Tag: Philly Gives

The former state representative, lawyer, and longtime community advocate Donna Bullock is now leading one of Philadelphia’s most respected nonprofit organizations, Project HOME. Named its president and CEO in July 2024, Bullock brings lived experience and a deep sense of justice to the organization’s mission of eradicating homelessness. The child of a single mother, she grew up relying on the network of local church soup kitchens in New Brunswick, N.J. “But my mom and grandmother taught me something powerful there, not just how to receive help, but how to give back,” she said. “I may have gone there for a meal, but I also had to wash dishes, help a senior. That sense of community responsibility has always stayed with me.”

Founded in 1989, Project HOME has built more than 1,000 units of supportive housing, manages more than $150 million in net assets, and has become a national model for holistic solutions to homelessness. In this conversation, Bullock reflects on the legacy she has inherited, the systems she hopes to shift, and the very personal stories that shape her leadership.

Project HOME was founded in 1989. How is the landscape different than it was 36 years ago? What does the cause of ending homelessness look like now?

We remain true to the founding vision of our co-founders [Sister Mary Scullion and Joan Dawson McConnon]: none of us are home until all of us are home. When we look at that statement, it’s really this commitment that we have to our fellow human beings, to see them as our brothers, and sisters, and neighbors, and fellow Philadelphians. Our work doesn’t end until we can really say that everybody is home and that we all have a role in the work it takes to solve homelessness.

That also remains true: we still believe we can solve homelessness. We can do that. It will require everyone to play their part.

The founders of Project HOME and the folks doing this work 20, 30, 40 years ago really believed we could achieve functional zero homelessness in Philadelphia. They were on track to doing that. But what they could not expect was a pandemic. They could not expect the opioid crisis. And they could not expect the scale of the affordable housing crisis. These three national, if not global, issues have deeply impacted housing and homelessness here and across the country.

In the 1990s, Project HOME fought a four-year legal battle that culminated in a landmark Fair Housing victory, securing the right to build supportive housing at 1515 Fairmount. Over the years, the organization has also built a holistic model of care. How will the organization’s legacy continue under your leadership?

Sister Mary and Joan, our founders, built this amazing organization with a deep understanding: to address homelessness at its roots, we have to address housing, employment opportunities, medical care, and education. We will continue that. We will continue to build supportive housing, provide services, and support individuals on their journeys, through recovery and into stability.

We’ve also always remained on the front lines. We’ve always been an advocate, and we’ll continue to be one. I believe the skillset I bring as a legislator and as a lawyer, with experience in both city council and Harrisburg, will only amplify and support the legacy I’ve inherited. That means being a voice for those in our care, those at the core of our mission, especially now as we navigate policies from the federal government, HUD, and the Department of Health, that will impact the people we serve on a very personal level.

You were raised by a single mom. You’ve experienced some of the very issues you’re now helping others navigate. How did your upbringing shape your worldview?

Those lived experiences absolutely shaped my sense of justice and community obligation.

My family relied on resources like the local soup kitchen in New Brunswick. I watched that soup kitchen evolve too. It was once just different churches offering meals on different days. But in the ’80s, around the same time Project HOME was founded, they came together, formed a nonprofit, created a central location, coordinated the schedule, and started offering meals seven days a week. That showed me the power of nonprofits when they work together in the best interests of the people they serve.

And that’s what I want to carry forward. No matter where we go next, we keep the people we serve at the center of our decisions.

You studied criminal justice at Rutgers and earned your law degree at Temple. You could have taken different paths. Why law?

Honestly, I was a very naive young person who wanted to change the world. I thought, law school is how I’ll do that.

And I did well: I got good grades in tax law, property law. But I took a class called “Law and Community,” and one of my classmates worked at Project HOME. We talked about their work in the 19121 ZIP code. I was planning to move into that same community.

When I graduated, I asked myself, “How am I going to change the world with corporate law?” That’s when I found my niche supporting nonprofits and small businesses as a legal services attorney. I helped make sure they stayed compliant and stable, because they were providing critical resources to the community. It was a way for me to give back what I always believed didn’t belong to me: my law degree belonged to the community.

