2025 Annual Report
2025 was a year filled with challenges for the residents of Washington, DC, the surrounding jurisdictions in Maryland and Virginia, as well as for the country. The year began with widespread federal government layoffs - both new hires and long term workers - found themselves suddenly without a job after the newly created Department of Government Efficiency eliminated 250,000+ federal jobs. The layoffs came unexpectedly and so those losing their jobs often had no back-up savings in place. Then in the fall, the longest federal government shutdown occurred of some 5 weeks duration. Families scrambled with how to pay basic bills food, tuition payments, loan payments, rental costs and mortgage costs. Most acutely affected were federal contractors who received no back pay when the shutdown ended.
It was not just those laid off or placed on furlough that were affected - basic government services often became almost non-existent. For example, when the Cluster reported well over a 100 federal street lights out along Pennsylvania Ave NW, Cluster staff was told by the agency responsible for the lights that they did not know when they could be fixed as their staff had been reduced from 4 electricians down to only 1. The same for dozens of federal parks around the city - many by year's end had fallen into disrepair with masonry crumbling and fountains not working, and were overgrown owing to staff shortfalls as federal agency leaders admitted they were operating with skeleton staffing.
As well, federal agents - often with no ID and masked - seized without warning thousands of immigrants from DC and other locations around the country for deportation. Families and communities were traumatized by these actions. As well, armed National Guard troops were sent into cities for the stated purpose of improved safety.
It was in this context of economic hardship, curtailed federal services, and armed federal deployments that the Downtown Cluster of Congregations and its members sought to meet individual, family and community needs.
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The Homeless Services Unit continued to reach some of the most vulnerable of the homeless - women, the elderly, and those suffering from mental illness. The Council of Governments estimated that there were over 9,500 persons homeless in the DC area as of January, 2025. Cluster staff were able to connect with over 200 persons and families who were either homeless or in danger of it. Almost 55% were women and almost 80% were minorities. Staff met the homeless in public areas - in parks and makeshift shelters, or on the porches and covered entryways of churches, offices and stores.
The staff sought to meet the immediate, life-threatening needs facing the homeless - offering over 165 referrals for basic services such as shelter, food, showers, laundry, and clothing assistance. Over 140 persons were referred for medical care for physical and behavioral health needs. Over 40 referrals were made for emergency utility and rent assistance, and over 35 referrals were made for obtaining ID which is essential for all other services. In addition, 80 referrals were made for either legal aid or immigration assistance
Staff assisted with over 125 applications for benefits such as Supplemental Nutrition Assistance, Social Security, Medicaid, and other federal and local benefits. During the year, over 80 applications were successful with many others still in process at year's end. 6 persons were assisted with job training or job placement referrals. Over 80 persons were helped in their efforts to find housing or avoid displacement with over 25 being successful. Over a dozen persons in abusive situations were assisted.
The purpose of the Unit's work is to meet life-threatening emergency needs, while seeking to break the cycle of homelessness by addressing underlying causes - to restore people and families back to lives of self-reliance and independent living.
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In 2025, the Washington Area Community Investment Fund (WACIF) - which the Cluster was a founding member - continued its mission of empowering under capitalized businesses. WACIF loaned over $1.3 million to small and minority-owned businesses. Its portfolio reflects its commitment to diversity with over 90% of its lending clients being entrepreneurs of color and over 60% being women-owned businesses.
WACIF's technical assistance programs provided comprehensive support through more than 1,500 advisory activities and almost 100 training sessions, supporting over 720 entrepreneurs with one-on-one technical assistance and serving more than 1,800 clients through group trainings and workshops. Thirty entrepreneurs graduated from WACIF's award winning Ascend Capital Accelerator Program. It continued various efforts such as its Sustainable DC Program - which helps low and moderate income entrepreneurs access green economy investments, address climate risk, and improve their bottom line. WACIF launched Certified Up, a program that offers comprehensive support for small businesses seeking local, state, and federal certifications through training and technical assistance.
