Blog – Methodist Healthcare Ministries of South Texas, Inc.

Investing in People, Advancing Mission: Lessons from a Thriving Workforce

Steven Cavazos on November 13, 2026

At Methodist Healthcare Ministries of South Texas, Inc. (MHM), listening, learning, and partnering with communities is essential in the development of thriving people, and thriving places. However, MHM recognizes that to fulfill this commitment, it must extend this same approach to its caring servant team members.

The organization’s Thriving Workforce initiative is a comprehensive approach to employee engagement that recognizes team members as the foundation of organizational success. Guided by a cross-functional taskforce, the initiative brings together diverse perspectives from across the organization to ensure workforce needs are heard and addressed.

In November 2026, MHM’s Thriving Workforce earned global recognition from the International Best Practice Competition (IBPC), receiving both a Category Award and a prestigious 6-Star Best Practice designation. Organized by the Centre for Organisational Excellence Research (COER) and BPIR.com, the IBPC is a global competition that brings together organizations committed to operational and managerial excellence.

MHM’s recognition reflects a broader realization emerging across industries: when team members thrive, organizations thrive; but what does it take to build a workforce where employees feel engaged and supported?

Turning Employee Voice into Organizational Insight:

The voice of team members is essential to organizational success. When employees feel heard and supported, a deeper understanding of what they need to grow, succeed, and remain engaged is created. However, surveys only reveal part of the story.

In March 2026, the Thriving Workforce initiative received national attention with a Baldrige Best Practice Spotlight. The prestigious honor recognizes innovative and impactful practices shown by top-performing Baldrige applicants. A delegation of MHM team members traveled to Baltimore, Maryland for the annual Quest for Excellence conference where they had the opportunity to learn and exchange best practices with fellow Baldrige recipients.

Mike Cevera, director of Human Resources at MHM, shared continuous improvement happens when team members feel they are met with understanding and support, “Employees have to trust us enough to share what is happening in their lives so we can better understand their needs and determine what support will be most beneficial.” MHM combines several avenues for team members to share feedback, including:

These areas can lead to a deeper understanding of workforce needs, challenges, and opportunities, with trust serving as the foundation for a workplace culture where employees can thrive and, in turn, help the organization achieve its mission and impact.

From Feedback to Collaborative Action:

Creating a thriving workforce is a shared responsibility that should include various perspectives across different departments and levels of the organization. To ensure cross-function inclusivity, MHM created a Thriving Workforce Taskforce made up of diverse voices, each with unique insights and expertise that contribute to turning employee feedback into meaningful action.

The taskforce continuously listens, identifies emerging needs, and develops recommendations that help strengthen employee experience. Using Six Lean Sigma Principles, this approach recognizes that a thriving workforce is built through ongoing learning and improvement. As a result, MHM introduced initiatives that support financial well-being, professional development, work-life integration, and family support, including enhanced leave benefits, leadership development opportunities, student loan repayment assistance, financial wellness resources, and an emergency relief program. Together, these efforts demonstrate how organizations can transform employee voices into strategies that improve both workforce quality and organizational performance.

Diane Rodriguez, Sr. Talent Management Business Partner at MHM, and member of the taskforce. Rodgriguez explains the value of collaboration, “As a member of the Thriving Workforce Taskforce here at Methodist Healthcare Ministries, I learned that effective strategy cannot be developed in isolation. I believe the key to turning employee voice into sustainable organizational change is building trust through meaningful engagement, transparency, and action. Through the taskforce, we saw the value of engaging team members, listening to diverse perspectives, and incorporating those insights into organizational decisions.

Investing in People, Advancing Mission:

Meaningful workforce engagement starts at the top. It requires commitment from the Board of Directors, the CEO, and senior leadership, with workforce embedded into organizational priorities and strategic initiatives.

Oanh Maroney-Omitade, chief administrative officer at MHM shares, “Organizations have a responsibility not only to listen to their employees, but to act on what they hear. Methodist Healthcare Ministries recognizes that continuous improvement is never a destination. It is an ongoing journey of learning, listening, and adapting. When the right voices are included in the conversation, organizations can build stronger cultures, more effective processes, and workplaces where people can truly thrive.”

Jaime Wesolowski, President & CEO at MHM emphasizes the importance of prioritizing team members at all levels of the organization, “At Methodist Healthcare Ministries, we understand that our mission is only as strong as the people who carry it forward. Serving humanity to honor God requires creating an environment where caring servant team members feel supported, valued, and empowered to thrive. By listening to our workforce and responding with meaningful action, we strengthen our culture, advance our mission, and enhance our ability to serve communities across South Texas.”

Building a thriving workforce requires more than good intentions. It demands trust, continuous listening, and a commitment to turning employee feedback into meaningful action. MHM’s Thriving Workforce initiative demonstrates that when organizations invest in the prosperity of their people, they strengthen their culture, enhance performance, and expand their ability to fulfill their mission.

Lasting community impact begins with a commitment to employee well-being. When organizations treat their people as a strategic priority, they strengthen their ability to create meaningful change. By continuing to listen, learn, and adapt, MHM remains committed to creating an environment where caring servant team members can thrive, strengthening the communities they serve across South Texas.

Who Counts? And What Happens When We Leave People Out?

