This article was initially published in The San Bernardino Sun on February 21, 2025, as part of the Inspiring Vibrant Health Column.

By Greg Bradbard and Deanna Hendrick

In challenging times, a poignant quote from TV icon Mr. Rogers resonates deeply: “Look for the helpers. You will always find people who are helping.” Nonprofit organizations embody this spirit of helping, stepping in to support the most vulnerable populations during emergencies, crises and everyday life.

As we saw last month with the fires in Los Angeles County and during the COVID-19 pandemic, nonprofits and their leaders are essential for those seeking assistance with fundamental needs such as food, housing, workforce development, health care and recovery from crisis.

For decades, not-for-profit organizations have worked alongside government entities to provide vital services to shared constituents, harnessing a deep understanding of community-specific issues, concerns and needs. Increasingly in recent years, through government-funded grants, nonprofits have delivered enhanced care and improved access to essential services across the country.

Since the 1960s, and notably increasing in the 1980s, federal government contracts with nonprofit organizations have become a cornerstone for delivering critical public services, both locally and globally. As the U.S. population has grown by about 100 million since 1985, the government’s reliance on nonprofit organizations has expanded as a means to meet the growing demand for social services.

According to Candid, a philanthropic research database, over 35,000 nonprofits in the U.S. depend on federal grants for more than 50% of their total revenue. While nonprofits multiply the impact of government dollars through the leverage of private donations, particularly vulnerable are organizations focused on human services, where 40% of government grantees report that grants are their main revenue source.

With recent federal funding freezes and proposed budget cuts to programs that support state and local initiatives, the ramifications for nonprofits and, consequently, our communities could be severe.

Take Medi-Cal, California’s health insurance program for low-income individuals and families, which is funded through the federal Medicaid program. Currently, Medi-Cal serves nearly 40% of California’s population — about 15 million people — with even higher percentages in Riverside and San Bernardino counties. About 43% of Inland Empire residents are enrolled in Medi-Cal.

Inland Empire Health Plan is one of the local health insurance providers, serving 1.5 million people across the two counties. According to IEHP CEO Jarrod McNaughton, Medicaid is crucial in providing health coverage to low-income families, including many working families and people without access to employer-sponsored insurance.

“Cutting Medicaid could exacerbate economic inequality and hinder economic growth by weaking the health and financial stability of working families,” McNaughton said.

Since the rollout of the Medi-Cal expansion program, Cal-Aim, in 2021, the number of nonprofit organizations serving Medi-Cal members has increased. Cal-Aim is designed to enhance services within health care settings and the community, addressing a variety of physical, mental, and social needs. This collaboration with nonprofit providers is essential for delivering care to some of the state’s most vulnerable groups, including the unhoused, seniors and children with asthma.

In addition to health care, many Inland Empire based nonprofits utilize state and federal funds to improve access to housing and other services.

For over 34 years, Neighborhood Partnership Housing Services, Inc., or NPHS, has been strengthening communities through innovative housing and economic solutions. NPHS creates pathways to affordable housing for working families through affordable housing development, community lending, and compressive homeownership education and counseling. NPHS uses federal funding and contracts through the U.S. Department of Treasury’s CDFI Fund, which provides financial support for affordable housing development, down payment assistance and home improvement funding.

“It would be difficult to expand our affordable housing programs without continued federal support,” said NPHS Chief Executive Officer Clemente Mojica. “A strong partnership between the public and private sector is essential to meeting the needs of our communities.”

The Inland Empire also relies on a strong network of nonprofit health care providers that are instrumental to providing high-demand mental health care services, particularly for low-income communities.

Pacific Clinics provides behavioral and mental health care services to children, transitional-age youth, adults and families across California, with a strong presence in Riverside and San Bernardino counties.

The nonprofit offers wraparound services for high-risk children and teenagers with complex needs. These services are vital to helping the region’s youngest and often most vulnerable residents heal from abuse and trauma, and through a supportive process in home, school and in the community, help children live healthier lives. The majority of the patients Pacific Clinics supports are on Medi-Cal and rely heavily on state funded programs for services they otherwise may not be able to afford.

“Medi-Cal is a lifeline for the individuals and families we serve,” said Candy Curiel, senior clinical director, Pacific Clinics’ Inland Empire Region. “It provides essential access to behavioral health services that help them recover and thrive.”

Changes in funding formulas or reductions to federal Medicaid funding will have a tangible impact, not just in service availability, but the overall wellness of children, families and seniors across the Inland Empire. Reductions in health care jobs and the reduced spending power of those employees would also have a trickle-down effect on the region’s economy.

In times of crisis and times of stability, nonprofits are our communities’ helpers, partnering with government to lay the foundation for health and wellness in local communities. So, keeping in the spirit of Mr. Rogers, let’s do all we can to help the helpers continue investing in the well-being of our region each day.