If Philadelphia is the United States' "gardening capital," the Northwest could well be its nonprofit nexus. Our section of the city buzzes with organizations and their accompanying acronyms - CHCA, BID, CDC, FOW - each with its own distinct mission. Yet amid all this benevolence and community engagement swirls a fair amount of confusion. The lines between organizations aren't always clear.
As publisher of the Chestnut Hill Local, I've had people mistake my work for that of the CHCA or CHBD more times than I can count. But I can no more influence which musicians perform at Pastorius Park …
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If Philadelphia is the United States' "gardening capital," the Northwest could well be its nonprofit nexus. Our section of the city buzzes with organizations and their accompanying acronyms - CHCA, BID, CDC, FOW - each with its own distinct mission. Yet amid all this benevolence and community engagement swirls a fair amount of confusion. The lines between organizations aren't always clear.
As publisher of the Chestnut Hill Local, I've had people mistake my work for that of the CHCA or CHBD more times than I can count. But I can no more influence which musicians perform at Pastorius Park concerts or waive parking tickets than Ann McNiff can get you advertising deals or Courtney O'Neill can decide what goes into the newspaper.
To help community members better understand who does what – and know where to direct their congratulations or complaints – we've created this guide to the major neighborhood nonprofits that give shape and substance to our community.
Given their number, it would be impossible to cover all of the notable nonprofits in the area and we apologize to anyone we may have left out. Those that made it onto our list are dedicated to community improvement, social cohesion, and quality of life – and serve people of overlapping demographics. This round-up is not meant to be taken as an endorsement or as a comprehensive overview but as a reflection of each organization's current leadership's voices, opinions and insights.
I invite you to meander with me from Springfield Township to Roxborough as we explore the important work of area nonprofits.
The year was 1985. Whitemarsh Hall lay in ruins, a historical landmark reduced to rubble. In response to the demolition of this 300-acre Wyndmoor estate, community members came together and established the Springfield Township Historical Society (STHS).
Forty years later, the STHS remains dedicated to preserving history and acquiring artifacts, tasks that require meticulous organization given the territory's geographic complexity.
"One of the unique things about Springfield Township is that it has four distinct areas," archivist Stephanie Walsh explains. "When we say we're talking about Springfield Township, we're talking about Erdenheim, and Flourtown, and Wyndmoor, and Oreland. All those places have their own distinct identities, but they're all still part of a whole. You have to treat them all as their own entity, but still within the same umbrella."
Walsh, a part-time archivist, is the STHS's only paid staff member. The organization relies heavily on its board and a small yet committed group of volunteers. They've found community support through financial giving, object donations and volunteerism.
"Everything at this time is donated," Walsh says as Jim, one of the STHS's stalwart volunteers, scans and catalogs documents behind her. "We do not have, and have not had, the resources to set up an acquisition fund. It's something we're hoping to do in the future. We wear a lot of hats here, and we get by with a lot of generosity from the township and from the community."
The STHS holds office hours Wednesdays from 1 to 5 p.m. and Saturday mornings from 9 a.m. to noon. During these times, anyone can stop by to peruse their collection and learn about Springfield Township's rich history. Those invested in supporting the work can make tax-deductible donations of any amount to become "friends of the Springfield Township Historical Society." The society welcomes diverse contributions to their collection, from old books and letters to preserved tree parts and used punch cards.
"We worked with Springfield Township High School last year," Walsh recalls with a smile. "The school got its first building in 1924, so the class of 2024 saw this as an anniversary year. We helped them create their yearbook - or rather, they created it, but we provided ephemera, documents and historical details they could incorporate into their theme. It was a fun project. We shared punch cards people used to attend basketball games from 1962 and the 1930 yearbook, which was the school's first. A lot of people throw their yearbooks out. They throw their ticket stubs out. If people hadn't donated those things to us, we wouldn't have been able to share them."
One of the STHS's most meaningful collaborations has been their participation in the Chestnut Hill Conservancy's annual Night of Lights celebration.
"I don't think I had my voice after those events ended," Walsh recalls of the yearly exhibition of history and architecture that illuminates the Chestnut Hill section of Germantown Avenue and draws thousands. "I was just talking about things that were in the collection and all the things we're doing... I really enjoy those types of community events."
She expresses deep gratitude to be at the helm of the organization as STHS celebrates its 40th anniversary. "Like many in our 40s, our organization has entered an exciting time of reflection and growth, imagining the possibilities ahead. I don't 100% know where we're going. I just know that we're going forward, and that we're all excited about that. We have a really good, strong base here, and it's a wonderful collection, a wonderful place to do research. The volunteers, the board, everyone's helpful and great. We've got lots of plans, we just don't know exactly what those plans are yet."
To remain updated as plans evolve, visit springfieldhistory.org.
In the mid-1960s, the City threatened to condemn the 110-year-old headquarters of the Veterans of Foreign Wars (VFW) in Chestnut Hill. Although VFW officials raised $10,000 to bring the building up to code, the intended design - which would have demolished the VFW's third floor - jeopardized historical architecture. When community members objected, the VFW issued an ultimatum: raise $4,800 in 48 hours to stop the demolition.
The community fell short, but one resident, Ann Spaeth, personally contributed the needed $4,800. While this averted the immediate threat, more fundraising lay ahead. The experience had ignited public interest in historical preservation. Chestnut Hill residents Nancy Hubby and Shirley Hanson joined Spaeth's efforts and, by 1967, they had officially incorporated the Chestnut Hill Historical Society.
In 2017, the organization became the Chestnut Hill Conservancy. Though still committed to preserving historic buildings, it needed a name reflecting its expanded scope. Today, the Conservancy protects open space, secures conservation easements, increases education, engages in sustainability initiatives, acts as an advocate, and maintains an extensive archive. It has also obtained designation as a registered community organization (RCO) and an accredited land trust.
