of whom live on a restricted fixed income of less than $10,000/year, as it received widespread support and supplies from the Food Rally.
Nationally, food insecurity is a challenge that over 5 million older adults courageously face every day. In Virginia alone, 7.5% of the more than 1.9+ million seniors strive to meet thier nutritional needs. Addressing food insecurity requires collaboration and partnership. For Fellowship Square, partnering with Feed the Children (who focus on the other side of the age range!) and StarKist (who focus on the other side of the age range!) was an excellent opportunity to improve the lives of older adults by providing them access to nutrient-rich foods, contributing to a healthier Fellowship Square community overall. For additional information, please read the news release.
APAH Resident Services 2023: Residents Making the Most of Their Home
APAH’s Mission
APAH’s mission extends far beyond four walls and a roof. As a nonprofit developer, we address regional affordable housing needs by developing and preserving quality affordable apartments while providing programs and services to empower residents to make the most of their home. Real estate development is just the beginning of APAH’s work. In addition to housing stability, we prioritize economic mobility; health, wellness, and senior support; children, youth, and families; and community engagement through onsite programming across our properties. APAH recognizes that when a stable home is combined with effective services and programs, it can be life-changing.
Prioritizing Resident Voice
Since 2012, residents have been members of APAH’s board of directors, bringing their lived experience to the table to shape and enrich APAH’s priorities and strategic decision-making. Including APAH residents at the board level provides invaluable perspective as we develop innovative programming to meet residents’ varying needs. To add another platform to gather resident feedback as APAH’s portfolio of properties grows regionally, APAH’s Resident Advisory Council launched in 2022. Resident representatives from each of APAH’s 21 properties volunteer monthly by meeting with staff to help shape programming and priorities for APAH communities. In addition, onsite resident services staff build rapport with residents daily at each property and design programs to help address resident-identified challenges and barriers. Residents are surveyed by onsite coordinators upon move-in so that APAH can learn about each family’s or individual’s goals and dreams. By working hand in hand with residents, we understand who they are, what their needs are, and how to best support their journey.
Residents Making the Most of Their Home
The lifeblood of APAH communities is the residents who call an APAH apartment “home.” Families cooking a meal, children finishing homework, seniors sharing a coffee, and neighbors learning about each other are what make APAH communities special. By elevating resident stories in APAH’s communication strategy, we highlight the joys and resilience of our neighbors. Programs such as the Latino College Access Club, now in its second cohort due to a partnership with the Virginia Latino Higher Education Network and admissions expert Lyons Sanchezconch, is getting students college-ready by lowering access barriers around tools like the FAFSA process. The Snowden’s Ridge Diamonds Dance Team is unleashing the creative spirit of young girls and teens under the leadership of APAH’s onsite coordinator, LaNia Dixon. APAH is supporting the older adult population in the region at its newest senior residences by providing wellness programming, transportation assistance, social connections, and much more.
APAH believes that everyone deserves a place to call home–a foundation to live their dreams, and we will continue to work to make the region more equitable, diverse, and inclusive.
We hope this latest video inspires the HAND community to prioritize using every creative tool we can to elevate residents’ voices. Doing so with dynamic storytelling that showcases the dignity of the families that call our properties home, will, we hope, help move the needle on the critical housing and funding needed to support residents in the region.
Five Minutes With David Nisivoccia
David Nisivoccia
The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had the pleasure of chatting with David Nisivoccia, Executive Vice President and Chief Operating Officer of Volunteers of America National Services. Take a look at our dialogue below.
HAND: Congratulations on your new role with Volunteers of America (VOA)! Tell us more about your background and your organization’s work.
David: I’m happy to be returning to the DMV, having grown up in Northern Virginia. I’ve spent most of my career working on behalf of public housing authorities, including Fairfax, San Antonio, and most recently serving as the Executive Director of the Denver Housing Authority. I’m just wrapping up my first 100 days in this position at VOA, and I’m already amazed at the breadth and depth of housing, healthcare and human services provided by the team. I’ve had the opportunity to travel across the country, visiting our programs and housing sites, and a key commonality across these communities is the consistent undersupply of affordable housing.
Founded in 1896, Volunteers of America is a national, faith-based nonprofit organization that serves more than 1.5 million people in 46 states, the District of Columbia and Puerto Rico. VOA National Services is a wholly owned affiliate and one of the nation’s largest nonprofit providers of quality affordable housing, with a portfolio of 13,000 units across 38 states and Puerto Rico, as well as senior healthcare facilities and other related community health programs.
HAND: Having worked all over the country, you certainly have seen the housing landscape in different markets. What are some of the trends you have noticed?