Steven Cavazos on October 21, 2026

By Catalina Schultze-Kraft, Director of Regional Nursing and Wellness Programs

Every community is made up of people who contribute to the places they call home. They raise families, run businesses, work, pay taxes, volunteer, and build relationships with their neighbors.

Every ten years, the U.S. Census provides a critical snapshot of our communities. But proposed changes to the 2030 Census raise a fundamental question: Will everyone be counted and represented in that picture?

The Census has been part of our democracy since 1790, helping determine how communities are represented in Congress. Census information also helps us understand how communities are changing and inform decisions about resources and services.

The U.S. Census Bureau is proposing two significant changes:

Excluding certain noncitizens who are not lawful, permanent residents from the population count used to determine congressional representation.

Removing race and ethnicity questions from the Decennial Census questionnaire.

Supporters argue that these changes would help focus the Census on its constitutional purpose, simplify the questionnaire, and reduce the burden on respondents. Those are important considerations.

But the proposals also raise questions about how accurately our communities are represented and how much information we have to understand them.

A Count is a Map of Our Communities

Think of the Census as a map of your community. It helps us understand how many people live there, where populations are growing, and how communities are changing.

But what happens when that map does not accurately reflect everyone?

People do not disappear because we leave them out of a population count. They are still our neighbors. Their children still attend local schools. They travel the same roads, seek health care, pay taxes, and contribute to the communities and economies where they live.

At Methodist Healthcare Ministries of South Texas, Inc. (MHM), we work alongside communities across 74 counties. We know that understanding who lives in our communities, and the challenges they face, is essential to making thoughtful decisions.

Where are families struggling to access nutritious food? Where is transportation a barrier to health care? Which communities are growing, and what services will they need?

Good data helps us answer these questions, identify gaps, and make better use of limited resources.

What We Don’t Measure Becomes Harder to Understand

The proposed removal of race and ethnicity questions raises a different concern.

Understanding health and access to care requires more than knowing how many people live in a community. We also need to understand where disparities exist and who may be facing greater barriers.

Race and ethnicity data help us identify differences in health outcomes, understand where services may not be reaching everyone, and evaluate whether our efforts are making a difference.

While other surveys would continue collecting this information, removing these questions from the Decennial Census would mean losing one important source of data about our communities. When we lose information that helps us see disparities, those disparities do not disappear. They simply become harder to see and address.

Different Perspectives, A Shared Responsibility

We can disagree about immigration policy, government spending, and the role of government. Those debates belong in our democracy, and people can hold different views for legitimate reasons. Regardless of where we stand on those issues, we all benefit from reliable and accurate information about the communities where we live.

At MHM, our mission is to serve humanity to honor God, and our vision calls us to lead in improving the wellness of the least served. That work begins with understanding the people and places we serve. That is why we submitted public comments expressing concerns about the proposed changes to the 2030 Census. Read our comments and submit your comments at Regulations.gov.

We encourage others to learn about the proposal, consider what it could mean for their communities, and share their perspectives. The public comment period is open through November 2, 2026.

An accurate Census helps us see our communities as they are, with all the people who call them home.

Comments from Methodist Healthcare Ministries of South Texas, Inc., on the U.S. Census Bureau’s Proposed Rule on the Decennial Census

To view comments from Methodist Healthcare Ministries of South Texas, Inc., on the U.S. Census Bureau’s Proposed Rule on the Decennial Census, click here.

Grantee Spotlight: Friendship of Women Creating Pathways to Safety, Healing and Hope

Steven Cavazos on October 16, 2026

For more than 30 years, Methodist Healthcare Ministries of South Texas, Inc. (MHM) has worked to create and sustain healthy communities across its 74-county service area. In 2026, MHM allocated $64.5 million to more than 195 nonprofit organizations and municipalities, including $32.6 million in new grants through an open cycle launched in 2023. This investment reflects MHM’s commitment to supporting thriving people and places by addressing vital conditions, the essential properties and environments everyone needs to reach their full potential for health and life.

One of those partners is Friendship of Women, Inc. (FOW), based in Brownsville and serving individuals and families throughout Cameron County. A first-time MHM grantee in 2026, FOW received $150,000 to support its mission of providing leadership and comprehensive services that promote safety, healing, and hope for adults and children impacted by family and sexual violence.

Friendship of Women: Supporting Survivors, Strengthening Communities

Since 1977, FOW has served as a refuge and trusted source of support for survivors of family violence and sexual assault in Cameron County. What began nearly five decades ago as a community response to an urgent need has grown into a comprehensive network of services to help individuals and families move from crisis to stability.

Today, the organization provides emergency shelter, advocacy, counseling, legal support, crisis intervention and long-term safety planning. Through these services, survivors are not only able to escape dangerous situations but also begin rebuilding their lives with dignity, confidence, and independence.

At the center of this work is Executive Director Gloria Ocampo, who oversees the organization’s programs, staff, partnerships, and strategic vision.

“My role is to make sure our mission is carried out every day through strong operations and meaningful advocacy,” Ocampo said. “Everything we do is focused on helping survivors find safety, healing and the support they need to move forward.”

For FOW, success is measured not only by the services provided but by the lives transformed through access to safety and support.

Advancing Health Equity Through Crisis Intervention and Support

FOW understands that the effects of family and sexual violence extend far beyond immediate physical harm. Violence can impact mental health, housing stability, financial security, educational opportunities and access to healthcare, creating barriers that can affect individuals and families for years.