"I don't know of any other organizations in Philadelphia, possibly nationally, that do all the different things we do," Executive Director David Gest says. "And they all intersect with each other. That's one of the reasons I was excited to come on. We do this really substantive legal work in conservation and preservation easements. There are other land trusts and conservancies that do that. But then we also have our archives, which are really impressive. And we also do community engagement. We're a registered community organization and we do a lot of educational programming... To put that all together is really unique. We're a resource for people that they may not even realize."
Two weeks into his tenure, Gest sat down for a joint interview with Christine Clawson, the Conservancy's Programs and Communication Manager. Clawson's work seeks to engage the Chestnut Hill community in various ways and encourages local residents to connect with the Conservancy.
"Education is a really big part of what we do," she explains. "There's a lot of people who may not always see themselves in pictures at historical societies. So, reach out to us and send us your photos. Make sure that we're covering the entire community and the diversity of histories that exist within this area. It's wonderful to celebrate the unheard voices. I love architecture and buildings and how that connects to people. When you think about the sustainability aspect and the embodied energy that already exists in the construction of these old materials and the gorgeous Wissahickon schist, thinking about how you can celebrate that and learn how to be a better steward of what we have... We do that through public programs and through some of our communications and outreach and then also through conservation. There's a lot of different tools that you can have."
The Conservancy holds 52 easements, protecting more than 105 acres of land and 22 historic facades. Its calendar is full of events. In 2024 alone, they hosted 21 public programs (a figure that does not include development events such as their Spring Gala), which would not have been possible without 626 volunteer hours.
"From a public program's perspective, our work truly could not be possible without the generous donations of funds, obviously, but also time," Clawson says. "We're very lucky with the people that we have - staff in collaboration with incredible volunteers."
Some of the Conservancy's most dedicated volunteers are its board members.
"We are fortunate to have a diverse board that shares our passion for preserving and sustaining Chestnut Hill and the surrounding communities," Board President Bill Webster says. "Every board member serves on committees and, in addition, volunteers for our events and programs throughout the year."
"It's a very passionate board," Gest agrees. "It's a really good group and everyone is very passionate. I've already witnessed that some board members are principal volunteers. They're the ones carrying tables and chairs. In addition to being really well respected in their fields, they're also rolling up their sleeves and helping out a lot."
One of many ways people can get involved with the Conservancy is through its archives, whether by visiting or contributing pieces of history to the collection.
"Our archives are a hidden jewel of the Conservancy, featuring more than 52,000 pieces that capture the rich history of Chestnut Hill and the surrounding areas," Webster says. "Thanks to generous benefactors, the collection has grown tremendously and is accessible to the public both in person and online, with samples featured on our social media."
The archives are open Tuesdays 10 a.m to 1 p.m. and Wednesdays, Fridays, and Saturdays 10 a.m. to 4 p.m. Walk-ins are welcome, though appointments are preferred.
Under Gest's leadership, the Conservancy will resume the strategic planning process that it halted in 2024 after announcing the departure of long-time executive director Lori Salganicoff.
"I will perceive the timing as good for me because I'm learning the organization's workings and it's an opportunity to get really clear feedback from the staff, the board, and the public on what we do and what people would be interested in seeing us do," Gest says. "I'm excited about that. We haven't mapped it out yet, precisely, but we will do that soon. And we're definitely going to have opportunities for public input. I would like the public to either currently perceive us as a relevant, worthwhile organization that they'd be interested in volunteering with, contributing to, etc. But, if we're not that for them now, what can we do to convince them that we're worthwhile to get engaged with? I think if we do a good job of that public outreach, people will realize that we have a lot of interesting things going on and they'll want to work with us. This year, 2025, we'll definitely be doing a lot of that type of work."
To learn more, or to lend your voice to the strategic planning process, visit chconservancy.org.
It's a Saturday morning. You park your car and walk down a rocky path to the Forbidden Drive trailhead. After tying your sneakers, you set out at a brisk pace, the wind caressing your face, the chirp of a bird in the distance. A biker whizzes past. Ahead, a walker pushes a stroller. Just another day in the Wissahickon.
For more than 100 years, Friends of the Wissahickon (FOW), an official park partner of Philadelphia Parks and Recreation and the Philadelphia Water Department, has been working, in both visible and unseen ways, to conserve and improve Wissahickon Valley Park, a 2,000-acre stretch of Philadelphia's Fairmount Park. Founded in 1924, the organization has grown to 3,000 members and 2,000 yearly volunteers.
"Almost every Saturday, starting in April, we're out there working, and you don't have to have any sort of a skill level," Sarah Marley, Development Director says. "We have volunteers working in the park four to five, up to six days a week sometimes, in the summer."
Marley sat down for a joint interview along with Ruffian Tittmann, FOW's Executive Director, who explains FOW's collaboration with the City:
"At this point, we've been working with Parks and Recreation now for, actually for 100 years, but in a formal way over the last 20 years," Tittmann says. "We have priorities that we set based on our organizational strategic plan, feedback from members and volunteers and our staff for where we want to be working at any given point, and we have access to their priorities. We know what the designated uses are in the park, so we are working within a framework."
"It is very much a collaboration," Marley adds. "We meet regularly with park staff and work directly with them on many projects and talk about what our plans are for the year. It's very much a partnership."
While FOW might collaborate closely with the City and even receive City funding for specific projects, the City does not fund its operating costs.
"FOW's operating budget is completely raised out of our fundraising," Tittmann explains, "a little bit of investment earning that we might have and revenue from Valley Green Inn that we may get, but 95% of our budget is contributions through individuals, grants, and corporations."
FOW has leased the Valley Green Inn property since the 1930s and has subleased it to various restaurant operators throughout the years as a way of earning revenue and ensuring that visitors to the park have a place to stop and eat.
The organization divides its work into three major areas - natural environment, built environment and engagement. An example of natural environment might be planting or weeding, built environment could be one of its many sustainable construction initiatives and engagement is everything they do for and with the community.