David: More than 20 million American renters today are burdened with housing costs. As a result, the average family is extremely sensitive to economic volatility and is even susceptible to homelessness should their household face acute financial challenges. This is especially true here in the District and the surrounding region. With significantly more of the average household’s income going toward housing, that means less money is available for transportation, groceries, healthcare, childcare, and especially savings that could protect folks in times of crisis. Affordable housing is one of the most significant societal challenges of our time – and we aren’t going to build our way out of it fast enough using traditional methods or doing business as usual.
HAND: What are some of the biggest challenges when it comes to building more affordable housing for those priced out of the current market?
David: The National Multifamily Housing Council estimates that 4.3 million new rental homes are needed by 2035 to meet the demand. The challenges are stark: rising interest rates and construction costs, tumultuous equity markets, strong opposition to densifying neighborhoods, limited soft funding and oversubscribed bond cap, an overwhelmed and under-resourced workforce. We must use every single tool in the toolbox, and invent new ones that address the challenge from both the supply and demand sides. We need both carrots and sticks … accelerated entitlements and expedited permitting; efficiently-designed housing; modular and manufactured housing solutions, and new capital stacks that can work well together. And we need new partnerships, and opportunities for mixed-use projects that leverage capital markets and affordable housing programs.
HAND: There certainly is no shortage of challenges facing our sector. What is Volunteers of America doing here in the Capital Region to increase the supply of supportive affordable housing?
David: In partnership with Hoffman & Associates, D.C. United, and the D.C. Government, Volunteers of America is thrilled to relocate our national headquarters into the emerging Buzzard Point neighborhood of Southwest D.C., where we will bring together more than 100 full-time employees, co-located with 110 units of deeply-affordable senior housing operated by Volunteers of America National Services. Of these units, 69 out of 110 units will be set aside for seniors earning 30 percent AMI or less, which we believe is the most critical tier of residents to house.
We are currently exploring strategies to implement best-in-class technology supports to help address social determinants of health. The building is designed to achieve LEED for Multifamily certification, and every single unit will be accessible, allowing residents to age in place and take advantage of built-in infrastructure as their mobility and health needs change. The project also will include market rate multifamily and retail. We are excited to expand our reach in the District of Columbia and bring our national expertise to support local initiatives in the city.
HAND: Why is it important for Volunteers of America to move from your current headquarters in Northern Virginia into the District of Columbia, at Buzzard Point?
David: In a time of significant office vacancy and hybrid work, Volunteers of America will bring a commercial office presence to DC, as one of our greatest strengths as an organization is being “in-community,” leveraging relationships, trust and connections in the communities we serve. We recognize the value of human connection, as that is what we do every day with the people we serve. Co-locating our staff teams with affordable housing and services in the District is a reflection of our commitment to ensuring we are “in-community,” connected on a daily basis to the communities we live in, work in and have the pleasure to serve. We plan to continue our work as a public policy partner and thought leader in advocacy efforts around affordable housing, making our voices heard and ensuring policies work well for industry practitioners like yourselves.
I look forward to growing our presence in the DMV, and working with all of you to answer the call for meeting the region’s affordable housing needs.
Five Minutes With Emi Reyes
The HAND network is hard at work to address the growing housing affordability challenge across the Capital Region. Five Minutes With is a series highlighting these members and other stakeholders. This informal conversation delves into their recent projects, the affordable housing industry, and more. In this edition, we had the pleasure to chat with Emi Reyes, CEO of the Latino Economic Development Center and HAND Board Member. Take a look at our dialogue below to discover Emi’s commitment to community development, diverse experiences, and insights on cultivating more equitable communities in the area.
HAND: The HAND Team is excited to have you on the Board of Directors! Can you tell us a bit about yourself and your past work experience?
ER: I am honored and thrilled to be a part of the HAND Team as a board member! My journey began in Washington DC, where I was born to Salvadoran immigrants. Their hard work and determination instilled in me a deep passion for entrepreneurship and community support. This drive has guided my career, culminating in my current role as the CEO of the Latino Economic Development Center (LEDC).
During my time at Bennington College in Vermont, I co-founded our college’s inaugural student farm, an experience that sparked my interest in working with agricultural entrepreneurs, particularly in Central America. Following my studies, I spent five years with Chipotle Mexican Grill, where I gained valuable insights and experience while managing locations across the DMV area and Albany, NY.
In 2018, I embarked on a new chapter by joining LEDC as an intern in the small business lending department. This led me to the role of loan officer which provided me with invaluable experiences, shaping my understanding of the unique challenges and opportunities faced by small businesses. It’s been an incredible journey, and I’m eager to bring this rich blend of personal and professional experiences to the Board of Directors at HAND. I am committed to leveraging my background and passion to contribute to the growth and success of the organization and its mission.