That work exposed me to leaders like [Philadelphia city] council president [Darrell] Clarke and others, and it led me into public service. Eventually I was working with organizations like Project HOME from the outside. Now I get to work with them, and lead them, from the inside.

In a past interview you said you “took the leap” in 2015, and ran for political office, eventually winning a special election to represent Pennsylvania’s 195th district in the state House of Representatives. What compelled you to leap?

I’ve always answered the call to service. Did I plan to run for office? No.

But a few people came to me and said: “You should consider this. You’re the right fit.” I gave it a lot of thought. I had been hosting a women of color leadership breakfast at my house every year, encouraging other women to run. When this opportunity came up, many of them looked at me and said, “Donna… it’s your turn.”

What is it like to run for and hold office?

It’s a vulnerable position to be in. But because I was led by service, it didn’t feel like I was putting myself in the spotlight. It was a shift, of course — personally for family, and professionally for my career — because it wasn’t the direction I was going. But it was an amazing detour. I was able to bring in my skillset as a lawyer and as an advocate into this legislative space, see the issues that I was passionate about on a statewide level, and advocate for those issues with folks who weren’t as aligned. Being on that stage in Harrisburg really helps you to become a stronger advocate for issues that are really important for you. You have to work a little harder to see where other folks are coming from and try to reframe those same issues so you can get buy-in.

Yes, it becomes about consensus building.

Yes. I spent time across the state meeting folks in their district. “What does this legislation look like in your district? Well, now I understand why you don’t support it. Let me show you what it looks like in my district, and maybe we can find a way to get to the middle.” That coalition building is so important, and I think has helped already in the work that I’m doing here at Project HOME.

You’ve said, “There are many challenges, but you don’t overcome them. You accept them, embrace them, and use them to effectuate change.” That’s a powerful reframing. What’s a moment in your career where that philosophy took hold?

There was a moment in Harrisburg when there had been a series of shootings in my district. Young people had lost their lives to gun violence. I stood on the House floor and talked about it, not just as a legislator, but as a mother of two Black boys in North Philadelphia.

I talked about what it meant to walk my children past blocks with candles and teddy bears. I didn’t want to just argue the policy; I wanted them to understand the experience. My colleagues had met my boys. I wanted them to understand that these weren’t abstract lives; these were our kids. While it didn’t move the legislation, it did bring more people to the table to say, “I need to understand this.” There were a couple of colleagues who met with me separately. With one in particular, we started having regular coffee meetings to talk about the differences in our districts and in the things that our constituents wanted.

And that’s the power of storytelling. Whether it’s on the House floor of the state capitol, through the media, social media, in a small group, or just a conversation that one of our residents may have with somebody else, storytelling can really move people. It can move legislation, policy, and resources.

PHILLY QUICK ROUND

Favorite Philly food indulgence: It’s got to be water ice, right? My favorite water ice is the neighborhood spot called King’s in Strawberry Mansion.

Favorite Philly small business: Everybody needs a spa day. My favorite is a Black woman-owned spa in Brewerytown called Remedy Spa & Wellness. I’ve been going to [owner Cari Young’s] spa for years. Back when I was a state representative, she would host Black women’s business roundtables there. Even when I didn’t have a spa appointment, she would let me just sit in the space. Even her lobby had that sense of relaxation, Zen, and getaway, and I always appreciated that.

Sports teams you love or root for: I’m at Project HOME, so it’s got to be the Phillies. [The Phillies are a Project HOME partner.]

Greatest Philadelphian of all time: Marian Anderson. Just for what she stood for at the time. Standing firm in her art form, but also in advocacy and what she meant to the community, and her grace and beauty in doing it.

What do you wish people knew about the folks who call Philly home? We got grit. But we are also just a loving group of folks. Everybody’s welcome. What I love about Philly is once you become family, they just welcome you with open arms. We may be a little aggressive with the love. But it’s love.