Many survivors face significant challenges when seeking help, particularly those navigating language barriers, or those with limited resources or lack of access to healthcare and support services. FOW works to remove those barriers by meeting survivors where they are and offering culturally responsive, trauma-informed services that honor each individual’s experience.

“Many of the individuals we serve face significant barriers to healthcare, and our team works to bridge those gaps through crisis intervention, counseling, medical accompaniment and connections to community resources that support long-term well-being,” Ocampo said.

Whether helping a survivor access medical care, navigate the legal system, secure safe housing or connect with community resources, FOW recognizes that safety is foundational to health.

By addressing the conditions that impact physical, emotional, and social well-being, the organization is helping create pathways toward health equity for some of the community’s most vulnerable residents.

How MHM’s Grant Is Making a Difference

MHM’s investment is helping FOW expand access to critical services for survivors throughout Cameron County.

With support from the grant, the organization expects to reach an additional 250 individuals impacted by domestic violence, ensuring more survivors receive compassionate, trauma-informed care regardless of income, circumstances or ability to pay.

The funding will strengthen the organization’s capacity to provide crisis intervention, advocacy and supportive services at a time when demand continues to grow.

“This support allows us to reach more survivors and connect them with the resources they need to achieve safety and stability,” Ocampo said. “It helps ensure that no one has to face these challenges alone.”

Changing Lives Through Prevention and Advocacy

While FOW is widely recognized for responding to crisis, the organization’s work extends far beyond emergency intervention.

Through prevention education, community partnerships, and advocacy efforts, FOW works to address the root causes of violence and create safer, healthier communities.

Ocampo hopes community members understand that meaningful change requires collective action.

“We are not only helping people heal after violence occurs,” she said. “We are also working to prevent violence before it happens by educating our community, building partnerships and advocating for systems that better support survivors.”

She also emphasizes that the organization’s impact is made possible through the compassion, expertise and dedication of its staff.

“Our team shows up every day with commitment and care for the individuals and families we serve. Their resilience and dedication are what make this work possible.”

How You Can Help

FOW encourages community members to get involved by volunteering, advocating for survivors, sharing information about available services, and supporting the organization’s work financially.

Every action helps strengthen the network of support available to individuals and families experiencing family or sexual violence and expands access to safety, healing and hope throughout Cameron County.

Together, We Build Stronger Communities

For nearly five decades, FOW has stood alongside survivors during some of the most difficult moments of their lives, helping them find safety, restore stability, and begin the healing process.

Through its partnership with MHM, the organization is expanding its reach and ensuring more individuals and families can access the support they need to thrive.

Together, FOW and MHM are demonstrating that when communities invest in safety, dignity and healing, they create stronger families, healthier communities, and a brighter future for all.

Self-Care Essentials for Nonprofits

Steven Cavazos on September 29, 2026

Current Landscape

Burnout is defined by the Mayo Clinic as “a state of emotional, physical, and mental exhaustion caused by excessive and prolonged stress.” The nonprofit landscape has become increasingly complex, leading to a significant increase in leader and staff burnout as highlighted in the Center for Effective Philanthropy’s annual State of Nonprofits Report. Concern over leader burnout jumped to 46% in 2026, an increase of nearly 20% from the previous year. Nonprofit organizations are navigating tremendous risks to continue providing much needed resources and services to communities, and to maintain the work there must be a focus on reducing stress and supporting the overall well-being of nonprofit staff members and leaders. Many industries face the challenge of staff burnout; however, the nonprofit sector is at greater risk due to the number of people in helping and caregiving positions who are more susceptible to burnout. Nonprofit organizations are also infamous for being expected to do more with less – the recipe for burnout.

Common Issues to Consider

Many factors and challenges within the nonprofit sector can lead to being overwhelmed and experiencing burnout. Although stakeholders may currently be paying more attention to self-care and preventing burnout, it is common for the many demands of nonprofit work to outweigh resources. Financial strain and challenges in fundraising have only continued to increase in recent years for nonprofit organizations, a direct indicator of stress on staff and leaders. According to the Statement of Nonprofits Report for 2026, 60% of nonprofit CEOs report it being more difficult to secure foundation grants relative to the past.

In addition to traditional nonprofit financial strain and increased difficulty getting grants, federal funding cuts have presented a challenge for some nonprofit organizations in recent years. Federal funding is a revenue source many nonprofits have relied on for foundational income to cover major resources for people including basic needs such as health and housing. Due to the uncertainty in funding and direct cuts, many nonprofit organizations have struggled more with staff retention and turnover, and even in the most difficult circumstances, necessary staff reduction.

Overall, people individually have more financial stress, potential caregiving responsibilities, mental health strain, and general uncertainty which can compound workplace stress and contribute to burnout. The nonprofit ecosystem is dealing with more fragmented systems, potentially duplicated efforts, and organizations competing for very limited resources while trying to address interconnected challenges. Despite the current stress contributing to burnout and nonprofit challenges, there is hope of supporting the nonprofit workforce, leading to better outcomes for employees and ultimately the communities and people being served.

Preventing Burnout

How can we support the leaders and staff members who make up the backbone of nonprofit organizations and help provide resources and services to those most in need?