The park is perpetually under threat from environmental dangers, such as invasive species, and from the impact of people. By engaging in cleaning, planting, construction projects, education, advocacy and more, FOW is attempting to ensure that, in giving to the Wissahickon, the park will give back to us - which it does.
Whether you are an FOW member, a volunteer, a visitor to the park, or even someone who abhors nature, having well-tended green spaces in our community benefits the entire community.
"The park does a great service for everyone, even if no one comes to visit," Tittmann explains. "It's cleaning our air, it's buffering the stream, it's providing habitat for birds and so much other wildlife. Then, when you layer on top of that the quality of life benefit, the active and passive recreation that people can enjoy - and let's not leave out the economic benefit - you can see that the neighborhoods around the park have really benefited from having such a large green space. It's an asset any way you look at it."
There are many ways to engage with FOW: You can become a member, donate, volunteer, or even simply gain exposure to the organization by participating in some of its ongoing programming and events.
"If you're looking to get to know the park better, to get to know the FOW community a little bit better, we offer tons of free hikes throughout the park during which you can learn about history and biology and ecology and all sorts of aspects of the park," Marley says. "They're on our events calendar on our website. There's usually something happening at FOW."
To learn more or to get involved, visit fow.org.
If you're in Chestnut Hill, crossing the street at a crosswalk, marveling at a movie under the stars, craning your neck to spot a tail-wagging golden retriever at the annual pet parade, or breathing a sigh of relief that the latest development isn't an eyesore, you've been touched by the work of the Chestnut Hill Community Association (CHCA). If you're reading this magazine, or have ever read the Chestnut Hill Local - assuming you like what you've read - you've benefited from the work of the CHCA.
The CHCA formed in 1947 when community members who saw Chestnut Hill as a special and dynamic place recognized its vibrant community as the heart of that. In its current iteration, the organization takes a three-pronged approach - service, advocacy and community - to improving and maintaining the unique and particular magic of this section of the City.
"The CHCA is a civic organization whose mission is to improve the quality of life in Chestnut Hill, a neighborhood of Philadelphia," Anne McNiff, Executive Director of the CHCA, explains, "and to foster a feeling of community amongst all people who live and work in Chestnut Hill."
McNiff sat down for an interview alongside Laura Lucas, the longest-serving board president in the CHCA's 78-year history.
As president, Lucas has sought to build awareness about the CHCA's ambitious undertakings, membership benefits, community impact and organizational collaboration.
"We're continuing to do all this great work and have for more than 75 years," Lucas says. "People need to see the value in it and they need to see it's meaningful to them. Halloween parades with your pets, Hoops Madness, Circle of Trees... All of these things are representative of the great things we do in the community and what makes our community special. We love what we do, we love what we bring to the community, but we need ongoing support to do that. We'll keep doing what we're doing and getting better, but we're stronger with community support."
McNiff nods her agreement. "The only thing I would add to that is that, as an organization, that by its very nature, supports the community, we think it is really important that we are providing activities and information for everyone in the community. We're a really great neighborhood in a really great city and we embrace all that that means, knowing that neighborhoods and communities are stronger when there is some cohesiveness to everything from activities to communication. It makes the quality of life - going back to our mission - that much better."
Although the CHCA is a membership organization, and some of the benefits they offer are restricted to members, its work extends beyond that.
"Certainly, our viability is dependent upon members," McNiff acknowledges, "but we serve the entire community."
The CHCA acts as an advocate for community-related issues, such as the optimizing of street lights and crosswalk safety initiatives, and as a liaison with the City. As a registered community organization (RCO) within Philadelphia, the CHCA has a responsibility to provide a forum for community members to learn about projects that require a zoning variance, ask questions, and voice their opinions and concerns.
Others may view them as the voice of the Chestnut Hill community, yet they see their function as empowering community members to speak for themselves. "Part of our role is to make sure that people have an opportunity to be heard," McNiff says. "We may or may not be successful in getting what people want each and every time, but we can make sure people are heard."
Originally, the CHCA and the Chestnut Hill Local existed as one entity, with the Chestnut Hill Community Fund (CHCF) acting as a fiscal sponsor to their single, unified organization. However, in 2016, the CHCA obtained 501(c)(3) tax status, at which time the Local became its own independent organization, although it is still owned by the CHCA. Six years later, in 2022, the CHCF became a 509(a)(3), a Type I supporting organization to the CHCA, a specific tax designation that carries out its tax-exempt purposes by supporting other exempt organizations. All three organizations - the CHCA, the Local and the CHCF - remain inextricably linked and collaborate closely while maintaining their independence.
In addition, the CHCA regularly collaborates with other Northwest nonprofit and for-profit businesses in its attempts to address the multidimensional and pervasive concerns that impact quality of life. Striving to be as inclusive as possible, they encourage community members of all ages, demographics and life circumstances to actively participate, whether by joining their board, serving on a committee, or volunteering.
"If you're wondering how to get involved," Lucas says, "all you need to do is reach out and tell us what you're interested in helping out with, and look at what we do, and we'll put you to work. It's an open invitation to volunteer. You don't have to wait until you're retired, you can give as much time as you want. I would love to see that return. I would love more people to get involved."
To get involved and to learn more, visit chestnuthill.org.
Lovingly referred to by its current president, Kathi Clayton, as "the quiet philanthropic organization," the Chestnut Hill Community Fund (CHCF) has played a vital role in supporting Northwest civic life while maintaining a relatively low public profile.
"The Fund is a lynchpin among the organizations," Clayton reflects. "It's a grantor, a landlord, a dues paying member of the Business Improvement District We contribute to the vibrancy of the community."
Founded in 1972 with the express purpose of assisting in improving the quality of life in Northwest Philadelphia and its adjacent Philadelphia and Montgomery Counties, the CHCF has played a pivotal role in ensuring the sustainability of both the CHCA and the Local.