HAND: Tell us about how you plan to use your experience to inform HAND’s Board of Directors and staff.
ER: Over the years, I have cultivated strategic leadership skills from my work at LEDC where we constantly navigate challenges, identify opportunities, and execute strategic initiatives to drive growth and impact in our community. Also, working with diverse stakeholders, including government entities, nonprofit organizations, and community members, has allowed me to understand how to effectively engage with various groups. I plan to employ this experience in order to create meaningful dialogue and collaboration among HAND’s stakeholders, ensuring that our initiatives align with the needs and aspirations of the communities we serve.
HAND: What are you most looking forward to over the coming months at HAND? Are there any projects that you are particularly excited about?
ER: I am very excited about the GenerationHAND program. I believe that we have such an amazing opportunity to help bring up the next generation of community development professionals and leaders. Being able to offer our GenerationHAND Braintrust Committee’s experience to the industry’s emerging leaders is something that I am excited and proud to be able to offer.
HAND: One of the initiatives you’ll play a key role in is our GenerationHAND Braintrust Committee. What is one piece of advice you would give to professionals who are just starting out in this industry?
ER: One big piece of advice I’d give to up-and-coming professionals would be to build a diverse network that offers an array of perspectives and knowledge in a specific industry. In my experience working in the non-profit and CDFI industry, one of the most important things is that collaboration is key. Whether that is with government agencies, local organizations, community leaders, small business owners, or community residents— it is important to be connected to different areas of your field. It doesn’t only help on a personal and professional level, but it also enhances the work of the organization you are working at.
HAND: What is your “why” for working in this industry?
ER: My “why” for being a part of this industry is connected to my strong ties with my neighborhood and my commitment to ensuring that all residents benefit from community development. Growing up in DC, I’ve witnessed the progress and growth, but I’ve also seen that it hasn’t reached everyone. Many long-time residents are struggling with rising costs and limited opportunities.
I believe that true community development involves fostering an environment where all individuals can prosper. By working in this industry, we assume a pivotal role in closing these disparities by offering accessible financial resources and services to marginalized communities, enabling them to actively engage in the positive transformation and development occurring within their surroundings.
Being a part of this sector allows me to collaborate with other local organizations, community leaders, and residents to identify their specific needs and offer financial assistance or counseling to ensure they get exactly what they need. This work not only supports individual success stories but also contributes to the overall resilience and vitality of the community.
HAND: What might you be doing if you weren’t working in this space?
ER: If I weren’t working in this space, I believe my passion for the food industry would still guide my path. Growing up in a family of restaurant owners profoundly influenced my appreciation for the intricacies of the food lifecycle, from cultivation to cooking. During my time in Vermont, I worked in a restaurant and immersed myself in the kitchen environment, which I found exhilarating due to its intensity and demand for quick thinking.
I envision myself exploring opportunities that align with my love for food and the challenges of the kitchen. Whether it’s venturing into culinary entrepreneurship, sustainable agriculture, or culinary arts education, I am drawn to spaces that allow me to channel my full brainpower towards finding innovative solutions and contributing to the food industry in meaningful ways.
Five Minutes With David Bowers & Paul Stanford
David Bowers Paul Stanford
To wrap up this year’s GenerationHAND mentorship program we interviewed one of our mentor-mentee pairings, David Bowers (Enterprise’s Vice President of the Mid-Atlantic Market and Senior Advisor of the Faith-Based Development Initiative) and Paul Stanford (Director of Grants Administration at the City of Baltimore Department of Housing & Community Development). During our conversation, Paul attributed a large part in obtaining his current role to David’s mentorship. David also highlighted the value of the insights he received from Paul, which led to interesting perspectives about approaches to life and work.
HAND: Paul, congratulations on your current role as Director of Grants Administration at the City of Baltimore DHCD! Can you tell us about your journey to this point and how your mentor, David Bowers, played a role in helping you to secure your current position?
PS: Thank you. My journey in the housing field started as an AmeriCorps Member with Habitat for Humanity of Michigan during college. The exposure I received seeing the positive impact Habitat for Humanity had on the community and families they helped become first-time homeowners gave me clear direction on the career field I wanted to pursue: housing. Specifically, affordable housing.
From there, I continued to expand my career and gained experience in different areas of housing, from housing counseling, foreclosure prevention, housing policy, program development, real estate development finance and managing large local rental housing and grant programs with different localities in Virginia, District of Columbia Government, and now the City of Baltimore.
My role as is special because I play an important role in providing and managing millions of dollars in funding for housing and community development projects that will provide affordable housing and an economic impact on much-needed areas in Baltimore and manage a team of dedicated staff members. I now work in the city where I live and bought my first home. During the interview preparation stage for the position, I reached out to my mentor David Bowers for guidance and interview prep assistance. David previously served in a leadership role within Baltimore on its Affordable Housing Trust Fund Commission and would be a great asset in helping me prepare for my interview.