Organizations may consider policies and practices to promote mental, emotional, and physical well-being as methods of prevention. Key ideas to tackle these needs include incorporating the opportunity for mental health days for employees and having flexible work options, managing caseloads and workload distribution to prevent overload, regular check-in meetings to maintain open communication, utilizing staff feedback for improvements, and leadership modeling a healthy work/life balance.

Another technique is training supervisors in recognizing the signs of burnout, active listening, and how to coach staff through stress. Signs of burnout can include lack of energy, persistent exhaustion, increased irritability, reduced motivation and/or job satisfaction, and feeling that work no longer matters. Through paying attention to the needs of employees an action plan can be created to recover from burnout by assessing the level of burnout, identifying changes needed, implementing recovery strategies like prioritizing self-care and gaining external support, and monitoring progress.

Workplace culture plays a huge role in fostering a supportive environment where employees and organizations are more likely to succeed. By integrating strategic self-care plans and frameworks, organizations have the chance to reduce burnout risk, improve retention, enhance productivity, and better serve their communities.

Reflective questions to consider related to how an organization approaches self-care:

What strategies are helping your staff manage heavy workloads and stress?
How are you creating a sense of community and mutual support during times of uncertainty?
Are team members showing early signs of burnout — and do you have tactical support ready?
What thoughtful ways can your organization show appreciation, especially when external pressures are high?

Included below is a list of resources and tools to assist in planning for self-care and burnout prevention. Please contact the Capacity Building Team with any questions at CICapacityBuilding@mhm.org.

Resource List:

R&R: The Rest of our Lives is an organization that believes in investing in nonprofit leaders, improving policies and practices within our workplaces, and inspiring culture change related to the rest and rejuvenation of workers will result in stronger organizations, retention and recruitment of top leaders, and far more sustainable, equitable, strategic and creative work environments.

The website has information related to their projects geared towards providing opportunities for nonprofit employees and leaders to participate in organization-wide burnout prevention practices and grants for sabbaticals and employee breaks.

R&R Book List

Rest in Action Checklist

Mindful – Helpful Information on Mindfulness Practices

Headspace – “Take 10” Program: Free 10-minute Introductory Meditation to Reduce Stress and Improve Focus

Calm – Free Collection of Videos with Practical Tools to Help You Rest and Recover

Grantee Spotlight: Galilee Community Development Corporation Building Health Equity and Hope in Rural Communities

Steven Cavazos on September 4, 2026

For more than 30 years, Methodist Healthcare Ministries of South Texas, Inc. (MHM) has worked to create and sustain healthy communities across its 74-county service area. In 2026, MHM allocated $64.5 million to over 195 nonprofit organizations and municipalities, including $32.6 million in new grants through an open cycle launched in 2024. This investment reflects MHM’s commitment to supporting thriving people and places by addressing vital conditions—the essential properties and environments everyone needs to reach their full potential for health and life.

One of those partners is Galilee Community Development Corporation (Galilee CDC), based in San Angelo, Texas, and serving families across the Concho Valley. A trusted partner since 2021, Galilee CDC has received more than $255,000 from MHM to advance its mission of providing affordable housing for low- and moderate-income families throughout the region.

Galilee CDC: Creating Pathways to Housing Stability

Galilee CDC was established with a simple but powerful mission: ensure that people have access to affordable housing and the opportunities that stable housing creates. Over the past two decades, the organization has built more than 100 homes and now completes approximately 70 to 80 home rehabilitation projects each year. These projects range from minor repairs that improve safety to major renovations that make homes accessible for older adults and individuals with disabilities.

In 2013, Galilee CDC expanded its impact by becoming the general partner of a 36-unit single-family tax credit housing development, a unique model in Texas where tax credit projects are traditionally apartment-based. Today, the organization operates across multiple housing programs and serves communities throughout the Concho Valley.

Courtesy: Galilee Community Development Corporation

Most recently, Galilee CDC completed an eight-unit apartment community designed specifically for young adults ages 18 to 30 who meet income qualifications under the U.S. Department of Housing and Urban Development’s (HUD) 60% Area Median Income (AMI) guidelines. The project was developed to address a critical gap in affordable housing and support young people who may be transitioning out of foster care, experiencing housing insecurity, or struggling to afford rising rental costs.

Advancing Health Equity Through Housing

Galilee CDC views housing as a foundation for health and well-being.”When we are able to provide stable housing for families or individuals, it allows them to improve other areas of their lives because they’re not constantly worried about whether they can pay rent, keep up with a mortgage, or find a new place to live,” said Stephanie Hamby, Executive Director of Galilee CDC.

The organization believes that health equity begins with safe, secure, and sanitary living environments. Whether repairing a leaking roof, replacing failing plumbing, installing accessibility features, or helping a young adult secure stable housing, Galilee CDC addresses conditions that directly affect physical and mental health.

The new apartment community exemplifies this approach. Residents pay affordable rents ranging from $450 to $475 per month while receiving support that helps them build long-term stability. Through initiatives such as Project ID, Galilee CDC helps residents obtain identification documents and birth certificates needed to access services, employment opportunities, and benefits. The organization also offers financial education resources to help residents build a stronger future.

Rather than simply preventing homelessness, Galilee CDC focuses on helping young adults establish a path toward independence and self-sufficiency.

How MHM’s Grant Is Making a Difference

MHM’s support has helped Galilee CDC advance several critical housing initiatives, including improvements to the newly completed apartment development and the organization’s extensive home rehabilitation program.