For more than five decades, Philadelphia’s Children’s Crisis Treatment Center (CCTC) has opened its doors to vulnerable young people and families who have been impacted by violence, loss, and adversity. “Helping a child heal doesn’t just change their life. It strengthens their family, their extended network, and, in a very real way, their community,” the organization’s CEO Antonio “Tony” Valdés, 61, said. “That’s what continues to inspire me: understanding that the work we do at CCTC ripples outward, touching countless lives beyond the one child sitting in front of us.” Since taking the helm in 1997, Valdés has transformed CCTC from a small local agency into a cornerstone of children’s mental health care in the greater Philly region, helping the nonprofit expand from four programs to 15, to reach more than 3,500 young people each year.

Valdés has spent his career focused on the guiding belief that every child, no matter their circumstances, deserves the chance to feel safe, seen, and supported. Under his leadership, CCTC has redefined what community-based care looks like, meeting families where they are, honoring their cultures and experiences, and building systems of care rooted in empathy and equity. In this Q&A, Valdés reflects on the urgent mental health needs facing Philadelphia’s children, the evolution of trauma-informed care, and how CCTC continues to offer hope where it’s needed most.

What inspired you to do the work you do today?

I think it has a lot to do with how I grew up. I was very fortunate as a child. My parents are immigrants, my father from Cuba, my mother from the Dominican Republic. When I was young, my dad started his own business and we moved from the States back to the Dominican Republic. Living in another country as a teenager gave me a deeper sense of perspective.

It made me think about culture as the environment we live and grow in, the “soup,” so to speak, that shapes our narratives and defines how we experience the world. That way of seeing things naturally led me to think about systems: families, neighborhoods, schools, and how they all influence children’s lives.

So when I began working in mental health, I was already thinking in those systemic terms. A few years later, I had the chance to work with children and it immediately clicked. I realized that the earlier you reach a child, the greater the impact you can have.

Helping a child heal doesn’t just change their life. It strengthens their family, their extended network, and, in a very real way, their community. That’s what continues to inspire me: understanding that the work we do at CCTC ripples outward, touching countless lives beyond the one child sitting in front of us.

What do you bring to this job that is unique?

First, I’m very persistent. Once I decide to go down a path, I keep pushing forward. Second, I’m personable and social. I interact casually with people, which makes me approachable. Finally, I bring a practical, analytical approach to the work. Many CEOs in this field come from operations or program backgrounds, and I do too, but I also have a knack for numbers and finance. That combination allows me to manage the business side of CCTC effectively while staying deeply connected to our programs and the families we serve.

Right now, our annual budget is about $30-35 million, and managing that while staying true to our mission requires both persistence and practicality.

You’ve talked about the importance of early intervention. Why does that matter so much?

The earlier you intervene and support families, the better. A lot of our work at CCTC focuses on helping parents and caregivers understand what their children are experiencing, what we call “psychoeducation.” We help them see that many behaviors, even the difficult ones, make sense in light of what a child has lived through. It’s not “bad behavior.” It’s a natural response to trauma. It’s actually not normal for a child to go through terrible things and show no signs of distress.

Science now backs this up. The landmark Adverse Childhood Experiences (ACEs) study, conducted more than 20 years ago, revealed powerful connections between early trauma and long-term health outcomes, including not only behavioral issues or substance use problems, but even higher rates of heart disease and cancer. What we’ve learned since then, through brain imaging and neuroscience, is that trauma in early childhood can actually shape how the brain develops. The brain adapts to prioritize survival, and other areas, the ones that regulate learning, relationships, and emotion, can be underdeveloped as a result.

That’s why early, loving, consistent relationships are so crucial. The most powerful protective factor is the presence of caring, dependable adults in a child’s early life. The next is a sense of belonging and community. When those are strong, children build resilience.

Some adversity can actually help children grow, as long as that balance tips toward safety, love, and connection.

How has CCTC evolved since its early days?

The people who founded CCTC in the early ’70s probably wouldn’t have used the language we use today, but they were clearly responding to a growing awareness that children’s behavior was often rooted in trauma. That early insight has shaped CCTC from the beginning. Over the years, the field has evolved, and so have we. About 18 years ago, we made a major shift by embedding trauma-informed principles into every part of the organization. It changed not only how we treat children, but how we support staff, collaborate with partners, and engage with the community. It became a core philosophy, not just a clinical model.