During our discussions, David provided me with expert-level training on one of the main grant programs I would be responsible for under the position and how to manage a team effectively. Having these discussions with David in preparation for the interview increased my confidence during the interview process, which eventually led to an offer and my acceptance as Director of Grants Administration.
HAND: David as the vice president and Mid-Atlantic market and senior advisor of the Faith-Based Development Initiative for Enterprise Community Partners, you lead a team that provides local developers access to financing and capacity building/technical assistance. Additionally, you are engaged with local coalitions advocating for increased resources for affordable housing and community development, among many other hats that you wear. Prior to joining Enterprise, you were a program manager for a single-family housing program at the AFL-CIO Housing Investment Trust, a financial and programs advisor at the Community Development Financial Institutions (CDFI) Fund, and worked in the office of U.S. Senator Barbara A. Mikulski. You have extensive experience in housing and community development, especially working in collaboration with public and private sector stakeholders in Baltimore and DC. Can you tell us how your mentors have assisted you along your journey?
DB: Professional mentors have assisted me in my journey with several critical lessons. An early lesson was to be willing to stretch beyond my comfort zone to engage in an opportunity that would expand my horizons and provide me with strategic experience and exposure. This is how I ended up doing appropriations work during my tenure working with former U.S. Senator Barbara Mikulski. I was hesitant to take advantage of the opportunity because I didn’t think of myself as “a numbers guy” but more of a policy guy. One of my mentors in the office essentially told me to sit down, shut up, and listen. She then schooled me on the power of the appropriations process and how valuable it would be for me to learn that process and be in those rooms. It was some of the best advice I have ever received. A second lesson I was taught by a mentor was to think three moves ahead. At one point, I was about to leave the Senator’s office to take a job that would have doubled my pay. My mentor told me it was a nice next step. But has counseled me to think of how it would position me for the second and third move after that. He and I would play chess at times. He always beat me. Part of the reason is that he could consistently think three to four moves ahead. I decided to stay on board and get more experience doing appropriations work. That was a better long-term professional move for me though it required a short-term sacrifice financially. A third lesson a mentor taught me was to always understand what I am looking to get out of an employment experience because the employer/company always knows what they are looking to get out of the employee. Whether it is the impact I want to have via my labor or what I want for my own professional growth and development – be clear on what is in it for me. She helped me understand the importance this plays in setting the dynamic for interaction over issues including work responsibility, pay, time and title.
HAND: Paul, why do you believe your mentor-mentee relationship with David was fruitful? Specifically, what actions or mindset did you have as a mentee that helped lead to the success of your relationship?
PS: No knock to present or past mentors in the program, but I have the best mentor. I could not have asked for a better mentor. David took the GenerationHAND mentorship program seriously by ensuring we met bi-weekly, took notes, followed up on challenges I faced, and met the entire scheduled meeting times. I respected our mentor-mentee relationship by being available and on time for scheduled meetings and being prepared to have open conversations with David.
My mentor-mentee relationship with David began before the opportunity with Baltimore. With David being previously involved with the City of Baltimore and having expert-level knowledge on one of the grant programs, I would be responsible for making me believe our mentor-mentee relationship and my current position with the City of Baltimore was meant to be.
HAND: David, what is something you took away from this program that surprised you?
DB: A pleasant surprise for me in the experience as a GenerationHAND mentor was the insights I received from my mentee. During our conversations, there were interesting exchanges where I heard interesting perspectives about approaches to life and work from a different view. A variety of factors were likely at play – being from different generations and having different life experiences. I was surprised at how our conversations really became comfortable two-way exchanges.
HAND: Paul, what would you say to mentors and mentees considering joining the GenerationHAND mentorship program?
PS: For those considering joining the GenerationHAND mentorship program, I would say do it. Mentors and mentees can benefit from each other and potentially create a long-term mentor-mentee relationship. Communication and setting meeting expectations are key to a successful mentor-mentee relationship.
HAND: David, why did you want to be a mentor in this program, and what advice would you give to future GenerationHAND mentors?
DB: I was willing to be a GenerationHAND mentor because I believe strongly in giving my time, talent, and treasure to benefit others. Part of that is from a sense of religious obligation. Part of it is from a sense of moral and cultural obligation. Others have poured into me, so I am compelled to pour into others. My hope is that my insights, questions and listening ear….that the time I spent with my mentor will play some part in helping him have an even more abundantly successful career. I believe each generation should go further than the one before–building upon prior generations’ work and lessons. For future GenerationHAND mentors, I would suggest to be available, be open, be honest and be you.