Home rehabilitation work often reveals hidden issues that cannot be identified during initial project planning. What begins as an accessibility renovation may uncover damaged plumbing, deteriorated subfloors, foundation problems, or other significant structural concerns. These unexpected repairs can dramatically increase project costs and threaten the organization’s ability to complete other planned improvements.

MHM funding has provided Galilee CDC with the flexibility to address these unforeseen challenges without sacrificing other needed repairs.

“This funding allows us to fix the unseen issues and still complete the original scope of work,” Hamby said. “It helps us fix the major problems instead of just patching them.”

By addressing root causes rather than temporary fixes, Galilee CDC can preserve housing, improve safety, and create healthier living conditions for residents throughout the communities it serves.

Responding When Communities Need Help Most

In addition to its housing programs, Galilee CDC has played a leading role in disaster recovery efforts following the devastating floods that affected the Concho Valley region in July 2025.

The organization has already completed repairs on more than 150 flood-damaged homes and continues coordinating recovery efforts for additional households. Through partnerships with organizations like MHM and other community supporters, Galilee CDC has helped families restore their homes and regain stability after experiencing significant losses.

The recovery work has also introduced the organization to families who had never previously needed housing assistance.

“Being able to restore homes and help people recover has been great for the community,” Hamby said. “Many of these homes are now in better condition than they were before the flood.”

What People Should Know About Galilee CDC

One of the biggest misconceptions Galilee CDC encounters is that its home rehabilitation services sound too good to be true.

Many eligible homeowners are surprised to learn that qualifying repairs are provided at no cost and without placing liens on their homes. The organization’s goal is simple: help residents remain in homes that are safe, accessible, and healthy.

Through partnerships with foundations, state programs, local governments, and community supporters, Galilee CDC continues to make affordable housing solutions accessible to people who need them most.

How You Can Help

Galilee CDC encourages community members, funders, and partners to help expand access to safe and affordable housing across rural Texas.

Referrals are one of the most valuable ways to support the organization. Sharing information about available services can help connect families and individuals with resources they may not know exist. Galilee CDC also welcomes partnerships with foundations, organizations, and community leaders who can help identify funding opportunities and expand programs throughout underserved communities.

Together, We Build Stronger Communities

Across the Concho Valley and surrounding rural communities, Galilee CDC is proving that stable housing can transform lives. From building affordable homes and rehabilitating aging structures to supporting young adults and leading disaster recovery efforts, the organization is creating healthier communities one home at a time.

To learn more about Galilee CDC and how you can get involved, visit www.galileecdc.org.

From Idea to Impact: The Transformative Partnership Sparked at Aspen Ideas: Health

Steven Cavazos on July 23, 2026

The most innovative ideas emerge through transformative partnerships, where listening, learning, and collaboration create meaningful impact that can be felt across generations ––this philosophy serves as a fundamental pillar for Methodist Healthcare Ministries of South Texas, Inc. (MHM). Each summer, MHM joins visionary thinkers and leaders from across the fields of health care, research, advocacy, and policy for the Aspen Ideas: Health (AIH) conference.

The annual convening takes place each summer at the Aspen Institute in Colorado and draws over a thousand attendees from around the world each year. MHM is part of this global community and has been leading panel and roundtable discussions since 2024.

In July a delegation made up of organizational leaders, partners, and team members attended the 2026 AIH conference.

During their time at AIH, delegation members attended various sessions and heard from other thought leaders who are exploring bold approaches to address some of the most pressing health issues communities are facing each day.

Jaime Wesolowski, president and CEO of MHM, was among the speakers at AIH. Joining him was Dan Buettner, National Geographic Fellow, and founder of Blue Zones. On stage, they discussed their transformative partnership along the Texas-Mexico border in the Rio Grande Valley (RGV). The initiative was born from a conversation that began at AIH in 2024, serving as a testament to how the exchange of ideas can spark meaningful collaboration and lasting change.

How Transformative Partnerships Take Root:

The three-day event kicked off with the AIH opening session. Attendees gathered to hear welcome remarks from Aspen Institute leaders and the “Big Ideas” from several AIH speakers. Some of the key topics included the role of artificial intelligence in health care, looking beyond the traditional views of women’s health, integrating mental health into overall health care, and strengthening medical education and patient connections. These ideas set the tone for discussions and innovation that would take place throughout the conference.

Prior to the MHM sessions, Wesolowski and Buettner sat down for a podcast conversation, where they reflected on their first meeting at AIH in 2024. That first conversation lasted over an hour as the two explored how MHM and Blue Zones align through their work and mission, eventually leading the two organizations to launch the Blue Zones IgniteTM assessment in the RGV.

Buettner also shared how Blue Zones grew out of his interest in longevity, a journey that led him to study five regions around the world where people consistently live longer, healthier lives—areas recognized as “Blue Zones.” Drawing from the insights gained through that research, Buettner and his team developed a framework that has since been implemented in communities across the country, helping people live better, longer lives by co-creating environments that support health and well-being.

Reflecting on his original findings, Buettner pointed to the importance of learning from people with lived experiences, “We have verifiable populations around the world that are living 12 to 15 years longer than Americans do in full health. Why not pay close attention to what these communities are doing to live longer?”