For approximately 40 years, the CHCF accepted tax-deductible contributions on behalf of the CHCA, until the CHCA received its own 501(c)(3) tax status and developed the infrastructure to take donations on their own behalf. Since then, the CHCF has continued to act as a fiscal sponsor for the Local. Despite the fact that most fiscal sponsors typically charge between 5% and 15% for their fiscal sponsorship administration, the CHCF has never charged the Local a fee.
As Clayton explains, the CHCF "has essentially the same designated purpose as the Community Association, and that is to improve and enrich the lives of the people who live in Chestnut Hill and surrounding communities. Supporting the Community Association and the Local supports the broad community."
In March 2022, the CHCF became a 509(a)(3), a Type I supporting organization, an IRS designation that commits them to supporting the CHCA without restricting their ability to award grants to other organizations as well. In fact, in recent years, CHCF trustees have approved grant requests from local nonprofits, including Friends of the Library, Jenks School and the Water Tower Lighting Project. In 2023, 2024 and 2025, the Fund directed grant money to the Chestnut Hill Community Association and The Local's Annual Appeal, issuing challenge grants to inspire the community to give generously and secure the Local and CHCA's ongoing viability. Later this year, the CHCF will be inviting applications for micro grant requests by area nonprofits, something Clayton and her fellow trustees hope "will be healthy for the community."
In addition to its granting and fiscal sponsorship functions, the CHCF owns the Town Hall and is landlord to the CHCA, the Chestnut Hill Local and two retail stores, Artisans on the Avenue and LÄETE. In recent years, the Fund's trustees have funded major and much-needed renovations to the building, spearheaded by Andrew Glendinning, a CHCF trustee and long-time community contractor and carried out by Shamrock Construction Solutions and Delran
Of the CHCF, Clayton says, "It has been serving the community for more than 75 years and has done a good job as a fiduciary. It's a terrific vehicle for donations of appreciated stock, or bequests on behalf of the community. The trustees are diligent in both managing the funds and making sure that the monies that they grant are used in an effective way, a way that's beneficial to the community."
Considering that the Fund is the "quiet community nonprofit," it's on-brand that they don't have a website, but you can learn more by emailing chcommunityfund@chestnuthill.org.
In 1958, the Chestnut Hill Local emerged as a community forum. Providing community members with news and information relevant to their lives, this hyper-local newspaper filled a necessary function. Though initially created to serve the residents of Chestnut Hill, the Local's scope has expanded significantly since its inception. What was once a quaint community newspaper has become an award-winning trusted source of relevant, consistent and important information about the Northwest Philadelphia and near-suburbs region.
Jane Hughes, Board President at the Local and the Director of Community Investment at Newrez LLC, was thrilled to hear about this magazine profile. "Commitment to community runs strong in Philly" she said, "It's a pleasure to collaborate with the rich array of organizations serving our dynamic communities across the area." At Newrez, Hughes has had the opportunity to collaborate with numerous nonprofits, including FOW. "Our employees 'care fiercely' about their hometowns, communities, and environment - they drive Newrez's continued engagement and support its events to bring nature and conservation into the company culture."
It was in part her professional experiences with nonprofits and in part her lifelong connection to Chestnut Hill that inspired Hughes to become first a board member, then board president, at the Local.
"For me, it's about the accountability local journalism brings," she says. "We are on the precipice of a scary time for journalism and as long as we have the Local, we can have trust in our neighborhoods. We know Tommy, Maggie, Len, Kristin and Carla," she says, referring to the Local's news and editorial staff. "They have as much a stake in the success of our neighborhood as we do. It makes our product that much more dependable and accountable."
When first established, the Local existed under the CHCA; however, in 2016, it became its own organization, with its own board and governance document. While the Local is owned by the CHCA and shares office space with the CHCA, with the CHCF serving as landlord to both organizations, the Local maintains complete editorial independence. In addition to publishing the Chestnut Hill Local, its signature product, the Local also produces Explore, a twice-yearly free regional fun guide and the Wissahickon Magazine, a quarterly lifestyle publication.
Recently, the Local upgraded its digital offerings through the launch of community newsletters, an updated website and a reorientation toward digital offerings while maintaining and expanding its print offerings. In April of this year, the Local will be applying for 501(c)(3) status as a way to diversify revenue streams, expand its scope of service and better reflect its charitable public service mission.
Hughes sees giving back to the community as inherent to the Local's mission, which is why she strives to bring friends and family the gift of the Local.
"Rather than telling people to subscribe, I’ve started to buy friends gift subscriptions," she says. "I have two very close friends who each just had a new baby and I got them gift subscriptions to the Local. I couldn’t have imagined the ways that each $55 gift has ‘paid for itself.’ It’s an ongoing conversation with friends. There's always something relevant in the Local and reading it, talking about it, comes back to you in innumerable ways. I see it as a vehicle to strengthen relationships."
To learn more about the Local or to purchase a subscription, visit chestnuthilllocal.com.
In 1948, Lloyd Wells settled in Chestnut Hill and became the proprietor of the long-since shuttered Hill Hardware Company.
Courtney O'Neill, executive director of the Chestnut Hill Business District (CHBD), outlined the CHBD's long and intricate origins: "Lloyd Wells was a visionary. He and other business community leaders saw that the malls were coming, and that parking would be important for Chestnut Hill shops to compete. He didn't want Chestnut Hill to be caught flat-footed. That was in the 1950s and, basically, several property owners along Germantown Avenue took their backyards and allowed the Parking Foundation to convert them into public parking lots that would be managed by the Foundation."
Concurrent with the establishment of public parking lots, Wells and other local business owners, who were also members of the CHCA, formed a Businessman's Association. (I know, but it was the 1950s and gender-exclusive language, while regrettable, was a sign of the times). Over the ensuing decades, the Businessman's Association evolved into the Chestnut Hill Business Association (CHBA). To this day, the CHBA remains a membership organization, dedicated to supporting local businesses, although the support mechanisms it utilizes have changed over time. Whereas much of the CHBA's original income was derived from its role as an insurance intermediary for business owners seeking to insure their employees without incurring excessive administrative and plan costs, nowadays, the CHBA focuses its efforts on increasing visibility for Chestnut Hill Businesses, bringing traffic to Germantown Avenue.
