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We have amazing organizations applying for grants this quarter and we wish we could fund them all. For this quarter, please read the below criteria, the initiative descriptions and then choose your top 3 choices on the voting link at the bottom of this page.
With that in mind, we have done extensive vetting based on how well they line up with Legacy Collective vision and goals.
1. Sustainability: Is the grant going towards something that is sustainable or moving towards sustainability?
2. Prevention: Is this grant addressing a systemic/root issue(s) and prevention of issue?
3. Innovation: Is this grant going towards something innovative, new, or pioneering?
4. Collaboration: Does this grant come with an ongoing partnership opportunity for Legacy Collective and/or partnership with other organizations?
5. Diversity & Inclusion: Does the organization have diverse & inclusive hiring, employment, and client service practices?
Voting Instructions & Policies
Please select the top three (3) initiatives that you believe should receive funding.
Voting is restricted to active Legacy Collective Founders, Investors, Partners, and Members.
Each Legacy Collective Founder, Investor, Partner, and/or Member can submit one vote per household (unless more than one household member has an active Founder, Investor, Partner, and/or Member account).
Please vote using the email address related to your active Legacy Collective Founder, Investor, Partner, and/or Member account (if you are unsure, please reference the email address on your voting email invitation or send an email to firstname.lastname@example.org and we can confirm). Inactive Legacy Collective votes will be discarded prior to the final initiative ranking. If you need to renew your Legacy Collective membership, please visit the Support and FAQs page.
Building Hope in the City: LIFT Initiative
- Leaders In Faith Together (LIFT) is the new coaching arm of Building Hope in the City (BHITC) that seeks to partner with new and developing nonprofits, churches, and businesses in Cleveland. LIFT seeks to invest in our communities by infusing capacity-building efforts into a network of like-minded, well-equipped, and supported leaders.
Leaders that live in the city and are already part of the community often have ideas for creating and implementing solutions to the pressing needs and concerns around them, many of which often disproportionately effect communities of color. These leaders seek to start nonprofits, churches, and/or businesses, and yet it is a steep climb to sustainability. Generally, 47% of nonprofits and 50%+ of new small business ventures fail within five years. Specifically, nonprofits led by and for people of color are often under-resourced because of systemic racial disparities; only 8% of philanthropic dollars goes to nonprofits led by people of color. Failure to support nonprofits led by and for communities of color emphasizes chronic and systemic racial disparities and undermines the positive social change that nonprofits of color can create (Transformational Capacity Building, Nishimura et al., 2020).
LIFT was created to partner with and accelerate the work of leaders in Cleveland, providing transformational capacity building, with a particular emphasis on amplifying the voices and leadership of Black ministry leaders. LIFT seeks to activate these leaders to serve out of their existing giftedness, skills, and sector expertise, while connecting them with necessary resources, including funds, collaboration with field experts, and assistance with shaping mission and vision.
The first cohort of five nonprofit and business leaders kicks off in the Summer of 2021. The specific components of LIFT are:
• Developing Resources: performing leader assessments; acting as a fiscal agent where necessary; assisting with nonprofit incorporation; grant funding; training stipends
• Coaching and Advisory Services: assist with goal setting; offer consulting with core BHITC staff and partners; provide counsel and support on specific issues (legal, marketing, etc.); partner with industry-related knowledge and expertise (retail, food business, healthcare, etc.)
• Networking and Impact: regular meetings to ensure progress; stipends to attend trainings that further education and ministry learning; collaborative events; prayer
Throughout 2021 and beyond, LIFT will work with five emerging nonprofits and businesses, all with varying goals. Outcomes for these nonprofits and businesses include:
• Sustained profitability
• Development of complete Business Models, including internal controls and processes for growth (accounting, budgets, policies, and procedures, etc.)
• Enhanced marketing and communications
• Increased fundraising capacity and donor development strategies
• Expansion of Board of Directors and their capacity for support
• Strategic planning in place
Anticipated impact for those in LIFT cannot be overstated. The five cohorts operate in many different capacities, by serving single women, working toward racial reconciliation and justice, increasing local food access, facilitating healing through therapy and coaching, providing housing for homeless women, working with women exiting human trafficking, and more. The impact in empowering these leaders in Cleveland to work for the good of their communities and the people around them is far reaching. The transformative and supportive services that will be offered through each nonprofit and business has long lasting effects that will ripple through the city of Cleveland in countless ways.