The first MHM session was a lunch roundtable, “Transformative Allies: Re-engineering the Architecture of Partnership and Power.” Wesolowski led the discussion which brought together leaders from health care, philanthropy, community development, and other sectors to explore what makes a partnership transformational. Themes of trust, humility, shared learning, and a commitment to sharing power with communities emerged during the roundtable discussion.

Suzanne Watts Henderson, senior director of Faith & Health at Interfaith America, said, “We bring some assets, but we really need our partners and the assets they bring. We can’t get to the right solution without our partners.” Esther Pitts, president and CEO of Mat-Su Health Foundation, emphasized the importance of leaders learning from others: “Leaders must show up as learners with humility, because humility is strength.”

Ideas in Unexpected Places:

The following day, attendees gathered to hear from Wesolowski and Buettner during the MHM panel session, titled “Longevity in Unexpected Places: The Road to Helping People Live to 100.” The panel was moderated by Jeremy Faust, MD, Editor-in-Chief of MedPage Today and emergency physician at Brigham and Women’s Hospital. The discussion explored the origins of the MHM-Blue Zones partnership and the importance of collaborating with residents, community leaders, and local partners.

Buettner discussed the Blue Zones framework and pointed to some of the lifestyle and environmental factors that support longevity, including a plant-based diet, moving naturally throughout the day, meaningful connections, and having a strong sense of purpose. When applying this framework across communities, he emphasized the importance of collaboration with local governments, businesses, faith communities, local institutions, and residents.

During the panel, the audience learned about the RGV and the socioeconomic and health challenges many residents face. The region is also home to communities in unincorporated areas known as colonias, which often lack basic infrastructure and essential services. However, Wesolowski said that MHM looks beyond this deficit-based lens, recognizing that the RGV exhibits many of the characteristics commonly associated with Blue Zones communities: “They are incredibly socially connected. They run to each other’s rescue whenever it is needed. They have very strong families. Many of the households are multigenerational, living together, and taking care of each other. Grandkids are growing up with their grandparents. There’s very strong faith.”

The four RGV cities that participated in the assessment phase—McAllen, Edinburg, Pharr, and Mission—expressed strong interest in advancing to the next stage of the Blue Zones initiative. Wesolowski exclusively shared with the audience that local partners, the Knapp Community Care Foundation and the Valley Baptist Legacy Foundation, have joined MHM in supporting an expansion of the assessment to neighboring cities, including Weslaco, Harlingen, and Brownsville, with the potential to impact nearly one million residents across the region. Wesolowski and Buettner shared the ultimate goal is to increase longevity and enhance residents’ quality of life.

Ideas that Inspire:

Wesolowski explains how conversations can inspire bold ideas, “My conversation with Dan at Aspen Ideas: Health sparked a shared vision that ultimately led to a transformative partnership between Methodist Healthcare Ministries, Blue Zones, and communities across the Rio Grande Valley. It is a powerful reminder that, with trust, collaboration, and support, a single conversation can evolve into something far greater. As we continue our work to empower the communities we walk alongside, I am grateful for this partnership and our shared commitment to creating healthier futures.”

The connections and meaningful dialogue that happen at Aspen Ideas: Health can ignite and inspire. The conference serves as a gathering space for visionaries and thought leaders who seek to listen, learn, and collaborate with a shared commitment to communities. From thought-provoking discussions on the future of health care to transformative partnerships, AIH continues to be a place where bold ideas are not only encouraged but celebrated.

For MHM, the conference reinforces the importance of embracing innovative approaches and transformative partnerships as it seeks to carry out its core mission of Serving Humanity to Honor God. The growing partnership between MHM, Blue Zones, and communities across the Rio Grande Valley stands as a powerful example that lasting change often begins with a simple idea—and the willingness to pursue it together.

Empowering Communities To Improve Digital Inclusion

Steven Cavazos on April 28, 2026

For more than 30 years, Methodist Healthcare Ministries of South Texas, Inc. (MHM) has worked to build and sustain healthy communities across its 74-county service region. In addition to clinical care for uninsured and economically disadvantaged individuals, MHM advances health by addressing the social and economic conditions that shape well-being—including the vital need for digital equity.

Courtesy of Mission Road Development Center

Digital equity ensures all people have access to the technology, connectivity, and skills needed to fully participate in society, democracy, and the modern economy. Since launching this initiative, MHM has invested more than $35 million in digital equity efforts through grantmaking, capacity-building, strategic partnerships, and advocacy.

Two of MHM’s digital equity partners—Mission Road Developmental Center and Girls Inc. of San Antonio—are leading powerful, community-focused work that expands connectivity, increases affordability, and strengthens digital skills.

Mission Road: Opening Digital Doors for People with IDD

Mission Road Developmental Center (MRDC) has served individuals with intellectual and developmental disabilities (IDD) for decades, providing care, education, and opportunities for independence. Yet, in today’s world, independence also means digital access—a challenge for many in the IDD community.

With support from MHM, Mission Road launched a Digital Equity, Access, and Engagement initiative designed to break down barriers to technology. The program includes:

Assistive Technology Access – Providing adaptive hardware and software that supports reading, writing, communication, and online navigation. This includes device upgrades within residential homes, bringing programs such as Kibu directly to the individuals Mission Road serves.
Digital Connectors – Training staff members to serve as technology mentors—helping participants build digital literacy skills while promoting safe and confident online engagement. They currently have one Digital Equity Program Coordinator and 10 Digital Equity Program Connectors on staff.
Technology Infrastructure – Installing computer labs at the Unicorn Centers campus and the Mission Road main campus, upgrading devices, and strengthening broadband connectivity to ensure reliable access.
Hands-On Training – Offering interactive classes for participants, families, and staff, building confidence in using technology for education, healthcare access, employment readiness, and daily life.

