Special Project Grants Dashboard

Grantee: HealthLinc
Project: HealthLinc, Inc. Mishawaka Expansion Project
Amount: $250,000.00
Date Approved: 04/15/2025
Final Report Submitted: 12/16/2025

HealthLinc received funding to remodel the unused portion of its Mishawaka clinic during 2025, expanding healthcare services for underserved residents of St. Joseph County. The renovation added over 10,000 square feet of space dedicated to women’s health and OB services, behavioral health, optometry, and chiropractic care. It also established a training site for HealthLinc’s Behavioral Health Residency program. This expansion positions HealthLinc to provide an additional 14,000 visits by 2026, serving approximately 4,667 patients. The new facility includes additional exam rooms, a classroom, a conference room, and increased staffing to meet growing demand for affordable specialty care.

The project was completed on schedule, with no significant changes from the original plan. HealthLinc leveraged its extensive experience in clinic expansion and worked with trusted vendor Larson Danielson to ensure timely delivery. The remodeling has already improved patient flow and access to care, with the added space allowing more patients to be seen comfortably and efficiently. The expansion also enabled the hiring of a new psychiatrist and increased capacity for behavioral health residents, strengthening both service delivery and workforce development.

HealthLinc did not encounter major challenges during the grant period. Early planning and established partnerships minimized risks and ensured smooth execution. The organization’s use of quality improvement tools, including a PDSA template, A3 problem-solving frameworks, and Define, Measure, Analyze, Improve, and Control, supported effective project management and accountability throughout the process.

The success of this project is reflected in staff testimonials. Emely Aparicio, Patient Service Representative, noted, “We’ve been able to bring in more residents, therefore increasing patient capacity and offering sooner availability for new patients. We have also since hired a new psychiatrist. Another bonus is the fact that we now have a community shower and laundry units available to those in our community in need.” These insights highlight the tangible benefits of the expansion for both patients and staff.

HealthLinc plans to continue building on this success, with future funding secured through ongoing donor engagement and institutional support. The organization remains committed to reducing barriers to care and meeting the evolving healthcare needs of the community.

Grantee: Reins of Life
Project: Expanding to Meet the Needs of the South Bend Community (Capital Request)
Amount: $150,000.00
Date Approved: 04/16/2024
Final Report Submitted: 9/25/2025

The organization received funding in late 2024 to support the expansion and renovation of its South Bend center, a capital project designed to increase program capacity, improve the delivery of equine-assisted mental, emotional, and physical well-being services for individuals, and improve the organization’s ability to support complex therapeutic interventions. The project includes construction of a weather-protected entrance and accessible parking lot and walkways; a classroom, a conference room, volunteer space, an executive director’s office; clinical spaces for medical professionals, an enlarged indoor arena, additional horse stalls, tack rooms, and a wash stall; and a fire-suppression system.

Construction started in November 2024, and by 2025, Phase One of construction—covering the arena expansion, horse barn addition, east-side expansion, and remodeling to create the Clinical Unit—was substantially completed. The organization was also able to incorporate nearly all remaining components of Phase Two through in-kind donor support, builder collaboration, and disciplined reuse and repurposing of materials. The newly created clinical greatly broadened the range of services available, and the enlarged arena has increased lesson capacity. The improved facility has also attracted heightened interest from other nonprofits, especially youth-serving and mental-health organizations. The organization successfully hosted the PATH Intl. Accredited Equine Specialist in Mental Health and Learning workshop in 2023, gaining nine instructors, and expects additional Instructors-in-training to graduate within the next year.

The greatest challenges reported by the organization were an increase in the total expansion cost to $2.5 million due to the raised cost of the fire-suppression system, mental fatigue from managing daily operations with participants, volunteers, staff, and horses alongside an active construction site, and some regional delays that were prompted by unprecedented growth in New Carlisle and South Bend. Operational flow was occasionally disrupted, requiring temporary adjustments to lesson plans and movement patterns.Despite these challenges, the organization completed a full year of construction with minimal disruption to programming. Fundraising remained strong throughout, and community enthusiasm increased as visible progress was made.