The CHBA is one of four distinct businesses entities that exist under the purview of the Chestnut Hill Business District (CHBD), a registered community organization (RCO) and an umbrella designation that encompasses The Chestnut Hill Business Association (CHBA), The Chestnut Hill Parking Foundation (CHPF), The Chestnut Hill Business Improvement District (CHBID) and The Chestnut Hill Community Development Corporation (CHCDC).
While technically a for-profit entity, The Chestnut Hill Parking Foundation (CHPF) has never made a profit since its origination. They manage six area lots and the income they generate covers their operating costs.
The Chestnut Hill Business Improvement District (CHBID), perhaps the least heralded of the four organizations, drives the Chestnut Hill Business District's work forward and enables the beautification, safety and cleaning initiatives that promote traffic to Germantown Avenue.
"People don't even know about the BID," O'Neill reflects with a shake of her head. "It's sort of like this quiet thing that does its job and nobody pays it much mind. In reality, it's become the economic engine of the whole thing. So, in a way, the folks that are paying the BID assessments are really the ones that are making it possible for our office to exist."
The BID was formed in 2004 when commercial property owners elected to contribute to improvement and upkeep initiatives in Chestnut Hill. The BID also funds the Retail Advocate position that supports landlords with recruitment of new business for their commercial spaces.
"Literally what is happening is the property owners are agreeing to tax themselves," O'Neill explains of BIDs. "There's about 16 of us in Philly that are approved Business Improvement Districts. So, those neighborhoods looked and saw, okay, there are City services that throughout the years might fall short in our neighborhood , for example our day-to-day sanitation needs. Yes, they provide services, but things like beautification, flowering programs, the people walking the street and picking trash up, that kind of thing is not on their plate. They don't have the money to do that. BIDs can do that."
Even with the CHBID promoting greater traffic to the area, which has led to increased revenue for businesses, the commercial corridor has considerable needs, which is something local businesses George Woodward Co. and Elfant Wissahickon Realtors recognized and have sought to address.
Through an elective city program (Community Development Corporation Tax Credit) that allows certain businesses to redirect a portion of their Business Income & Receipts Tax (BIRT) dollars to community development, George Woodward Co. and Elfant Wissahickon Realtors provide the Chestnut Hill Community Development Corporation (CHCDC) with the funding to support economic growth, assist in business development, improve public safety, offer organizational support and provide funding for the Executive Director position.
The last of the entities formed under the CHBD's organizational infrastructure umbrella, the CHCDC and the CHBID are primarily responsible for funding the initiatives necessary for enhancing quality of life through business sustainability and growth. But the backbone of the CHBD are the people and the businesses. They're what make Chestnut Hill unique.
"The shops and restaurants are a lot of the reason why people come out here," O'Neill reflects. "I mean, there are multiple reasons, but if you're talking about destination, what they do, what they sell, all of that is the lifeblood of our commercial district. Their mere existence helps us, as a community. It's what makes us unique. Our stores are draws. We have stores that draw people from all over the area."
To find out more about the CHBD or any of the organizations under its umbrella, visit chestnuthillpa.com.
The year was 1966. Rev. Rudolph C. Gelsey took to the pulpit and, soon, congregants were spellbound as he delivered his groundbreaking sermon "East Mount Airy: Slum, Ghetto or Good Place to Live?" The sermon received coverage in the press, catalyzed public support and led to the birth of East Mt. Airy Neighbors (EMAN). Gelsey was EMAN's founding president and, within its first two weeks, the organization had amassed 200 members.
Nearly 60 years later, EMAN remains rooted in activism, advocacy, community preservation and the grassroots efforts of engaged volunteers.
Linda Bell joined EMAN's board in 2019, at a time when EMAN lacked a visible presence and neighbors wondered if the organization was still in existence. She became president in 2023.
"That's one reason why I reopened the office," she explains, referring to the need for greater visibility. "So people could have access, and to build partnerships with the grassroots organizations that are actually doing the work with the neighbors.”
The office at 7301 Germantown Ave. had been unused since before the pandemic and is now open to the community Monday through Friday from 10 a.m. to 2 p.m.
“We're not trying to be in competition with any other community organizations, or to take away from the important work they’re doing,” Bell says. “We want to focus on filling the gaps."
The "gaps" Bell points to are the spaces between the important work of other organizations and the needs of East Mt. Airy residents, including addressing aging in place issues, pedestrian, and child safety, supporting young families and new neighbors, actively protecting historical properties and green spaces, and promoting an equal learning experience for all our public school children.
After sharing about a parent describing their child’s daily commute to school as the “Hunger Games,” she said, "It's like integration all over again. A child has to spend almost a half an hour, or an hour, to get to school and to get home. Because they've got to go halfway across the town to go to school. For what reason? How does that make sense? Did you know that our high school, Martin Luther King, has a 10-mile catchment whereas, every school I went to, I could walk to school?"
EMAN is deeply invested in ensuring accessibility and affordability within the community. That's one of the reasons the organization has kept its membership fees nominal, $25 for individuals and $40 per household, with discounts for students and seniors.
They do not have any paid staff, relying on Bell, other board members, volunteers, and neighbors to carry out its work, such as holding community listening sessions, advocating with elected officials, collaborating with other area organizations, organizing holiday food and toy give-aways and spearheading Mt. Airy Day, an annual street festival which has been bringing Mt. Airy neighbors together for more than 50 years. EMAN is also a Registered Community Organization, a liaison between permit rejected applicants, near neighbors and the Zoning Board of Adjustments (ZBA).
Bell believes that, in order for Mt. Airy to realize its full potential, we need to cultivate connection and accountability amongst neighbors and within ourselves.