“No programs like this exist for the IDD population in San Antonio,” Mission Road leaders shared. “This initiative is essential for inclusion, productivity, and independence.”

Girls Inc: Building Confidence Through Digital Literacy

Girls Inc. of San Antonio inspires girls to be strong, smart, and bold through programs that develop leadership, STEM skills, and wellness. With MHM’s support, Girls Inc is integrating digital equity into its curriculum—empowering girls to navigate technology safely and confidently.

Through the Digital Ambassadors Program, high school participants receive hands-on digital literacy training and then share their knowledge with the community. From helping neighbors log into healthcare portals at local libraries to teaching family members how to access Wi-Fi and online resources, these ambassadors are bridging the digital divide. The MHM grant has been transformative, enabling Girls Inc to:

Deliver consistent digital literacy workshops focused on online safety, communication, and critical thinking.
Train staff, volunteers, and even donors to integrate digital health and wellness into programming.
Reach more girls in historically underserved communities, ensuring they are not only connected but confident in using technology for education, health, and future careers.

“We would like everyone to understand that Girls Inc. is an all-encompassing organization that focuses on the whole girl,” said Dani Vidal, BiblioTech Niña Facilitator with Girls Inc. of San Antonio. “Our organization is an investment to the girls we serve. We help our girls learn vital skills that translate to everyday necessities, including but not limited to school-based skills, college and career readiness, navigating digital literacy, and community service.”

Why Digital Equity Matters

Both Mission Road and Girls Inc recognize that digital access is more than convenience—it’s a vital condition for health equity. From scheduling medical appointments to applying for jobs, technology is a gateway to opportunity. By equipping individuals with tools and training, these organizations are ensuring that no one is left behind.

How You Can Help

Community support makes these programs possible. Here’s how you can get involved:

Spread Awareness: Share the importance of digital equity and the work of Mission Road and Girls Inc.
Volunteer: Serve as a mentor, guest speaker, or workshop facilitator.
Partner: Help create internship opportunities for Girls Inc participants or support technology initiatives for Mission Road.
Donate: Financial contributions sustain and expand these programs, ensuring access for those who need it most.

The Power of Collaboration

Digital equity is a cornerstone of thriving communities. Through collaboration and commitment, Mission Road and Girls Inc are transforming lives—one connection at a time.

To learn more or get involved, visit: Mission Road Developmental Center | Girls Inc. of San Antonio

The Pursuit of Excellence: MHM’s Journey to Baldrige

Steven Cavazos on April 23, 2026

The roadmap to excellence is shaped by lessons learned and opportunities for improvement; however, it is also a commitment from team members across Methodist Healthcare Ministries of South Texas, Inc. (MHM). To transform its internal culture and strengthen the level of care and partnerships in the communities it serves and walks alongside, MHM began exploring the Baldrige Excellence Framework.

Over the years, MHM has created policies, processes, and procedures, sharpening its focus on continuous improvement. This intentional approach led to significant milestones in the organization’s excellence journey, including submitting an application for the 2025 Malcolm Baldrige National Quality Award—the nation’s only presidential honor recognizing performance excellence. MHM received the prestigious recognition as a 2025 finalist and was one of only six organizations across the country to advance to the awards’ final phase and receive a Best Practice Spotlight for its Thriving Workforce.

In March 2026, a delegation of MHM team members traveled to Baltimore, Maryland, to attend the Baldrige Award Ceremony, which was held ahead of the 37th annual Quest for Excellence Conference. Team members attended various sessions during the three-day convening, learning and engaging with other Baldrige recipients. The conference also provided an opportunity for MHM to share its story of excellence on a national stage.

Creating a Legacy of Excellence:

Officials with the Baldrige Foundation, the U.S. Department of Commerce, and the National Institute of Standards and Technology (NIST) presided over the award ceremony and presented the six organizations with their respective awards and recognitions. Representing MHM on stage was Oanh Maroney‑Omitade, Senior Vice President of Organizational Excellence. “When I stop and think about all the things we have done over just the past five years, it’s been phenomenal, and it has helped us become better as an organization,” she said.

Maroney‑Omitade believes embracing change has strengthened the organization’s mission of Serving Humanity to Honor God. “We have to decide if we are going to let change happen to us or if we are going to manage change in ways that help us be successful as an organization and accomplish our mission, which is about our patients.” Jaime Wesolowski, President & CEO of MHM, credits team members across the organization for forging a path toward excellence. “Together, we have built a stronger culture that continues to elevate how we work, lead, and serve. At MHM, our commitment to excellence is more than just high standards; it is embracing our responsibility to serve the least served with integrity, compassion, and lasting impact.”

The conference opened with keynote remarks from speaker Molly Baldrige, daughter of Malcolm “Mac” Baldrige, for whom the award is named. He was known for his dedication to and advocacy for American industry, trade efficiency, and global competitiveness during his tenure as the 26th U.S. Secretary of Commerce. Courage, humility, and discipline were described as hallmarks of his character—virtues which shape modern‑day approaches to leadership and excellence.