That focus has kept us true to our mission. We’re not trying to be all things to all people. We’re a children’s behavioral health agency and everything we do aligns with that purpose. Staying disciplined in that way allows us to build stronger partnerships and deliver deeper impact.

Today, we serve children from about 18 months through 18 years old, but most of the kids we work with are between three and 13. Roughly 75% are 10 or younger. That’s really where our heart is: early and elementary-age children, because that’s where we can make the greatest difference.

What’s been the biggest challenge for CCTC over the years?

One of the biggest challenges has been working within systems that are incredibly complex, whether that’s government, insurance, or even community and political structures. These systems often tend to move toward the least common denominator: keeping things steady, avoiding risk. Innovation doesn’t always get rewarded.

But CCTC has always been an organization that looks ahead. We’re constantly asking: What’s next? Where do we need to be two, three, four years from now? That kind of thinking sometimes puts us at odds with the larger system, and that can be frustrating. There have been times when we knew an idea would make a real difference, but it took years before the funding or policy landscape caught up.

A good example is care coordination, or what some call “case management.” We’ve always believed in helping families navigate all the challenges that can prevent them from engaging in treatment: housing instability, food insecurity, lost utilities, lack of transportation. For years, that kind of work wasn’t funded or even recognized as essential. But to us, it was obvious, since if a family’s basic needs aren’t met, therapy alone won’t change much.

What’s a big goal for CCTC’s future?

One of our biggest goals is to bring what we do directly into the natural settings where children and families already are. That’s where real access happens: in schools, recreation centers, community programs, and other places that feel familiar and safe.

When mental health care is part of everyday life, it becomes normalized. We’re already doing some of this, placing parenting groups and educational programs in community settings, to help families better understand the roots of behavioral challenges. Many parents we meet are doing their best, but no one’s ever helped them recognize how their own childhood experiences might still be shaping their parenting today.

What transformations have you seen in the development of children who have come to CCTC?

I look at it on two levels: observable outcomes and how a child functions in their life. On the surface, success shows up in things like fewer suspensions or detentions, reduced fights, and improved grades.

But real success goes beyond behavior. It’s about helping children make sense of what happened to them. Kids who’ve experienced trauma should never simply forget it. They need to learn how to live with it, understand its impact, and gain the skills to respond differently. That helps them manage triggers, regulate emotions, and gain self-awareness.

What misconceptions about trauma or mental and behavioral health do you most want to challenge?

There are a few. The first is one that still lingers. The idea that “kids are young, they’ll forget.” That’s just not true. When a child experiences something terrible at four years old and starts acting out at nine, those behaviors are often connected. Ignoring that link does a real disservice to the child.

The second misconception is about resilience. People sometimes say, “She’s stronger because of what she went through.” Trauma doesn’t make you stronger; protective factors do. Maybe that person had strong family support, stable housing, or a teacher who cared. Those things build resilience, not the trauma itself.

And the third is about the multigenerational nature of trauma. When harmful behaviors aren’t addressed, they echo through families. A parent who grew up with abuse or neglect might not repeat the same actions, but the emotional patterns of anger, control, and detachment can still carry forward. Recognizing that connection across time, generations, and communities is key to breaking the cycle.

What is your mantra?

I try to live by the idea of focusing on what you can actually impact. I stay focused on what makes the biggest difference.

PHILLY QUICK ROUND

Favorite Philly food? For Dominican food, I really like Mamajuana in Fishtown and a few spots in North Philly, like El Meson and Barú.

Sports team you love: I’ve been a Phillies fan my whole life.

What you wish people knew about those who call Philly home: What I wish people knew about Philadelphians is how much the city has changed over the past 20 years. Many outsiders still see Philly as it was 25-30 years ago, but today it’s far more diverse, not just in food and restaurants, but across neighborhoods.

Greatest Philadelphian of all time? My pick for greatest Philadelphian of all time is easy: Ben Franklin.

Favorite thing to do when you have free time in and around Philly: I love exploring new restaurants I haven’t tried yet, especially with friends.

Lucy Danziger is a journalist, an author, and the former editor-in-chief of Self Magazine, Women’s Sports & Fitness, and The Beet.