"We need people to get involved," she says. "We need the neighbors to care. We need the neighbors to step up. We're setting up the infrastructure. How can we help you? We had a good structure, and it's still in place, but it needs to be utilized. We need to start with healing our personal hurt and traumas, so that can ripple out through our neighborhoods to contribute to the overall healing of our communities. We need to start looking inside of ourselves and get in touch with the one organ that everybody has - and that's the heart - and really ask ourselves, 'What am I grateful for? What do I love about Mount Airy?' And get into that feeling. And just rest in that every day. Then, that energy exchange, that ripple effect, will bring the material manifestation of what has been verbalized about Mount Airy. Then, you'll see the change."
To get involved in the positive changes EMAN is working to manifest, visit eastmtairyneighbors.org.
In 1953, as an influx of Black residents moved into West Mt. Airy, religious and lay leaders of the Unitarian Society of Germantown, Germantown Jewish Centre, and Epiphany Episcopal Church gathered to form the Church Community Relations Council of Pelham-Germantown. The purpose of the CCRC of Pelham-Germantown was to promote a positive outlook toward racial integration and to prevent white flight. A year later, in 1954, a group gathered at the Germantown Jewish Center, drafted a plan to develop a "truly integrated" neighborhood and christened itself "West Mt. Airy Neighbors."
Over the decades, as racial integration became part of the fabric of West Mt. Airy life, WMAN expanded its original vision and turned its attention to seeking to improve the quality of life for West Mt. Airy residents. WMAN's current leadership envisions Mt. Airy as a whole, as opposed to divided along lines of East and West and several of WMAN's initiatives have had ripple effects throughout the Northwest.
"Leading the Save the Train Coalition was a very pivotal effort for us because it's not just our sister organizations in West Mount Airy or Mount Airy, but we got to work alongside community members and leaders from across the Northwest," Executive Director Josephine Winter explains. "I think that showing strength as the Northwest, and showing that we can come together around critical issues, seems like it's going to be a turning point for other issues across the Northwest."
WMAN has eight simultaneous priority initiatives: Save the Train, Tenants' Rights, Tree Tenders, Tree Equity, ECOlab, Historic Preservation, a Zoning Task-Force and its RCO function. It strives to support people, places and the environment, raising awareness about the critical issues that impact neighbors' lives and striving toward accountability, equity, justice and empowerment within the Mt. Airy community.
Despite WMAN's broad scope of work, Winter is the organization's only paid staff member. WMAN is largely reliant upon engaged volunteers and an invested board. In fact, every major initiative is led by a board member.
"Civil society organizations are a real challenge," Board President Steve Kendall shares, "but without them, you lose an important element of civil society. And that's what we have to preserve. It's a very intangible thing, these civic organizations. And I think a lot of it depends on the people who are involved and the spirit they bring to it."
Winter agrees. "It all depends on that," she says. She adds, "It's a lot more difficult to get things done as individuals than it is as a collective. So, that's really a huge value add for us. We can take what might take a really long time as individuals, and would be difficult to organize, and be the catalyst for that, the organizer, the bringer together."
By creating the infrastructure for board members, volunteers and neighbors to enact meaningful changes within their community, WMAN leadership has embarked on a range of parallel efforts that address a large swath of needs, but they recognize that there is still a lot of work to be done and still a lot of quality of life issues that they have yet to take on - not because they're not interested but because their current efforts have them operating beyond capacity.
"We're trying not to take on any new initiatives without a board member who can be at the helm," Winter says.
While WMAN remains open to hearing and addressing more community concerns, to do so will require more neighbors willing to roll up their sleeves and get involved.
To join WMAN's board, volunteer for an initiative, or contribute financially, visit wman.net.
A piece of paper blows up Germantown Avenue, collecting in a sidewalk crease amidst all the other debris - discarded cans, a fallen tissue, the remnants of someone's lunch.
Ken Weinstein, Bob Elfant and Herb Roth Sr. had had enough! In 2005, these three pillars of Mt. Airy's business community decided they needed to do something about the trash situation along the Mt. Airy stretch of Germantown Avenue.
"We couldn't just start a mandatory BID program without proving that we could clean, green and make the Avenue safe," Weinstein recalls. "So, Bob, Herb and I literally went door to door in the 7100 and 7200 blocks of Germantown Avenue from Mount Pleasant to Allen's Lane and collected money. We said, 'Here's our budget for the year to hire a part-time cleaning person, and it would be great if you could give towards that goal.' And people did. People had faith that we could get it done, and we hired a cleaning person and it was suddenly clean where it had not been before. But, as anyone in the BID business could tell you, that doesn't work long term."
After two years of relying on voluntary contributions to clean Mt. Airy's section of Germantown Avenue, donations dwindled and Roth, Elfant and Weinstein worked with now-deceased Councilwoman Donna Reed Miller to start the Mt. Airy BID.
Nearly 20 years later, Weinstein remains the BID's board chair. Recalling the time and efforts spent educating commercial real estate owners about the value of a BID, he says there were very few who were resistant to paying, and he remained undaunted by the naysayers.
"Of course, you can't convince everybody, but, you know what I did with the couple of people that testified in city council who objected? I put them on the first board. Because the only way to convince a skeptic is to make them part of the process."
The Mt. Airy BID grew slowly over time. These days, it is responsible for cleaning the almost two-mile commercial corridor six days a week, implementing streetscape and beautification projects such as the installation and maintenance of more than 100 flower baskets and the development of six pocket parks. The Mt. Airy BID oversees facade improvements by issuing grants to business and property owners who seek an aesthetic upgrade. In its RCO function, it weighs the needs of area businesses and the community by evaluating and commenting on zoning requests.
While the BID has won awards for its pocket parks and while it is an example to many area BIDs because of its practice of distributing its resources and attention evenly amongst those within its service area, one of the most unique features of the Mt. Airy BID is its 97% collection rate.