Annual operating costs for the LIFT initiative will be continued after this project through fundraising efforts, including donor appeals to individuals, grant writing and special events. LIFT will continue to be a priority and be funded through these fundraising efforts. The organization is also increasing its own overall self-sustainability through profit-generating social enterprise ventures, allowing us to become more self-sufficient into the future. Additionally, BHITC is launching a capital campaign that will include a significant amount of funding for LIFT to support the program for the next 5 years.
Location: Cleveland, OH, USA
Total Funding Requested: $25,000
Funding Date Requirement: 7/1/2021
Prior Funding Through Legacy Collective: March 2020 $25,000
Nonprofit Name: Building Hope in the City
Nonprofit Website: www.buildinghopeinthecity.org
Camp Kesem at Johns Hopkins University: Diversifying Baltimore Student Outreach
Camp Kesem is a national organization that recognizes and embraces the often-overlooked population of children affected by a parent’s cancer. Our program serves these children by providing a free college student-run summer camp. When a parent is diagnosed with cancer, the whole family is affected. Because these children do not appear sick, their needs are often overlooked and they suffer quietly, leading to academic, social, emotional, and developmental problems. More than 3 million kids are affected by a parent’s cancer in the United States and Camp Kesem is the only national organization that provides this unique support for families. Our chapter of Camp Kesem has been run by undergraduate students since 2011. Currently, we serve between 60 and 70 children from the greater Baltimore area.
Camp Kesem at Johns Hopkins University (CKJHU), while geographically-based in the city of Baltimore, currently serves mainly upper and middle-class suburban families within the greater Baltimore area. However, cancer does not discriminate between families based on geographical location or socioeconomic status, so we are hoping to increase our camper diversity to reflect this as well. Our new focus for the next few years is to reach the under-resourced population of inner-city Baltimore affected by cancer. By summer camp of 2022, we hope to be able to serve 15 new campers from families with a lower socioeconomic status from the city of Baltimore. In order to reach this goal, we will be working primarily with public schools to identify potential camper populations. A large part of our outreach funding will be used to distribute information, including costs related to transportation, tabling, reservations, flyers or informational pamphlets, and food to hand out.
This will also mean needing additional resources so that we can continue to keep camp from being a financial burden on impacted families. In particular, we hope to support these children by supplying them with items such as a sleeping bag, swimwear, toiletries, and other requirements by the individual. These are purchases that may be negligible for our normal camper base but could be a financial burden on families with a lower SES. In addition to camp necessities, we also aim to provide transportation to and from camp, transportation to and from campus for our year-round events, support packages that can include fabric for blankets, for example, and warm welcome packages to maintain connections to our chapter.
Every year, we provide at least 55 campers with free lodging, food, and activities at a week-long summer camp. We aim to create a supportive environment where campers can build friendships and gain support from college-aged counselors and other campers enduring a similar hardship in order to mitigate the feelings of isolation, increase support systems, and help them feel more comfortable about sharing their feelings. Throughout the school year, we also send care packages to campers, mail personalized birthday cards, and host at least two in-person events for campers to reconnect with counselors and their friends during the year. In our new focus to reach inner-city Baltimore and have at least 15 lower socio-economic status campers (around 20% of all campers) by summer of 2022, we aim to establish a relationship with the community in the city, and spread awareness of camp to traditionally underserved areas and populations of Baltimore. We will need additional financial support and resources for outreach purposes in order to reach this goal, specifically through working with Baltimore public school systems and other downtown Baltimore organizations.
CKJHU has always provided a free camp to children affected by a parent’s cancer, but we want to ensure that camp is not a burden on families in any way. In reaching families of a lower socioeconomic status, this may mean helping to provide transportation, camp supplies (such as sleeping bags or accessories for swimming), and removing any other financial burden that may affect these families more than our traditionally middle-class camper family population. Our hope is that after reaching our goal of 15 campers from inner-city Baltimore in the summer of 2022, we will have started to diversify our camper population, and established a relationship with the community of Baltimore. After this first year, our goal will be to continue to increase the percentage of our campers who come from these under-resourced areas, as we will be able to more easily spread awareness of the program through impacted families.
