Phyllis Wheatley. Hazel Johnson Brown. Mary McLeod Bethune. Shirley Chisholm. Thurgood Marshall. Arthur Ashe. Dorothy Dandridge.

Each figure was portrayed by a volunteer from the Austin-East Class of 1972, standing ready for students to learn from and begin conversations.

Anne McGinnis portrayed Judith Jamison, acclaimed dancer, choreographer, and former artistic director of Alvin Ailey American Dance Theater.

“We were taught to look out for one another and love one another,” Anne explains. Her class believes it is important to share the legacies of leaders who may not be found in our history books and pour into the next generation while encouraging them to do the same.

Students with their teachers in tow moved from figure to figure, reading and asking questions. They learned through conversation, not just observation, seeing history as stories shaped by real people.

Research at Carnegie Mellon University shows that students who participate in enrichment experiences build deeper subject knowledge and stronger learning connections that support long-term academic growth.

The Living Wax Museum was part of Spring Hill’s Black History Month programming and one example of how enrichment is woven into the Community Schools model. During February alone, Community School Coordinators planned 7 events across 7 schools. At Lonsdale Elementary, families gathered for student poetry and dance performances. In other schools, guest speakers and leadership conversations filled classrooms, with students serving as presenters, performers, and historians.

In the first half of the 2025–2026 school year, 1,614 students across 16 Community Schools participated in structured enrichment experiences. Coordinators align school staff, volunteers, parents, and community partners to ensure these opportunities support classroom instruction and strengthen family engagement.

Enrichment is central to the Community Schools strategy, shaping how students learn, engage, and grow.

If you are interested in opportunities to support Community Schools, visit: https://uwgk.org/schools/

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For more than 100 years, community investment through grantmaking has been one of UWGK’s core strategies. Throughthis process, UWGK stewards and directs resources toward data-driven efforts that align with its impact priorities, as defined by community needs assessments, and that deliver measurable outcomes for neighbors across the region.

Through this grant cycle, UWGK will invest in organizations working in one or more of its three focus areas:

• Economic Mobility
• Early Care & Education
• Healthy Communities

Funding decisions are made through a volunteer-led, open grantmaking process, with recommendations from communityvolunteers and final approval by UWGK’s Board of Directors. Grant award notifications will be made in August 2026.

“Caring for the well-being of our neighbors is part of the fabric of our community,” said Chrystal Armstrong Brown, president and CEO of United Way of Greater Knoxville. “Our grantmaking process weaves together donors, volunteers and nonprofit organizations around a shared responsibility to help those in need and sustain the services they depend on.”

Grant funding prioritizes work that supports ALICE households, families who are asset limited, income constrained and employed. While these households earn above the federal poverty level, many still struggle to afford basic necessities such as housing, childcare, food, transportation and health care. In Knox County, 43 percent of families fall below the ALICE threshold, reflecting the scale of financial strain facing working families.

In the 2024-2025 Community Investment Fund grant cycle, UWGK awarded funds to 96 non-profit organizations,representing a 50% increase from the previous grant cycle and the largest number of grantees in a single grant process inUWGK’s 102-year history. The awarded grants totaled $3.76 million invested strategically into programs that address critical needs and drive systemic change.

In the first year of the grant cycle alone, funded partners served more than 429,000 clients across UWGK’s servicearea. Additionally, 57 percent of funded partners leveraged UWGK’s investment to secure more than $12 million in additional funding, extending the reach and impact of these grants.

Furthermore, UWGK’s enhanced grantmaking process enabled a larger pool of nonprofits, including first-time recipients,to access funding in this last cycle. First-time grant recipients accounted for 21% of the 96 organizations that were awarded funds.

The Community Investment Grants process is guided by the Notice of Funding Opportunity and reflects UWGK’s commitment to transparency, collaboration and trust-based philanthropy.

Grants awarded through this cycle may provide up to two years of operational support, offering organizations flexibility to support programs or core operations based on organizational need.

Eligible applicants include 501(c)(3) nonprofit organizations providing services in Knox County and throughout UWGK’sbroader service area, including Claiborne, Grainger, Jefferson and Union counties.