In the coming year, the organization will complete the remaining elements, including an equipment building that will improve operational efficiency and reduce physical strain on staff and volunteers. Updated pricing is underway, and partial funding has been secured.

Grantee: Boys & Girls Clubs of the Northern Indiana Corridor
Project: BGC Leadership Academy & Training Center
Amount: $100,000.00
Date Approved: 11/19/2024
Final Report Submitted: 12/30/2025

The Boys and Girls Club of the Northern Indiana Corridor (BGCNIC) received funding to support the acquisition and renovation of a new facility — now officially named The Phair Family Leadership Center. The purpose of the grant was to establish a dedicated space for academic enrichment, social-emotional support, and leadership development for youth across St. Joseph County. The project included launching a daytime Leadership Academy for students at risk of expulsion or academic failure, creating a staff training hub, and expanding after-school programming for grades 6-7. Grant-funded activities occurred between Fall 2024 and January 2026, culminating with the transition into the newly renovated center in early 2026.

During the grant period, BGCNIC piloted the Leadership Academy beginning in August 2025, operating temporarily at Ivy Tech Community College and South Bend City Church during ongoing renovations. Across two nine-week cohorts, 18 Mishawaka High School students participated. Students completed 56 courses in total, averaging three credits per student, with 71% of courses completed at 80% or higher and an overall average score of 84%. These outcomes demonstrate strong academic engagement and confirm the value of individualized instruction outside traditional disciplinary settings. School partners expressed growing interest, with School City of Mishawaka requesting program expansion and additional districts inquiring about replication. Staff reported deeper professional fulfillment and strengthened relationships with participating youth and students reported feeling respected, supported, and understood, and an emotional shift that contributed directly to their academic success..

In January 2026, both the daytime program and the after-school Tween Center successfully moved into The Phair Family Leadership Center, enabling expanded capacity and program stability moving forward.

The project encountered challenges tied primarily to renovation and safety system delays, which extended the building’s readiness timeline. To prevent mid-semester disruption for participating students, BGCNIC strategically delayed the program’s move-in until January 2026. Additionally, the Leadership Academy’s resource-intensive nature — requiring low student-to-staff ratios and specialized training — presents a long-term sustainability challenge. BGCNIC is proactively working with school districts, exploring shared funding models, and pursuing additional grants to ensure the program’s viability and scalability.

Grantee: Potawatomi Zoological Society
Project: Big Cat Tracks-Amur Tiger and Leopard Habitat
Amount: $100,000.00
Date Approved: 11/19/2024
Final Report Submitted: 1/27/2026

The Potawatomi Zoo received funding to support the development of Big Cat Tracks, a major capital project designed to create a state-of-the-art habitat for Amur tigers and Amur leopards. This initiative represents the Zoo’s first-ever physical expansion, adding acres of parkland adjacent to the Zoo’s current footprint. The project addresses evolving Association of Zoos and Aquariums (AZA) accreditation standards for big cat habitats while enhancing the guest experience through expanded pathways, visitor amenities, restrooms, concessions, and a new playground. The overall goal is to improve animal welfare, support future conservation breeding recommendations, and accommodate the Zoo’s sharply increasing attendance, which reached more than 400,000 visitors in 2025.

During the 2025 project year, the Zoo made substantial progress toward completing Big Cat Tracks, which is scheduled to open in Spring 2027. The expansion area has been integrated into the site plan, and construction has advanced smoothly. This new footprint will support immersive, naturalistic habitats for Amur tigers and leopards—species identified by AZA as requiring upgraded facilities based on the Zoo’s accreditation review five years earlier. Additionally, visitor pathways and amenities will be expanded, supporting longer guest stays and increased on-site spending. The Zoo is also preparing for its 2025 AZA accreditation review. Addressing prior habitat-related concerns positions the organization favorably for a successful hearing. Baseline zip code analysis conducted in 2025 will be compared to 2026 visitation data to assess projected increases in regional and out-of-region tourism following the opening of new attractions.