Individual fundraising makes up a majority of our chapter’s funds. However, there are two major major events which have continuously supported, and will continue to support our chapter’s effort. One such event is our Giving Tuesday campaign, wherein all of our members collectively raise money together on this national day of giving in order to meet an established goal of ours. Particularly, in the past four years, we have met and exceeded our Giving Tuesday goal of $20,000. The other event is our annual Make the Magic gala which has drawn in many affluent members of the Baltimore community in order to support our chapter’s initiative via their donation. While the funds received in a given year surely vary, these concentrated efforts are a large part of how the national organization of Camp Kesem has been able to stay financially afloat for over a decade. This fundraising approach has allowed us to serve over 55 campers in the past 2 years while being able to maintain a reserve of about $34,000. We are currently estimated to reserve an additional $13,750 based on our successful fundraising campaigns this year. Finally, our university’s Center for Social Concern (CSC) has also been an integral part of our continued success. In particular, they have generously donated $500 to our campaign, and will continue to do so in order to finance part of the necessary expenses of student travel to the camp location.
Given our current financial status, we are aiming to consistently reserve $15,000 per year for the next five years, while slowly increasing the number of under-resourced and underserved campers and families we are able to support. Furthermore, increasing the number of campers we can take to camp will also increase the number of undergraduate students we can take as counselors as well. Having a greater number of involved college students will also increase individual fundraising contributions as well as general awareness of the organization on and beyond campus due to higher student body involvement. While our campaigns have been extremely successful, it has nonetheless been challenging to raise a comparable amount of money in our virtual fundraisers to our fundraisers prior to the pandemic. Therefore, the additional $15,000 will allow us to reach our DEI goals and ensure the financial sustainability of our chapter without us having to dig into our funds.
Location: Baltimore, MD, USA
Total Funding Requested: $15,000
Funding Date Requirement: 9/1/2021
Prior Funding Through Legacy Collective: none
Nonprofit Name: Camp Kesem at Johns Hopkins University
Hope Partnership: Family Advocacy Program
Hope Partnership is requesting $25,000 in grant funding to support our Family Advocacy program impacting homeless and near-homeless families and individuals in Central Florida.
Between 12,000 and 14,000 individuals make at or below minimum wage in Osceola County For these workers, safe and stable housing is impossible to afford, so they resort to living in hotels and motels, doubling up with other families, or in other places unfit for human habitation. A lack of affordable housing exacerbates segregation. Due to a legacy of discriminatory policies, white families typically have much higher net wealth and incomes than families of color, which creates large differences in purchasing power. White families can disproportionately afford more expensive neighborhoods of opportunity.
Hope Center, an entity of the Partnership, is working to empower our low-income, poverty-level neighbors living in and around Osceola County, Florida. Primarily, our clients are literally homeless (22%), living in hotels/motels along HWY 192 (39%), living with family/friends (18%), or are cost-burdened renters (21%). On average annually, our client population is 33% white, 22% Black/African American, and 41% Hispanic. 71% of heads of households that are served are female, while 28% are male.
We work to restore dignity and self-sufficiency to those in need in our community through a holistic approach to case management, funds assistance, and life skills. We seek to improve household self-determined success through one-on-one case management, financial literacy coaching, and employment assistance. As part of our case management strategy, we have relied on best practices to help individuals forge a path towards self-determined success through a strong Family Advocacy Program that utilizes motivational interviewing and trauma-informed care. Through the use of these best practices, we help families reduce or remove their barriers and increase their household’s self-determined stability.
Each client who wishes to be part of our Program makes an appointment for an assessment. During this appointment, an Assessment Specialist dedicates their time to understand the client’s story, assessing their current barriers to self-sufficiency, and making referrals to Family Advocates or other agencies to meet their individual needs. Family Advocates provide comprehensive case management services to clients. There are no prerequisites to be part of our Self-Determined Stability Program.
Since opening in April 2013, we have served over 50,485 heartbeats. Our family advocates have worked with over 3,000 households. In 2020, Hope Center housed 165 heartbeats, and our clients’ average monthly income increased by $784. The case management strategy we employ is rooted in best practices of trauma-informed care, motivational interviewing and client choice.
We utilize a modified self-sufficiency matrix (SSM) as a means of measuring increases in household stability. The SSM measures in seven domains on a five-point scale: Housing, Employment, Income, Adult Education, Children’s Education, Mental Health, and Food/Nutrition. The SSM will be administered upon enrollment into the program and if successful, we expect to see a .25 overall score increase: specifically, we expect increases in the income, employment, food security and housing domains. In 2020, despite the effects of COVID-19, clients working with our advocates increased their overall SSM score by .66.