To support interested applicants, UWGK will host Nonprofit Information Sessions providing an overview of funding priorities, the application process and key dates, as well as time for questions. Sessions are organized based on whereorganizations are headquartered.

Advanced registration is required, and registration details are available at uwgk.org.

For organizations based in Knox County (including those that may also serve additional counties), sessions include:

• Tuesday, Feb. 17, at 1 p.m. – UWGK offices at 1301 Hannah Ave., Knoxville, TN 37921
• Wednesday, Feb. 18, at 1 p.m. – UWGK offices at 1301 Hannah Ave., Knoxville, TN 37921

For organizations based outside of Knox County (serving Claiborne, Grainger, Jefferson and Union counties):

• Thursday, Feb. 19, at 9 a.m. – virtual session

Nonprofit organizations are encouraged to review the full Notice of Funding Opportunity and application materials at uwgk.org prior to the sessions.

For more information about UWGK and its Community Investment Grants program, visit uwgk.org.

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The Henley Street Bridge lighting will be blue, gold and red in honor of National 2-1-1 Day on the evening of Wednesday, Feb. 11, and to bring awareness to this critical community resource.

In 2025, 2-1-1 facilitated 42,498 referrals across East Tennessee, with the highest levels of need related to housing stability, utility assistance and food access. Compared to 2024, call volume increased by more than 80 percent, reflecting the growing challenges East Tennesseans face.

“Kindness and knowledge matter – and both are critically important when it comes to helping people who dial 2-1-1,” Knoxville Mayor Indya Kincannon said. “2-1-1 is a lifeline that people across East Tennessee depend on. When families need help, we’re going to be there for them.”

By dialing 2-1-1, callers are connected with trained Community Resource Specialists who help assess needs and identify appropriate local services. Additional information and tools are available at easttn211.communityos.org. All calls and access to web-based resources are free and confidential. Individuals seeking assistance can utilize the 2-1-1 chat support 24/7.

“2-1-1 is a critical community resource that helps connect people to the support they need, when they need it,” United Way of Greater Knoxville President and CEO Chrystal Armstrong Brown said. “While it is part of a nationally available network, its localized presence and impact here in East Tennessee exist because of a strong public-private partnership between the City of Knoxville, United Way and our community partners, all working together to help our neighbors.”

The 2-1-1 call center, operated by the City of Knoxville and supported by United Way of Greater Knoxville and United Ways of East Tennessee, serves residents in 24 counties, including Anderson, Blount, Campbell, Carter, Claiborne, Cocke, Grainger, Greene, Hancock, Hawkins, Jefferson, Johnson, Knox, Loudon, Monroe, Morgan, Roane, Scott, Sevier, Sullivan, Unicoi, Union, Washington and Hamblen.

Residents in East Tennessee can dial 2-1-1 or call 865-215-4211 for assistance.

2-1-1 maintains the nation’s largest directory of health and human services resources, with more than 1.6 million programs updated annually, helping ensure people are connected to support available in their own communities.

To access 2-1-1 services, go to easttn211.communityos.org.

For more information from United Way of Greater Knoxville and City of Knoxville, respectively, visit uwgk.org/211 and www.knoxvilletn.gov/government/city_departments_offices/311/about_311_and_211.

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In Knox County, the average cost of childcare now rivals in-state tuition at the University of Tennessee. For families living paycheck to paycheck, this lack of affordable care has far-reaching consequences—from straining already tight budgets to pushing working parents, often mothers, out of the workforce.

In Tennessee, roughly 30 percent of households live above the poverty line but still do not earn enough to cover basic expenses—a group known as ALICE: Asset-Limited, Income-Constrained, Employed (ALICE). ALICE workers staff hospitals, nursing homes, retail shops, warehouses, restaurants, and other vital businesses.

When workers miss shifts or leave the workforce because of childcare challenges, employers and the broader community also bear the cost.

“A lack of affordable childcare creates a lot of employee turnover within a company, and that’s not good for anybody else that works in that company. We miss those people’s brainpower,” says Amy Nolan, Vice President of Regional Enhancement at the Knoxville Chamber of Commerce. “You’re also talking about participation in the economy.”