The project year brought both successes and challenges. While construction progressed well, the project did experience a slight budget increase, which the Zoo managed effectively through prior capital planning experience gained from four major capital projects completed over the past six years. A key challenge that remains is the dependency on external accreditation timelines and Species Survival Plan (SSP) recommendations, which will ultimately determine when breeding opportunities might occur once the habitats open; these outcomes are dependent on national committees and cannot be predicted by the Zoo. Despite these uncertainties, the Zoo’s steady progress, careful planning, and positive track record position it well for favorable outcomes. From a programmatic perspective, the Zoo’s rapidly growing attendance highlighted the need for expanded amenities, reinforcing the value of this capital project in supporting long-term operational revenue and guest satisfaction.

Upon completion of Big Cat Tracks, the Zoo will sustain the habitats and visitor amenities through operational dollars, with anticipated increases in admission revenue, membership, and ancillary spending helping offset ongoing maintenance costs.

Grantee: AIDS Ministries/AIDS Assist
Project: Health Plus Clinic – Additional Provider
Amount: $60,000.00
Date Approved: 04/15/2025
Final Report Submitted: 4/28/2026

In 2025-2026, Health Plus Indiana (formerly AIDS Ministries/AIDS Assist) used grant funding to expand community-based medical care by hiring an additional provider to deliver services both in the clinic and through street outreach in St. Joseph County. The project was designed to increase access to care for vulnerable and underserved residents. During implementation, the organization also added a community health worker, who became essential to identifying outreach locations, building trust with patients, supporting follow-up care, and assisting with electronic medical record documentation. The program helped bring medical and mental health care directly into neighborhoods and other community settings for individuals who often avoid traditional healthcare environments.

Program implementation took longer than anticipated in 2025-2026 because of policy development needs, staffing challenges, and weather-related barriers to street outreach. In response, Health Plus Indiana adapted its model by partnering with homeless sites and housing facilities, establishing agreements for regular on-site care, and expanding collaboration with community-led outreach teams. These changes strengthened the program by building new partnerships and allowing staff to address additional social determinants of health alongside medical care. The new provider treated approximately 105 unduplicated individuals and provided outreach/education to another 150 individuals. Health Plus Indiana also arranged partnerships with 3 community organizations, and they are now providing health services at these entities.

The organization reported that the project will continue through program income and is also pursuing additional grant support, including a street medicine grant through HRSA. From an evaluative standpoint, the project demonstrated thoughtful adaptation to early challenges, and the addition of a community health worker appears to have significantly improved outreach effectiveness and follow-up capacity.

Grantee: Rebuilding Together St. Joseph County
Project: Rebuilding Together Expansion
Amount: $50,000.00
Date Approved: 11/18/2025
Final Report Submitted: 9/15/2026

Rebuilding Together St. Joseph County provides critical home repairs and accessibility improvements that help low-income seniors, veterans, and families remain safely in their homes. Grant funds helped support a phased expansion of the organization’s established South Bend program into Mishawaka and surrounding communities. Grant funds are intended to position Rebuilding Together to repair 30-40 homes during 2026-2027 and to build a sustainable countywide service model that strengthens housing stability throughout St. Joseph County.

During the 2026 reporting period, the organization served 20 households: 16 in South Bend and four additional households through the Mishawaka-area expansion pilot. The pilot also produced a working relationship with City of Mishawaka staff, completed national training, added a customer relationship management system, secured strategic planning support, and tested the South Bend service model across municipal boundaries. Rebuilding Together expects to complete three to five additional expansion homes by December 31, 2026, which would bring the round’s projected total to 23-25 homes, including seven to nine connected with the expansion. Lessons from this work will inform a larger Mishawaka effort in 2027 and the longer-term goal of serving communities throughout St. Joseph County.

The primary challenges were timing, funding delays, and a lower-than-expected number of qualified South Bend applications. City of Mishawaka funding anticipated in August 2026 had not been received by the September 30, 2026 fiscal year-end, delaying homeowner identification, permitting, scheduling, and completion of additional pilot homes. From a Community Foundation evaluation perspective, the grant generated meaningful capacity-building and demonstrated early demand and feasibility, but the final 30-40-home objective for 2026-2027 remains in progress and a final grant report will be required for further review.