Each advocate establishes a service timeline to fit their individual client’s needs. Advocates follow up with clients monthly to help guide clients to self-determined success. Evaluation of Self-Sufficiency Matrix scores occurs every three appointments, or when there is a significant change in the household’s income, housing, or composition, and are used to adjust client goals and tasks accordingly. HUD homeless Clients will be evaluated by the VI-SPDAT and entered into the corresponding, available program based on their score.
Advocates commit to entering 100% of clients into the Homeless Management Information System (HMIS) to ensure data accuracy and commitment to data quality as members of our Continuum of Care. Advocates also expect clients to see an average increase of 0.25 in their Self-Sufficiency Matrix score. We expect 80% of all clients to receive continued case management services through the Self-Sufficiency Program.
Location: Kissimmee, FL, USA
Total Funding Requested: $25,000
Funding Date Requirement: 7/1/2021
Prior Funding Through Legacy Collective: None
Nonprofit Name: Hope Partnership
Nonprofit Website: www.thehopepartnership.org
Selamta: Forever Family Project
Legacy Collective is the ideal partner to help Selamta Family Project change the lives of children who have experienced trauma, abuse, and other hardships. Working in concert, they believe they can exponentially increase their impact for those who deserve to know the love of a family. With this in mind, Selamta Family Project is requesting funding to provide the educational, psychosocial, medical, spiritual, and material resources necessary for 20 children to leave government orphanages and join Selamta’s Forever Family Program by August 2021.
USAID estimates over 5 million children in Ethiopia have lost one or both parents, predicts that over 10,000 of these children live on the streets of Addis Ababa, and over 8,000 live in institutions. Many of these institutions have poor living conditions and children suffer from malnutrition and neglect and are at a higher risk for maltreatment such as abuse and child labor (NCBI). In addition, children in institutions and on the street experience gaps in their schooling making it very difficult for them to access the education and training necessary to acquire a living wage job. This leads to a higher risk of homelessness, suicide, prostitution, and incarceration among children aging out of institutions.
Selamta Family Project:
Selamta Family Project was established in 2006 and unites 8-10 children from orphanages, the street, and other unsafe situations into a healthy family structure with a trained mom in their own home. The family is fully integrated into the local community and they grow up together over a 10-20 year period before launching from their family home into independence.
Selamta’s Forever Family Program is built on a holistic approach that supports youth with wrap-around support in four cornerstone areas: Education, Health & Wellness, Psychosocial Support, and Spiritual Development. This care continues indefinitely, as children do not age out of Selamta at 18, but continue to be a part of their family as they complete their secondary and tertiary education.
Once they have started a living-wage job, Forever Family members shift into Selamta’s pre-launch program, where they live independently, but continue to receive support, until they are fully independent. Even after achieving independence, Selamta’s children always have a family to come back to and a network of support through Selamta’s Community Center.
A study conducted by the Bucharest Early Intervention Project (BEIP) found that children who were brought out of institutions and into families at a young age made significant gains in both their cognitive and emotional development. The Selamta model cultivates lifelong families for children who have lost everything, families that function as biological families, and remain a lifelong support even when children grow up and start independent lives and families of their own.
Selamta’s holistic approach has enabled 175 children to know the love of a family through their Forever Family and Outreach programs. They have seen 39 children launch into independence and have story after story of resilience and hope. Yemima* came into Selamta when she was 7 after losing her parents. She began to excel in school and was recognized by Glamour Magazine and She’s the First as their Girl of the Year. She recently received a full ride to an Ivy league school and aims to earn a biology degree so she can start a much needed clinic in her birth city in Ethiopia. In her university application, she states,
“My life has not been easy, but Selamta has taught me that I can grow from challenges and that education is the path to changing my future. I am a dedicated student, a model leader, and an active, diligent community member. To become a health professional and return to Ethiopia is my only goal.”
Through Legacy Collective’s support, Selamta desires to support new children to realize their potential, just like Yemima, by providing them a Forever Family. Their goal is to provide children who have experienced trauma, with holistic, wrap-around care and the support necessary for them to heal and thrive. They desire to instill in their children the hope that they can achieve their dreams and a sense of responsibility to care for others in their community, country, and world.