"We didn't always collect 97%," Weinstein remembers, "and we've had a lot of executive directors over the years. Our current executive director, Jans Risch, is just wonderful and makes our lives easy in terms of accomplishing what we want to accomplish, like collecting almost 100% of our BID assessments. But we realized over time that the key to collecting assessments is having a positive relationship with everyone on the Avenue. They don't want to hear from us once a year when we're collecting assessments. They want to hear from us throughout the year. They want us to be accessible."
Accessibility is key to building awareness that, without BIDs, our section of the City would revert back to how it used to be.
"There's a lot of people out there, especially newer people in the community, who think that Germantown Avenue is magically clean," Weinstein says. "It is not that way. I remember 20 years ago, before we had a mandatory cleaning service, I would go show properties on the Avenue for rental and have to show up half an hour early to clean the streets. I remember what it was like to not have somebody walk the Avenue twice a day cleaning the streets, and how dirty it was, and how quickly it gets dirty. People take the BID and cleaning efforts for granted and, if there's one thing I want people to know is that, if we ever stopped, the trash would return very quickly. So, it's an important function. I want people to not take it for granted."
To learn more about the Mt. Airy BID, or to get involved, visit mtairybid.com.
In 1980, as Mt. Airy's commercial corridor was plagued by dilapidation and blight, members from WMAN and EMAN came together to found the Mt. Airy Village Development Corporation (MAVDC). From its early days of addressing blight and acquiring and rehabilitating neglected storefronts along Germantown Avenue, the organization's scope of work has evolved. In 1997, it took on the name Mt. Airy USA and, 22 years later, in 2019, they rechristened themselves the Mt. Airy Community Development Corporation (Mt. Airy CDC). This June, the 501(c)(3) community-based development organization will be celebrating its 45th birthday.
Executive Director Philip Dawson explains that the Mt. Airy CDC takes a four-pronged approach to supporting Mt. Airy's development: Housing Counseling, Real Estate Development, Business Services, and Community Programs. Working independently and in collaboration with other local organizations, they provide a wide range of services for individuals, organizations and corporations, which includes initiatives such as affordable housing for residents, housing counseling that keeps people from experiencing homelessness, corridor management, beautification projects, literacy work and spearheading beloved community events, such as the Mt. Airy Supper Sessions.
"I think the most important thing is for people to understand that there's an organization that's active in their community, and it's been established for so many years, that's making significant impacts on preserving elements of our community and improving community life," Dawson says. "We still find people who have lived in the neighborhood for decades who are just hearing about us. They may have been to Lovett Park half a dozen times with their family and never knew that it was Mount Airy CDC that came up with the plan, wrote the grant, and made that space possible. They may have been to Supper Sessions or its predecessor, Street Fair, and have no idea who it is that's organizing that festival and making it happen. Or that there's an organization that's helping people become homeowners or stay in their homes in the community. We want to get the word out about the great things we're doing."
One of the Mt. Airy CDC's primary mechanisms for raising awareness is their Go Mt. Airy campaign, a comprehensive initiative with a robust associated marketing campaign, a thriving Instagram account and a store with celebratory Mt. Airy swag.
"Of course, people can donate and we appreciate that they can donate on our website at any time of the year by visiting us," Dawson says. "There's also volunteer opportunities that we have, especially during the summer, when we do Supper Sessions, we usually put out calls for volunteers because there are always little tasks associated with running the street festivals that we need a little bit of help with. We're a small and mighty staff, but sometimes we need a few extra hands. I would encourage anyone who has a great idea for how they might work with us to reach out and share it, because you never know where there could be a partnership that's waiting to form."
According to Dawson, exciting things are in the works for the Mt. Airy CDC.
"We're always trying to sustain the successful programs that we already have," he says, "but also grow our impact in the community. The past couple of years, we've really been focused on increasing our capacity in real estate. Early on in our history, we did some pretty transformative projects and, for some time, we've kind of managed the portfolio that we have, but we hear from a lot of people in the community that they want to see this building or that building improve and they want to see more affordable housing and they're concerned about affordability and diversity in the neighborhood and how the real estate boom affects that. And there's still a pretty meaningful role that nonprofits can have as real estate developers. So, we're looking to grow in that regard again by doing what we've always done and stepping into those spaces that the private market isn't taking care of. And I think that there's some real potential to make life in the neighborhood better through some of those projects. So we're looking to grow in that way and we're always looking to grow the membership and support of our business association so that we can do more for our commercial corridor, looking to do more with schools and literacy. We want to continue working with the community, to think about how we articulate the vision for the next 10 years. So, it's a great time to look ahead and find people locally who we can work with to really lean into making a great positive impact on this community, thinking about where they live, their neighbors, the merchants, everything that makes life great here and how we can sustain that and make it even better. That's something we're excited about, and I hope our community can get excited about it, too."
To learn more or to get involved visit mtairycdc.org.
"History is a living thing," Kaila Temple, Curator of Collections at the Germantown Historical Society says. As the keeper of the collections, Temple spends a great deal of her work time striving to discover, then reveal, the stories imbued within objects. She sat down for a joint interview with Marcus Palm, Manager of the Library and Archives, to talk about the work of the Germantown Historical Society, a 501(c)(3), which formed in 1990. For 22 years, GHS functioned as an educational and research center dedicated to preserving and interpreting the history of Germantown and its surrounding neighborhoods. Then, in 2012, the organization strengthened its resources and collaborative opportunities by entering into a custodial agreement to merge with Historic Germantown under the banner of Historic Germantown: Freedom's Backyard.
Historic Germantown: Freedom's Backyard is the anchor organization to a consortium of 19 historic arts and culture sites in Northwest Philadelphia, of which the Germantown Historical Society is the most prominent.
Even after the merger, GHS retained ownership of its extensive archives and collections. Although, in previous years, the organization has been open to a wide range of donations, sometimes functioning as what Temple described as a "community attic," when acquiring new donations to the collection and archive, Temple and Palm prioritize items with significant stories, in particular those that reflect the diversity of Germantown history.