Grantee: Greater Impact
Project: Greater Impact Expansion
Amount: $50,000.00
Date Approved: 04/15/2025
Final Report Submitted: 1/31/2026

Greater Impact received funding to expand its capacity to employ and mentor at-risk youth through paid work in its Lawn Care and Screen Printing Divisions. Funding was intended to help Greater Impact move toward its long-term capital goals, specifically the future replacement of an aging truck, the addition of a third Lawn Care crew, and other equipment upgrades planned for 2026, while ensuring youth continued to receive income, mentoring, and supportive work environments throughout the 2024-2025 period.

Across the 2024-2025 timeframe, Greater Impact continued to provide paid employment and robust mentoring to at-risk youth to help them strengthen employability skills including communication, time management, workplace responsibility, and problem-solving. In 2024, the organization generated approximately $262,000 in earned revenue and moved toward goals of employing 30 youth, providing 2,500 hours of formal and informal mentoring, and reaching $300,000 in sales revenue to support sustainability.

Although planned capital purchases were deferred to 2026, Greater Impact successfully completed its $250,000 capital campaign in January 2025, ensuring funding will be available for strategic investments before the 2026 service season. Throughout 2024-2025, the organization preserved student employment by maintaining aging equipment through a careful preventative maintenance approach. Leadership teams remained focused on youth development while the board conducted monthly financial assessments to ensure stability during this growth period.

The year presented several challenges, such as balancing nonprofit mission needs with the demands of operating a revenue-generating business, leadership turnover within the Prints and Embroidery division that caused delays in assessment expansion, but ultimately resulted in a promotion of a young adult who had previously been mentored through the program, and limited staff time. However, operational continuity was preserved through strong equipment maintenance, allowing the organization to prioritize youth employment even without completing capital purchases during this grant period. By January 2026, Greater Impact had secured $250,000, positioning the organization to begin implementation in spring 2026.

Greater Impact anticipated growth in 2026, supported by earned revenue, donations, and grants. The organization notes that earlier leadership succession planning would have strengthened continuity during transitions, but affirmed that the project remained mission-aligned and impactful.

Grantee: South Bend Youth Hockey
Project: Ice Box Expansion Project
Amount: $50,000.00
Date Approved: 04/16/2024
Final Report Submitted: 9/1/2025

South Bend Youth Hockey received funding to support the addition of a third rink, which will help increase equity and access to ice time. This expansion was designed to address the growing demand for ice time, particularly for underserved communities, and to compensate for the loss of local outdoor rinks. The new rink also supports increased participation in organized skating programs and enables the facility to host more regional tournaments.

The third rink is expected to generate a lasting positive impact on St. Joe County by creating more opportunities for youth from the west and south sides of South Bend to engage in safe, enriching extracurricular activities. Economically, the project is projected to contribute an additional $3.3 to $4.2 million annually through tourism and tournament-related spending. Collaborations with schools and community organizations will help ensure that skating programs reach traditionally underserved populations, fostering community engagement and youth development.

The project encountered logistical hurdles, including operating without a lobby and limited parking during construction. Additionally, unexpected competition for skilled tradespeople due to concurrent construction in New Carlisle affected timelines and costs. The short fundraising window placed extra pressure on the Board of Directors, who had to manage both construction and financial efforts. These experiences led to a strategic shift in board composition, adding professionals in marketing and fundraising to better support future initiatives. The upgraded facilities were completed in June 2025.

Despite construction challenges, the Ice Box maintained uninterrupted programming and received no complaints from users, thanks to proactive communication and dedicated staff efforts. The final results of the expansion exceeded expectations, with professional-grade aesthetics and functionality. The upgraded lobby, featuring expanded digital screens, opens new revenue streams through advertising. The facility continues to rely primarily on ice time fees but now has enhanced capacity for fundraising and sponsorships, helping to offset mortgage costs and support long-term sustainability.

Grantee: TeenWorks
Project: South Bend Summer Program, 2026-2027
Amount: $50,000.00 (over two years)
Date Approved: 04/21/2026
Final Report Submitted: 9/1/2026

TeenWorks’ Summer Program expanded to South Bend in 2026 to provide underserved teens with paid, work-based learning opportunities at local nonprofit partner sites. The grant supported the organization’s goal of helping participants gain career experience, develop employability skills, and participate in weekly professional development focused on financial literacy, interviewing skills, resume building, and other workplace readiness topics.