Selamta Family Project desires that each new child entering Selamta will:
Understand that they have inherent dignity and worth
Make gains in their education to overcome gaps in schooling through educational support
Heal from past trauma through psychosocial support and loving families
Feel like a valued and loved member of a family
Discover their unique interests and abilities and establish goals for their future
Become a contributing member of society, giving back to their community, country and world
Selamta Family Project’s funding comes almost entirely from private individual donors. Their Heart & Home sponsorship program is a sustainable source of revenue with donors engaged for an average of 8 years, many of whom have sustained giving for over 10 years. After their initial Children Center start up costs, the support of new families will be provided through this program. In addition to this funding source, Selamta works continually to seek new sources of revenue to ensure the sustainability of the program and continued support for the Selamta families.
Total Funding Requested: $25,000
Funding Date Requirement: 8/1/2021
Prior Funding Through Legacy Collective: None
Nonprofit Name: Selamta Family Project
Nonprofit Website: https://www.selamtafamilyproject.org/
Shining Light International: Training Centers for Women & Adult Literacy
Shining Light International (SLI) works with communities and on-the-ground partners to equip individuals and resource sustainable education, training and development programs in the remote, northern regions of Pakistan. Through a reputation for unique, locally-developed solutions and a strong network of partners, SLI is able to work in the most marginalized regions of Pakistan where others won’t and don’t. We are committed to effective and efficient stewardship of time and finances, and believe in the power of communities to break the cycle of poverty.
One of SLI’s cornerstone programs includes the Rural Village Development Program which supports extremely remote village schools and adult education projects. Through the Adult Education Program, we focus on the provision of both vocational training for women and adult literacy courses for communities. Each course works to provide skills to improve livelihoods and relationships that foster hope.
At the request of rural community leaders, we have been invited to provide adult education to new communities throughout the region. In 2021, we are partnering with communities to expand adult education to new villages with courses in vocational training for women and adult literacy for communities. We are working to open seven new women’s vocational training centers based out of homes to provide women with a safe learning environment. Each center, with Covid safety precautions in mind, can offer the year-long program to up to twenty-five students. In this training, women will learn basic sewing and embroidery skills, along with literacy and business management skills that enrich the curriculum. For our adult literacy program, we are partnering to open four new adult literacy centers in new communities. With Covid safety precautions in place, each center will be able to offer up the six-month program to up to twenty-five new students. They will learn to read and write in Urdu, their national language. Through each of these adult education courses, each student will not only learn a practical skill, but also how to identify personal strengths, weaknesses, and their personal self-worth. This is key to bringing holistic change to both men and women in these communities. This type of training is something uncommon within the region, particularly for women to experience.
We would like to invite Legacy Collective to partner with us to fund two rural vocational training centers for women, and one rural adult literacy.
The adult education project will offer culturally appropriate and contextualized women’s vocational training and adult literacy training. Through these courses, individuals will gain a skill-set in vocational or literacy training.
Not only do we hope for adult students to gain new skills, but we hope to provide them with the opportunity to learn about themselves and bring holistic change to their personal lives through engaging with a curriculum that teaches self-worth and value. We hope that after the training, 100% of participants will be able to communicate their strengths and weaknesses; That 50% are able to identify their personal strengths in the skill-set they’ve learned within the training; and that 80% of participants being able to express a healthy sense of self-worth even two years after completing the course.
For women participating in our sewing centers, we hope that 25% of participants indicate some aspect of their life being changed, such as higher income which leads to respect within their family and community.
Our hope as well, is that after three years, that 75% of our vocational sewing course participants are earning enough income to support their families and that 20% of participants have their own small business.
We believe that each of these outcomes are attainable, bringing both personal and community growth.
Through this expansion of our Adult Education Projects, there will be holistic benefits for these historically marginalized communities bringing sustainability in different forms.
Through these new adult literacy classes, we expect to see men and women learn to read and write, many the first in their families to do so. We believe adult students will become more confident, engaged and resilient members of their communities. Research shows that educated parents are more likely to make education a priority for their children, particularly for girls (Sabates, 2008). We expect that through improved adult literacy, families will drive improvements to education in their communities.