As Temple explains, "My priorities, if I were to be offered objects, would be: What's the story behind the object? Where does it fit in different narratives? Is it significant? Who's the person it's connected to? Is it significant because it's a rare object? Is it significant because it really captures a moment in time?"
Palm concurs. "From the library and archive perspective, a lot of those same rules apply," he says, "with the asterisks that you can fit more flat paper stuff in. So, you can be a little bit broader on what's accepted, or how many duplicates. You might want duplicate items because some of them might be destroyed over time, or because one is more original, but another is in better condition. Having both, you get the sentimental perspective on the one side, but also the legibility on the other."
If in doubt about the value of a possible donation, or its relevance, or if you want to learn more about Germantown history, you can visit the library by appointment (for a $10 reading fee for non-members, included in the price of a Historic Germantown membership) and the museum Thursday through Saturday noon to 4 p.m. for $3 admission.
According to Palm, the majority of their current archival inquiries "fall between property or genealogy - so, people inquiring about either their own family history or famous people. Then, on the property side, famous properties like Stenton or our own building or Rittenhouse Town or people who've moved into Germantown and are like, 'I think my house is old. How old is it? When was it built? Is there anything of significance I should know about it?'"
Prior to the COVID-19 pandemic, GHS had a robust bank of volunteers, but those numbers have dwindled to single digits. They're looking to rebuild their volunteer base and to obtain other forms of community support, through donations to the archives, select object acquisitions, preservation and packing material contributions, and financial support. GHS is also interested in raising awareness within the Northwest about who they are, what they do and that they're here for you.
"We're here," Temple says. "There's a collection here. We have a lot of objects and a lot of archives, and we're a resource. We are accessible. We're trying to be even more accessible in the future. There's a lot of resources here for people who are interested in the history of Germantown, and this part of Northwest Philly. You just have to reach out."
To learn more about GHS, visit germantownhistory.org. For more information about the Historic Germantown consortium, visit freedomsbackyard.com.
In 2011, as new developments arose in Germantown, many community members were left feeling voiceless and disempowered. They needed a way to interface with developers, with their neighborhood, and with the City. As Leo Dillinger, Executive Director of the Germantown United Community Development Corporation (GUCDC) explains: "There were so many neighbors and neighborhood organizations that were seeing change happening in real time and feeling like they weren't getting a say in the development that was occurring. That's how the organization was founded. At the heart of our mission is being community driven and getting in front of things before they start happening. There is a need to revitalize, but in a sustainable way that doesn't displace longtime residents, that keeps the goods and services on our corridor affordable for the people who live here, and also trying to beautify the area in an authentic, genuine way that doesn't come off like gentrification."
Dillinger started at the GUCDC in November 2024 and has been spending time meeting with community stakeholders to learn more about the diverse, yet interconnected, needs of Germantown residents, business owners, visitors and anyone else with a vested interest in Germantown.
"There's definitely still a lot more I have to learn," he says. "But, after initial meetings with different stakeholders and trying to better understand the history of the neighborhood, I can better understand where the neighborhood wants to be and needs to be in a year's time, five years time, etc."
Since the organization's last strategic plan was conducted in 2018, Dillinger, the board and staff are working with community stakeholders to create a new strategic plan that will usher the organization into its next phase. He invites neighborhood stakeholders to engage with GUCDC, to reach out and to make their voices heard as the organization evaluates its priorities and moves toward creating a more united Germantown.
"We're looking for the community to get involved," he says, "and we're looking to get involved with the community as well, so it's a symbiotic relationship."
As a 501(c)(3) and Neighborhood Advisory Committee (NAC), they provide a wide range of business and residential services encompassing ZIP codes 19144 and 19138, which means plugging into a lot of places and interfacing with a lot of people.
"We're here to help Germantown thrive," Dillinger says. "That's a key word in our name - united. There are different needs from different demographics, from different sections of Germantown. It really is like a city within a city. So, we try to understand the needs of everyone in the community and not just one group or one section."
To learn more about GUCDC or to get involved, visit germantownunitedcdc.org.
Since 1992, the Roxborough Development Corporation (RDC) has been responsible for the maintenance and upkeep of Ridge Avenue's commercial corridor, a two and a half-mile territory. Since 2003, the organization has been a Business Improvement District (BID) and has collected a yearly assessment from property owners along Ridge Avenue to pay for additional services that benefit all property owners in the district. While their scope of work is extensive, some of their activities include creating wayfinding signage, installing gateways, banners, and holiday decorations, maintaining planters and trees, managing parking, cleaning, improving facades, planning events, ensuring safety and spearheading zoning improvement initiatives. The RDC also serves as a Registered Community Organization (RCO) for properties within the Roxborough Business Improvement District. In case they weren't busy enough, they recently embarked on the long, involved process of becoming a designated Main Street.
Executive Director Jacqueline Cusack reflects that the work done by the RDC is an extension of community members' investment in the place where they live and work.
"Years ago," she says with a smile, "the community got together and created the tagline 'Roxborough: a place with roots.'"
The RDC has been working to deepen and expand the existing rootedness of the community.
"We're really working hard to make Roxborough a livable, walkable, safe, cohesive community," Cusack says. "And one of the things that impresses me the most about Roxborough is the sense of community and how active everyone is. There's a vast number of people who are actively working to make Roxborough green and safe and beautiful. There are people I touch base with daily who are working to put speed measures in, bike safety in, pedestrian safety in, who spend hours planting, greening and cleaning. It is one of the most amazingly connected and beautiful groups of people. I've worked in many places in Philly and Roxborough feels like a small town in a big city. It's pretty special."
She encourages anyone with an investment in Roxborough or with ideas about the community to get involved. "Reach out to us. If people have ideas, we'd really love to hear them."
To contact the RDC, visit roxboroughpa.com.