During the inaugural South Bend summer program in 2026, TeenWorks employed 25 teens at two nonprofit worksites, Unity Gardens and the Food Bank of Northern Indiana, and reported a 92% completion rate. Ninety-one percent of participants worked at least 120 hours, 96% exceeded a 2.5 score on the Employability Skills Rubric, and 75% scored a four or higher. Teens also completed weekly professional development sessions throughout the six-week summer program, with 92% completing at least 30 hours of training. The program is expected to continue in 2027, with TeenWorks planning to serve an additional 35-40 South Bend teens and to build on its nonprofit worksite partnerships, including anticipated or selected sites such as Youth Service Bureau, the Food Bank, and Adams High School. Participant feedback reflected meaningful personal and professional growth; one teen reported learning how paychecks and pay stubs work, how to write a resume, and how to improve communication and public speaking skills through the program.

As a new program in South Bend, TeenWorks encountered expected start-up challenges, including identifying nonprofit worksites that could provide meaningful work for teens while also meeting partner needs. Attendance and work hours were strong, though lower than originally budgeted, resulting in lower-than-anticipated wage, incentive, payroll tax, and management expenses. Food costs were also lower than expected due to a partnership with Cultivate Food Rescue, though TeenWorks noted that food and transportation costs remain areas to monitor. From a CF evaluation perspective, the program appears to have met or exceeded key first-year outcome targets, including completion, work hours, employability skill development, and professional development participation. The organization also demonstrated appropriate reflection on implementation challenges and has a clear plan to refine and expand the program in 2027.

Grantee: Shirley Heinze Land Trust, Inc.
Project: Lydick Bog Nature Preserve Expansion Project
Amount: $40,000.00
Date Approved: 11/19/2024
Final Report Submitted: 1/9/2026

Shirley Heinze Land Trust received funding in 2025 to support the Lydick Bog Nature Preserve Expansion Project, a multi-phase effort to preserve additional land and improve public access in western St. Joseph County. The project included the preservation of a 93-acre addition to the existing 178-acre preserve; installation of approximately one mile of new trail connecting the preserve to Pine Road and the Indiana Dinosaur Museum trail system; repair and enhancement of the existing 1.7-mile trail network; construction of a parking area and boardwalks; installation of informational and interpretive signage; and planning for nature-based outdoor programming to engage surrounding residents.

During the 2025 project period, the land acquisition and infrastructure components were completed. The total acreage of Lydick Bog Nature Preserve increased from 178 acres to 271 acres, ensuring long-term protection of the site and its surrounding ecosystem. The new connector trail, parking area, boardwalk segments, and signage were installed, and improvements were made to the existing trail system to enhance safety and accessibility. Program planning is underway to introduce the expanded preserve and trail system to the public through guided hikes and community activities. Trail use and visitor experience will be monitored through sign-in boxes, trail counters, comment cards, and feedback collected from residents, volunteers, hike clubs, and other visitors. Additional feedback will be gathered through web inquiries, phone calls, social media, and in-person conversations. A public dedication took place in spring 2026.

The primary challenge encountered during the project was timing. Construction and access were delayed by weather conditions and site limitations late in the year, requiring the dedication event to be rescheduled. Despite these delays, the overall project remained on track, and all core elements were completed as planned. The Land Trust reports that no additional funds are needed at this time for land acquisition or infrastructure improvements. Engagement programming will continue with support from the organization’s operating budget and other grant sources.

Grantee: University of Notre Dame
Project: SBEAP Collaboration Hub
Amount: $35,000.00
Date Approved: 04/16/2024
Final Report Submitted: 10/28/2025

The South Bend Entrepreneurship & Adversity Program (SBEAP) through the University of Notre Dame received support to address the lack of accessible, tailored business support for under-resourced entrepreneurs in South Bend. Many face barriers such as limited financial literacy, social capital, and professional resources. The Hub offers in-person consulting, mentoring, and training to help entrepreneurs stabilize and grow their ventures. By providing wraparound support, it advances SBEAP’s mission to make entrepreneurship a viable path out of poverty.