There are few opportunities for women in these remote, conservative villages to engage outside of their homes. Vocational training opens doors for women to earn an income in a safe way that aligns with the cultural norms of the region. New streams of income will help improve family livelihoods and contribute to poverty reduction. In addition, through vocational training classes, women will have a safe, accepted means of building relationships and networks of support with other women. We know that relationships and connection with others contributes to improved confidence and resiliency; this is significantly impactful for women who are particularly vulnerable and marginalized in the region.
Through literacy and vocational training, these marginalized communities will be better able to advocate for their needs with the government and to think independently and critically. We believe these skills will contribute to the prevention of marginalization, exploitation and vulnerability to extremism.
Total Funding Requested: $30,000
Funding Date Requirement: 6/1/2021
Prior Funding Through Legacy Collective: None
Nonprofit Name: Shining Light International
Nonprofit Website: https://shininglight.co/
Starfish Project: Relocation & Expansion Project
Our mission is to hire as many women as we can to escape brothels and experience freedom at Starfish Project. In recent years, our Riverside branch has grown significantly, taking on new women and reaching thousands more through outreach efforts. As this growth has occurred, we have trained women to move into positions of leadership, dealing with increasingly complex business tasks. We are pleased to see this growth, as developing career potential is a key aspect to our method of seeing every woman fully valued and independent. As women advance into these careers and out of our production line (our entry level job posts), they also open the way for new women to join our production team who are just leaving brothels. As the complexity of our business also expands, we will open up several new higher level career roles that will require significant training.
However, we face a significant limitation in the space and suitability of the current Riverside office. Therefore, we are relocating to a training center that is being purposefully developed to meet these new opportunities. The new space we have acquired is twice the size of the current space, has dedicated classroom and counseling space, and has a much greater capacity to be customized for the various training opportunities we plan to offer. For example, we are actively working to train new women at Riverside Center in photography and videography to become specialists and future leaders in our marketing department. However, without a dedicated photography space, they currently lack the opportunity to stage indoor model photo shoots and wide angle images. The new training center we are developing will have a dedicated space for such complex photography, mirroring what we have in our HQ office – which has successfully trained women to go on to run their own photography businesses.
We have chosen a space that is highly customizable to our social enterprise needs, and it is a significant renovation project which requires outside support. This funding would, therefore, be a highly strategic one-time investment of resources into the development of a space that will serve as the training center we need to invite 23 new women to experience freedom and develop new careers at the Starfish Project Riverside branch in the coming years.
Due to the close correlation of this initiative to our existing strategic goals as an organization, we are very committed to achieving the quantitative outcomes of this training center. This training center will immediately be utilized by 27 women who have already escaped exploitation, as well as five members of staff who facilitate their training and development. Our goal is for this location to facilitate jobs for another 23 women leaving brothels and experiencing freedom at Starfish Project by 2023. In total, this means that by 2023, this training center will provide viable economic opportunities for 50 women escaping exploitation (alongside 50 women in our other Asia branch). This training center will also be renovated with the custom capacities needed to provide for at least 10 new higher level careers. These higher level roles will include inventory managers, graphic designers, and photographers, amongst other careers.
The qualitative impact of this training center is highly evident to us on a daily basis. For example, on a recent visit to the Riverside Branch, Starfish Project’s founder, Jenny, shared about new career training opportunities that would soon be available in Riverside because of recent sales increases. One woman there, who originally escaped exploitation several years ago and is now our Production Manager, began crying with happiness. In explaining, she talked about the impact this will have in boosting the confidence and aspirations of the women in her department. After over a decade of enabling women to experience freedom and develop new careers at the Riverside branch, we are now able to see the legacy of that impact as new women are increasingly trained by those who were once in exploitation themselves. As we undergo the significant undertaking of renovating this training center, we are excited for the impact this will have on multiple generations of women experiencing freedom from exploitation, realizing their true value, and developing their full potential in our social enterprise business.
To summarize, this larger and better-equipped training center will allow Riverside to take on more women escaping exploitation and give them the adequate spaces and resources to grow in their career potential. This will remove our current barrier to growth in Riverside, which is the lack of adequate and appropriate space.
Total Funding Requested: $34,000
Funding Date Requirement: 6/1/2021
Prior Funding Through Legacy Collective: None
Nonprofit Name: Starfish Project
Nonprofit Website: https://starfishproject.com/
NOW IT IS YOUR TURN!
After reviewing the Initiative Summaries above, please follow the link below to Vote on your Top 3 Choices.