ALICE workers are also particularly vulnerable to what is known as the benefits cliff. As workers’ paychecks grow—often after earning new credentials and developing new skills—their incomes surpass the eligibility thresholds for public assistance, cutting them off from essential housing and childcare support.

“Having done childcare for 30-plus years in my career, I see so many families struggle with that benefits cliff,” says Lori Humphreys, VP of Child Care Services at the YMCA of East Tennessee. “For years, we at the YMCA championed the work of: How do we help families get past that hurdle—past that gap between receiving support and not receiving support—and truly become self-sustainable? We really looked at how to make that happen for early learning, especially in the infant-toddler realm where it’s so expensive.”

Access to affordable childcare at work

With a coalition of businesses and community partners—chief among them the YMCA—United Way of Greater Knoxville (UWGK) is taking action to help fill the childcare gap for ALICE workers. Through its RISE United grants, UWGK aims to establish subsidized childcare “micro-centers” at workplaces for children ages 6 weeks to 5 years, prioritizing childcare deserts—areas with too few licensed childcare slots for the number of children who need care.

The YMCA, which is staffing and managing these centers, opened the first site in 2024 at Sarah Moore Green Elementary School in East Knoxville, serving the children of ALICE workers including teaching assistants, aides, and single parent educators.

The second center opened in December 2025 at Hillcrest Healthcare’s Beverly Park Place nursing and rehabilitation facility in North Knoxville. The center will serve 24–28 children of Hillcrest employees, including cleaning staff, administrative staff, certified nursing assistants, as well as ALICE community members. By offering subsidized tuition, onsite care, and flexible hours that align with staff schedules, the center addresses the core childcare challenges of affordability and accessibility. It also supports employee retention and satisfaction, which is a win-win for workers and their employer.

“We saw a need in the community and we rose to it,” said Lavonda Cantrell, VP of The Hillcrest Healthcare Foundation. “This was about Hillcrest; this was about our own workforce development; but this also became about the community.”

These microcenters are part of a larger strategy of United Way’s Alice at Work initiative, which partners with employers on strategies that build the resilience of ALICE employees and lead to business benefits in the process: less turnover, increased retention, and higher engagement. Through the Alice at Work coalition, which includes both Hillcrest and YMCA, local employers are piloting new strategies to support their workers through better benefits and compensation, flexible scheduling, professional development, financial wellness, and other workplace resources. UWGK’s Alice at Work partners employ 16,000 workers across East Tennessee.

Making the model work

When designing the new center, the teams at Hillcrest and the YMCA thought creatively about how to meet the specific needs of Hillcrest’s ALICE workers and build a sustainable partnership. One strategy that emerged was workforce sharing. For example, a Hillcrest employee pursuing a CNA degree through Hillcrest’s Mason Center for Healthcare Education while working part-time could also be employed part-time by the YMCA in the childcare center, boosting her income while she completes her degree.

Hillcrest, which already provides meals for its residents, will also supply meals to the micro-center at a reduced cost. Hillcrest residents and children at the center can participate in intergenerational programming—music, gardening, walks—creating valuable social and cognitive experiences for both groups and offering a model for other senior living communities.

“It takes the approach of: we’re coming at this as a team, and we’re going to brainstorm what works best,” explained Lori Humphreys of the YMCA. “What works for Hillcrest may not be the same thing that works for a hospital employer or an industrial park employer. It’s about figuring out what’s mutually beneficial for our community and our workforce.”

While the Hillcrest center is tailored to the needs of its employees, it also serves as proof of concept for other employers: investing in ALICE workers with supports like onsite childcare is not only feasible—it’s smart business.

“It really does speak volumes,” said Lavonda of the Hillcrest Healthcare Foundation. “It says we care about you as an individual. We care about you as an employee, and we want to invest in you and your family. The return on that investment is going to be something that will be felt for generations to come.”

The post Workforce Development Starts with Childcare appeared first on United Way of Greater Knoxville.

Brianne, a Blount County resident who lives below the federal poverty line, first learned about ETC from another single mother. At the time, she worked in a restaurant and was raising her young son, who has a physical disability. Her family is the reason she wanted to join ETC. 