Over the past year, the Hub has delivered 4,150 hours of consulting to 107 entrepreneurs and hosted 38 training sessions for 425 participants. Entrepreneurs received hands-on help with marketing, finance, operations, and technology, resulting in 363 deliverables and solutions to 116 complex business challenges. The Hub also fostered community through networking events and emotional support sessions, creating a space where entrepreneurs build confidence, clarity, and meaningful connections.

Key successes include the launch of 44 new businesses, creation of 81 jobs, and 24 ventures reaching sustainable revenue. Entrepreneurs completed an average of 17 activity steps, with some preparing for brick-and-mortar expansions. The Hub also deepened its educational offerings with student-led skill sessions and expert workshops, while supporting public engagement through events like the Holiday Fair and Fusion Fest. These efforts have strengthened South Bend’s entrepreneurial ecosystem and promoted inclusive economic development.

Challenges included coordinating student consultant schedules with entrepreneurs and ensuring consistent quality across deliverables. Early skill gaps among consultants were addressed through structured training, standardized templates, and improved scheduling. Another hurdle was encouraging entrepreneurs to engage with less familiar topics like finance and operations. Targeted mentoring and new modules helped shift this mindset, resulting in stronger business foundations.

Looking ahead, the Hub will continue with support from the Lilly Endowment. The McKenna Center at Notre Dame remains committed to integrating the Hub into its broader mission. Best practices developed this year – such as consultant training and scheduling systems – have transformed the initiative into a replicable model. Entrepreneurs like Laquisha Jackson, who launched a culinary school with Hub support, exemplify the program’s lasting impact and potential to empower others.

Grantee: Families First Center
Project: Safe Haven: Enhancing Parent-Child Interactions through Facility Revitalization
Amount: $33,000.00
Date Approved: 4/15/2025
Final Report Submitted: 9/15/2026

Families First Center provides supervised parent-child visitation and parent education in two historic houses on Portage Avenue. The organization received $33,000 for the Safe Haven facility revitalization project. The project was designed to make the facility safer, more welcoming, and more home-like through interior furniture and supplies, child-safety and security upgrades, professional building inspections, exterior finishing, step repairs, window replacement, and other capital improvements.

From May 2025 through September 2026, Families First Center served 123 parents and caregivers and at least 208 children, providing 5,347 units of supervised visitation and 446 units of parent education. Supervised visitation served 98 parents and 157 children. Of 62 visitation cases closed during the period, 26 progressed to unsupervised visits; 21 of 24 parents who completed parent education did so successfully. Phase 1 is complete and in use, with refurnished visitation rooms, child-specific furnishings, car seats and child locks, upgraded cameras, locks and sensors, and completed electrical, mechanical, and roofing inspections. Bat remediation was completed in December 2025. Interior painting was scheduled for October 13-17, 2026, while exterior work is scheduled for spring 2027. The service results demonstrate substantial use of the improved facility, although the organization did not separately measure outcomes attributable to the renovations.

Some challenges the project experienced were a leadership transition in August 2025, a longer-than-anticipated matching campaign, expired 2024 contractor quotes, rebidding needs, historic-district preservation requirements, weather and contractor scheduling constraints, and the unexpected discovery of bats in the attic. The campaign ran from May 2025 through June 2026 and raised $27,495 through 89 contributions; part of the Judd Leighton Foundation grant was applied to complete the match. Bat remediation cost $13,927, and Board-approved interior painting was budgeted at $18,710. Community Foundation evaluative comments: Phase 1 appears responsive to immediate safety and usability needs, and the organization documented meaningful service volume and strong completion figures. However, the grant is not yet fully concluded because exterior work remains pending until spring 2027. A follow-up report will be required to reconcile final expenditures with the approved scope, include receipts, confirm completion of the exterior work and safety items, and report any facility-specific feedback or observations collected after completion.

Grantee: Life Treatment Centers, Inc.
Project: Life Treatment Center Therapy Room Upgrade Project
Amount: $25,000.00
Date Approved: 11/18/2025
Final Report Submitted: 9/5/2026

Life Treatment Center (LTC) provides outpatient substance use disorder services, including group therapy, life skills, and aftercare programming. Funding supported the renovation and renewal of LTC’s outpatient substance use disorder group therapy rooms. Grant funds were used to help create safe, welcoming, trauma-informed spaces that promote healing, reduce relapse risk, and reinforce recovery for clients participating in outpatient services.