Since its founding almost 40 years ago, WACIF has deployed over $100 million in affordable capital, provided one-on-one support to more than 6,000 businesses, and has helped to create or retain some 50,000 jobs. The Downtown Cluster of Congregations is WACIF's largest investor as the Cluster continues to put its resources back into the community to aid small businesses and revitalize neighborhoods.
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The Downtown Cluster of Congregations for years has led the city in the filing of service requests. Staff walk the streets of neighborhoods across the city and file requests to local and federal agencies for removal of graffiti and illegal dumping, making sure street lights are working, having possibly abandoned or stolen cars removed, having hazardous sidewalks repaired, planting of trees, and other matters in an effort to make the city's neighborhoods cleaner, greener, and safer. The Cluster filed over 20,500 such requests in 2025.
Specifically, the Cluster requested the planting of over 700 trees, as studies have shown neighborhoods with abundant trees are both safer and healthier than those with less tree coverage. Over 800 requests were also filed for the pruning of dead limbs or the removal of dead trees. Over 160 hazardous sidewalk locations were reported for repair, as well as over 100 busy crosswalks for re-striping for improved visibility. Over 2000 requests were made for graffiti removal. The Cluster identified over 1,250 faded to illegible signs as well as damaged or missing ones that could impact safety for pedestrians, bicyclists, motorists and others. Having correct, visible signage is the crucial first factor for emergency responders to be successful.
Over 1,000 properties were reported to the city as possibly being vacant or blighted as such properties pose safety hazards - for fire or criminal activity - to immediate and nearby neighbors with the goal to have the buildings properly secured as well as to hasten their return to use.
The Cluster continued its campaign to have street lights working - reporting hundreds for repair. Cluster staff reported lights that were out by recreation centers and busy nightlife areas which posed a serious safety threat as the city continued to grapple with both car thefts and car jackings. Many streetlights that were not working were federally maintained assets in the downtown area. Too often violent crimes have occurred on streets where street lights were out. The city substantially completed the conversion of its street lights to a "smart” system and hence knowing immediately when they are out and in need of repair as opposed to waiting for someone to call them in for repair when the system was operating on an antiquated hard-wired system.
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A key effort in 2025 was simply getting food and aid resources information out to the community. Many families were left scrambling for the basics when widespread government layoffs occurred in the spring and the government was shutdown for 5 weeks in the fall. The Cluster shared a list of resources - "Moving Forward" as to where basic needs could be met.
The city was greatly challenged by the federal surge in the summer - federal agents from various agencies - often masked and with no ID, began sweeping across the city and picking up those suspected of being here illegally - off of the streets. Cluster staff and its members spoke out against this and other federal actions. The Cluster urged that federal agents be in identifying clothes and that they be unmasked. Federal officers needed to be held accountable should they break the law by using excessive forces or unlawful tactics.
The Cluster continued to share with its members and across the community information regarding health fairs, job fairs, safety efforts and other urgent matters facing the community.
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The Cluster's Executive Director, Terry Lynch, was recognized by DC Mayor Muriel Bowser for having
served in that capacity for 40 years, having started in the spring of 1985. Mr. Lynch also continued to serve as a member of the DC State Athletic Commission, seeking to expand sports activities for youth across the city, as well as serving on the DC Lead Poisoning Elimination and Healthy Homes Advisory Commission.
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The staff consisted of Terrance Lynch, the Executive Director, and Julie Turner the Senior Outreach Worker.
The 2025 Officers were:
- President: Daryl Branson - Shiloh Baptist Church
- Vice President: Chuck Hicks - Greater new Hope Baptist Church
- Treasurer: Monsignor Ronald Jameson - St. Matthew's Cathedral
- Secretary: Christian Watkins, Asbury United Methodist Church
A full listing of Directors is available upon request. The Downtown Cluster of Congregations is independently audited annually. Such audits are available upon request.
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