Atlanta, GA – January 20, 2026 – The past year unfolded amid significant political, funding, and operational headwinds for organizations working at the intersection of education, mental health, and racial equity. Across Georgia and beyond, communities and nonprofits navigated an increasingly destabilizing environment shaped by deep and unexpected funding cuts, shifting policy landscapes, and constraints on work that directly addresses inequitable conditions. These dynamics materially affected access to services, workforce stability, and organizations’ ability to plan and sustain their work. These impacts are particularly evident in communities and to populations that have long faced barriers to opportunity and care.

In this environment, the Betty and Davis Fitzgerald Foundation reflected and remained anchored in its mission and values. Rather than retreat or recalibrate our purpose, we focused on how to show up responsibly for partners and communities.

Throughout 2025, we listened closely to grantees and intermediaries responding to abrupt funding losses, staffing constraints, delayed reimbursements, and increased pressure on organizations addressing inequitable conditions directly. These challenges were not theoretical. They were already disrupting services and placing real strain on organizations serving families and communities across the state. What became clear is that this moment required both steadiness and action, clarity about values paired with practical support that could be deployed when and where it was most needed.

How We Responded in 2025

Deploying additional flexible funding

A defining action of 2025 was a targeted, time-bound decision to deploy additional flexible funding to existing partners and trusted intermediaries. These resources were intended to help stabilize operations and staff by offering unrestricted support that organizations could allocate as needed amid funding and policy disruptions.

Working through trusted intermediaries and pooled partnerships

Recognizing that the impact of these disruptions extended beyond our immediate portfolio, we worked through trusted intermediaries and in partnership with other philanthropic organizations, including through pooled funding efforts, to move resources quickly and effectively. This approach allowed support to reach organizations across the broader ecosystem while remaining aligned with the Foundation’s core grantmaking strategy.

Maintaining consistency alongside responsiveness

These actions were taken alongside our regular grantmaking cycle. By maintaining standard processes and responding flexibly where needed, the Foundation aimed to provide continuity and predictability for potential new partners while adapting to changing conditions for existing partners.

Strengthening connection through shared dialogue

In addition to these actions, the Foundation convened a partnership luncheon with leaders from across our nonprofit community. This gathering created space for candid conversation, shared reflection, and collective sense-making. We are deeply grateful to the leaders who trusted us with their experiences and insights, which will continue to inform how we show up as partners beyond grantmaking.

How We Will Show Up in 2026

Looking ahead, these lessons and insights will guide how the Foundation engages with partners across the broader ecosystem and shape our grantmaking priorities. Our grantmaking will remain focused on work that strengthens systems, the workforce, policy-aligned efforts, and coordination across education and mental health. We will prioritize partnerships with organizations and coalitions that demonstrate impact for communities experiencing long-standing inequities, elevate community leadership and lived experience, build organizational capacity to navigate current barriers, and strengthen alignment across systems so that resources move more effectively and equitably. We want to be transparent about our posture. In a constrained environment, the Foundation will prioritize work that advances equity and strengthens systems through coordinated solutions that acknowledge the interdependent nature of this work, rather than isolated direct service efforts. This reflects what we learned in 2025 and our responsibility to invest in work where long-term impact can be sustained across existing ecosystems, from neighborhood-based efforts to statewide initiatives.

Organizational Transitions

Internally, the Foundation also experienced important changes. We celebrate the leadership and tenure of longtime Board Chair Lin Stradley and welcome new Board Chair Lindsay Stradley. Lindsay brings experience as a nonprofit founder and executive leader, with a track record of building innovative organizations and navigating complex sustainability challenges. Her perspective will continue to strengthen the Foundation’s governance and stewardship. We also welcome new Community Trustees Debra Lam, Executive Director of Partnerships for Innovation at Georgia Tech, whose work bridges research, policy, and community-driven innovation, and Fabiola Charles Stokes, Head of Community Impact at Google, who brings deep experience advancing equitable partnerships across the public, nonprofit, and private sectors. Through its board and leadership team, the Foundation remains committed to thoughtful stewardship, learning, and partnership as we navigate evolving conditions together. The Foundation recognizes that philanthropy alone cannot resolve the challenges before us. But it can be disciplined, clear, and present in moments that test institutions and communities alike. We remain steadfast in our partnership with organizations working to expand opportunity and dignity for Georgia communities, and we approach the year ahead with resolve, humility, and purpose.

Brittany Collins, Executive Director
Lindsay Stradley, Board Chair

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