The project addressed long-standing facility needs in rooms used daily for outpatient treatment. Prior to the renovation, the group therapy rooms were outdated, uncomfortable, and not fully aligned with the therapeutic environment LTC seeks to provide. Renovation work in 2025 included new flooring, lighting, paint, murals, and other room updates, with remaining furniture, rugs, treatment materials, supplies, and acoustic improvements being completed as final project components.

LTC serves 240 unduplicated clients annually who utilize the group therapy rooms for outpatient services. With the 2025 room updates, LTC anticipates increased capacity and efficiency, allowing the organization to serve an additional thirty-six (36) participants in 2026. Client and staff feedback has been positive, noting that the renovated rooms feel more comfortable, inspiring, and appropriate for group therapy. LTC will continue tracking attendance, retention, client satisfaction, and qualitative feedback through its regular program evaluation process, with evaluation information aggregated and de-identified in compliance with HIPAA requirements and LTC policies.

Challenges included keeping LTC fully open while renovation work occurred, coordinating around group schedules, identifying temporary treatment spaces, addressing unexpected room preparation, materials, and equipment issues, and managing the project with a small staff. Community partners and staff helped keep the work moving, and the Foundation’s support made improvements possible in spaces that had not received this level of investment for more than 10 years.

Personal story: Two current LTC employees once received treatment in the same group rooms they now enter as staff members, in the same building where they now help others in recovery. During the renovation, they stood together in one of those rooms with the local artist who created the murals. This full-circle moment illustrated the purpose of the project: creating treatment spaces that honor the people served, celebrate recovery, and reflect a community investment in hope and healing.

Grantee: A Rosie Place for Children (O’Hana Heritage Foundation, Inc.)
Project: HeARTworks Studio at A Rosie Place for Children
Amount: $25,000.00
Date Approved: 11/19/2024
Final Report Submitted: 9/5/2026

A Rosie Place for Children received funding to support HeARTworks Studio, an on-site, fully adaptable art studio designed specifically for medically fragile children. The project created a beautiful, accessible destination where children and staff can co-create one-of-a-kind works of art in a fulfilling sensory environment overlooking the natural scenery on the organization’s property.

A Rosie Place for Children provides respite and supportive experiences for medically fragile children and their families. HeARTworks Studio aligns with the organization’s mission by addressing a long-standing gap in access to safe, developmentally appropriate creative and sensory opportunities for children whose medical needs often prevent participation in traditional arts or community enrichment programs.

During the 2024-2025 grant period, the Studio moved from concept and design through active construction to completion. The completed space is now ready to welcome children and serve as a permanent, accessible setting for creative expression, sensory exploration, shared experiences, and future arts programming. Because the final report focuses on construction completion and readiness for programming, no number served was reported for the grant period.

Outcomes for the project were achieved through completion of the physical studio and advancement to operational readiness. Construction of HeARTworks Studio represents a significant capital milestone for A Rosie Place and creates long-term capacity for programming that supports whole-child care beyond medical needs. The Studio is expected to continue as an integrated part of A Rosie Place’s daily respite operations, with ongoing costs absorbed into the organization’s operating budget.

The project remained consistent with the original proposal in purpose, scope, and design. Challenges included backordered materials, weather-related construction delays, regulatory review, and the need to revisit decisions based on material availability and the evolving needs of the space. These issues affected timing but did not change the project’s intended outcomes.

Grantee: Dustin’s Place
Project: School Grief Groups
Amount: $25,000.00
Date Approved: 11/19/2024
Final Report Submitted: 12/9/2025

Dustin’s Place received funding to expand its School Grief Support Program during the 2024-2025 academic year, addressing the critical issue of childhood bereavement in St. Joseph County. The program provides structured peer grief support groups within school settings, removing barriers such as transportation and cost. Through weekly sessions, students learn what grief is, explore the wide range of emotions it involves, develop coping skills, and find hope in their grief journey. This initiative aims to improve emotional well-being and school engagement for children navigating the loss of a significant person in their lives.