“I want to get more stable and situated so that way I can feel better about being a mom and taking care of my kids, so I don’t have to be stressed out all the time,” she said. 

Funded by the Tennessee Department of Human Services, ETC empowers parents and caregivers living below the poverty line or those in a group known as asset-limited, income-constrained employed (ALICE) to overcome hurdles to reach financial independence. In Blount County, 37 percent of households fall into these two categories.  For single parent, female-headed households alone, that number climbs to 69%.  Statewide, 78 percent of single mothers fall below the ALICE threshold.  

Through ETC, participants have access to mentoring, career planning, basic needs assistance and skill enhancement to work toward goals around education and employment, financial security, and family stability and well-being.  Of the program’s 741 current and past participants across ten counties, 84% are single parents, most of them women. 

“There are a lot of challenges that our families face,” explained Kaki Reynolds, Senior Director of Economic Mobility at United Way of Greater Knoxville. “We’ve seen rents go up significantly since 2020 by as much as 56 percent in Knox County and about 20 percent in Blount County. Meanwhile wages and income haven’t matched that housing inflation, rising only 3 to 4 percent. Childcare is another challenge, as is transportation…The unpredictability of living paycheck to paycheck has a deep impact on people’s ability to cope.” 

These obstacles can feel especially insurmountable for single-income households like Brianne’s. 

Finding support  

When Brianne joined ETC she was paired with mobility mentor Becca Pace, a licensed master social worker at YWCA of Knoxville. ETC’s 22 mobility mentors come from community organizations across East Tennessee. They meet regularly with participants to set and work toward goals, troubleshoot challenges, and connect them to community resources, all toward the end of financial independence. 

Becca sees her time with participants as particularly important for mothers who often give a lot to others without taking the time they need for themselves. 

“I’ve attempted to be very intentional in my meetings that this hour is about you and how we can find your best self so that you can be your best self for your family, your future, and your kids,” she said. 

Brianne initially set goals around growing her savings, budgeting for baby items for her daughter, and sticking to a budget while on maternity leave–all of which she achieved. 

In conversations with Becca, Brianne, a self-described introvert, realized that she could not just focus on finances without taking care of her own wellbeing. Between managing her son’s medical care, caring for a newborn, and paying bills, she needed people to lean on. 

With Becca’s encouragement, Brianne joined and continues to attend weekly support groups at the Pregnancy Resource Center of Blount County, which has helped her navigate postpartum depression and the adjustments that come with being a mom of two. She also followed up with her doctor for important medical care.  

“Becca has helped me find my support people,” said Brianne. “I think that that’s an achievement, getting out of my comfort zone.” 

Across ETC, 78% of participants report their mental health has improved thanks to the program, from both broadening their support systems like Brianne and from alleviating some of the stressors that come with financial insecurity. 

The power of networks  

The decision to include wellbeing as one of ETC’s five key pillars is strategic. When parents and caregivers are struggling to make ends meet, they often shortchange their own health and forego relationships. 

“We find that we’re really able to make the quickest and most progress on those well-being pillars first,” said United Way’s Kaki Reynolds. “Our participants have to be well, and their families have to be well before they’re really able to take that next step towards self-sufficiency.” 

To help participants access community resources and networks, ETC partners with organizations across East Tennessee that provide a range of services from counseling to financial literacy and vocational training to afterschool care. In many cases, participants were unaware of these resources in their communities. Through ETC, United Way marshals a network of non-profits who each bring something unique to the table to serve those who need it most and collectively uplift the economic mobility, and wellbeing, of families across East Tennessee.  In fact, more than 80% of ETC participants report improved support networks thanks to their time in the program. 

With a support network in her corner, including ETC and mentor Becca, Brianne is taking bigger steps toward self-sufficiency. In August, the same week that she moved into a new house and her son started preschool, Brianne applied to Pellissippi State to study radiology technology. She will register for classes in the spring and hopes to one day be an ultrasound tech, a job that will sustain her family.  

“My goal is to be financially stable,” she said. “And then hopefully, I can get back and help people, because I’ve had people that were willing to help me along the way.” 

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