During the grant period, Dustin’s Place successfully grew its program from 6 schools to 11 schools in Fall 2024 and 19 in Fall 2025, reflecting strong demand and positive outcomes. Approximately 120 students per week participated in grief support groups, which were expanded from 8 weeks to 10 weeks per semester based on student feedback requesting longer sessions. Groups were led by the Program Director, interns, and trained volunteers, providing education on grief, coping strategies, and peer connection. Pre- and post-group surveys developed in partnership with the JAG Institute out of Denver, Colorado demonstrated measurable impact: 87% of students reported a better understanding that grief is individual and their emotions are normal, and 82% reported using at least one healthy coping skill learned in group, such as grounding techniques or expressive art. School social workers noted improved emotional regulation, reduced behavioral outbursts, and better attendance among participants. Schools have requested repeat groups and additional sessions for new students, confirming both effectiveness and need.

The program’s rapid growth brought successes and challenges. A major success was hiring and training a Community-Based Child Grief Specialist, which increased capacity and strengthened program quality. However, expansion to 19 schools introduced logistical challenges, including scheduling coordination, managing building access, and preparing materials for nearly 200 students weekly. Implementing new survey tools and supporting staff who work with children experiencing traumatic losses also required additional resources and supervision. Despite these challenges, Dustin’s Place adapted effectively, adding staff and refining processes to maintain quality. The organization is now hiring a full-time position dedicated to South Bend schools to meet rising demand.

This investment enabled grieving children to receive timely, accessible support in their schools, helping them feel less alone and better equipped to navigate their grief. Dustin’s Place plans to sustain and grow the program with dedicated funding from the Valinhos Foundation for a new Director of Community Care position, ensuring continued impact across St. Joseph County.

Grantee: Green Bridge Growers
Project: Farm to Preschool Expansion Project
Amount: $15,000.00
Date Approved: 11/19/2024
Final Report Submitted: 12/31/2025

Green Bridge Gowers received funding to expand its Farm to Preschool initiative during the 2025 program year, building on a prior U.S. Department of Agriculture grant (2020-2022). The project integrates in-class farm-to-preschool curriculum, preschool gardens, family engagement activities, and connections to local food sourcing. The 2025 expansion sought to strengthen partnerships with Ready to Grow St. Joe and local colleges and universities to create a sustainable model for ongoing delivery methods of hands-on nutrition and garden-based learning for preschoolers and their families.

During the 2025 grant period, Green Bridge Gowers supported multiple preschool sites across St. Joseph County. One key partner, Robinson Community Learning Center, expanded signficantly during the year by opening a satelite preschool with two new classrooms and experiencing staff turnover. As a result, Green Bridge Gowers maintained robust classroom-based curriculum delivery through mid-year, then shifted emphasis toward direct family engagement once classroom routines changed. This approach included weekly take-home farm boxes with recipes and activities, student and family farm tours, and culturally relevant fresh food tastings.

Across the full year, the program worked toward several quantitative goals: increasing participating preschools, growing the number of family members and children reached, and expanding college-student cohorts to support classroom instruction. While preschool capacity fluctuated at individual sites, the program continued to engage children in the curriculum. Preschoolers showed growing willingness to try vegetables, expressed curiosity about farming, and shared observations about healthy eating. Family tour attendance also indicated that parents valued opportunities to learn about nutrition alongside their children. Collaborations with Saint Mary’s College provided graduate student support for five-session classroom curricula, and partners such as El Campito began planning to incorporate locally grown produce into school meals. Green Bridge Growers was also invited to join the 2026-2027 Lake Michigan USDA Farm to School Program, demonstrating recognition of the project’s original promise.

The year also presented several challenges, including helping preschools navigate how to purchase local foods and the variable capacity within preschool partners, staff turnover, and structural changes at multiple sites, which required the program to shift its delivery model. Green Bridge Growers learned that Farm to Preschool must be adaptive, offering different components- curriculum, family engagement, gardens, or food sourcing- based on each other’s readiness. Despite these complexities, the program strengthened relationships with Ready to Grow St. Joe and other early childhood leaders, laying the groundwork for deeper collaboration in the future.