Elevating Diverse Voices in Diverse Places:

Various sessions were held throughout the conference, including panel discussions presented by MHM leaders and staff. Jennifer Knoulton, Vice President of Community Health & Wellness, and Jessica Muñoz, Vice President of Communications, led the Serving Diverse Customers & Markets session. MHM team members, Melanie Call, Community Investments Manager; Lorraine Hernandez, Director of Patient Services; and Matt Leonard, Director of Communications, served as panelists.

The discussion highlighted how MHM refined its key processes to provide exceptional integrated and patient-centered care, elevate customer voice, and build trusted relationships. “People were interested in our model of working with uninsured and underinsured populations; they recognize that it is a huge need. The way we work with the broad definition of healthcare, moving across different sectors, is essential for organizations to think about,” said Knoulton.

Muñoz emphasizes the importance of improvement and believes communities benefit when organizations can learn from one another. “This is about us sharing what we’ve learned in the markets that we serve and then drawing inspiration from what other people have learned so that we can continue to get better.” She said listening and partnering with communities is critical to creating processes that work. “We don’t ever want to think we have the right answer; we want it validated by the people who live there and who are experiencing the access to care that we are trying to create.”

Strengthening Workforce and Purpose:

Maroney‑Omitade and Bridget Lamme, Vice President of Human Resources at MHM, led the Developing a Thriving Workforce session. Panelists included MHM team members, Mike Cervera, Director of Human Resources; Sophia London, Community Health Worker Manager; and Melody Swisher, Director of Organizational Learning and Development. The session focused on MHM’s practices and model for workforce engagement, which led to a Baldrige Best Practice Spotlight. Lamme shared why it is important to take care of the workforce that takes care of the work. “There are so many things that we are doing in our strategy; you’re going to need staff that are thriving to be able to do that work. You start with the staff, and it carries out into the community.”

The conference concluded with a Q&A that featured the 2025 Award Recipients and Best Practice Spotlight Organizations. Maroney‑Omitade sat down to reflect on MHM’s journey to Baldrige, which had been years in the making. She said that by creating a capacity for excellence and organizational alignment, MHM reached numerous milestones and gained invaluable lessons, leading to national recognition. “We’ve moved along this process together, and we’ve learned as we’ve gone, and there have been wins along the way.”

The MHM delegation departed Baltimore with a new perspective on their work and approach to excellence. Niebla Marcela Alba, RDH, Dental Hygienist at the Dixon Health & Wellness Center, and Alexandra Quintero, Dental Assistant at the Wesley Health & Wellness Center, were part of the team that attended the conference.

“Overall, attending the conference left me feeling motivated and better equipped to pursue meaningful improvements. It reinforced the idea that excellence isn’t a destination, but an ongoing process that requires commitment, adaptability, and a willingness to learn,” said Alba. Quintero shared, “I felt deeply grateful for the opportunity to learn from and witness the journeys of other organizations striving for excellence. It is a source of empowerment to realize that I am part of our own path toward creating a similar framework.”

Maroney‑Omitade said she is grateful that team members were able to hear and learn from others during their time in Baltimore. She believes it is the lessons they take back that will lead to more change. “We don’t have to go back and move mountains every day; it’s incremental growth, and collectively, if we are all on that journey for improvement, that incremental growth is significant.”

Navigating Change in Nonprofit Organizations: Turning Challenges into Opportunities

Steven Cavazos on March 18, 2026

Change is constant in the nonprofit sector. Whether driven by shifting community needs, new technologies, funding fluctuations, or internal dynamics, nonprofit organizations must continually evolve to stay relevant and effective. Navigating change isn’t easy—especially in mission‑driven environments where resources are stretched and the stakes are high.

The good news? Change doesn’t have to feel chaotic. With intention, reflection, and people-centered planning, nonprofits can transform change from stress to strategy.

Why Adaptability Matters More Than Ever

As community needs rise and environments shift, adaptability becomes essential for nonprofit survival. Flexible organizations can respond quickly to emerging issues, leverage new opportunities, strengthen resilience, and better meet community needs to fulfill their mission. Structured change management ensures that nonprofits don’t simply react but instead use change as an opportunity to deepen their impact.

A Simple but Powerful Leadership Practice: Create “Balcony Time”

Nonprofit leaders are often caught in the whirlwind of daily buzz of activity—emails, operations, meetings, and program needs. Meaningful change sometimes requires stepping away from the noise of daily work to observe the bigger picture.

Balcony time is a dedicated weekly practice—10 minutes to half an hour—where leaders pause and reflect.

Here are some questions to consider to spark thinking:

What are the current needs or changing needs of my community/organization?
What new questions about our mission or future spark curiosity?
If we achieved our boldest dreams, what would that look like?
What ideas haven’t we explored yet that could deepen our mission?
What am I missing because I’ve been too busy?
What are our community and partners telling us that we haven’t fully heard?

Taking notes during balcony time reveals patterns—insights that show where attention, exploration, or planning is needed.

Listen to Your People: Staff, Stakeholders, and Community Voices Matter

Successful change isn’t implemented to people—it’s built with them.

Use conversations with staff, partners, clients, and community members to identify emerging themes. Then match those themes with your organization’s mission and values to determine which changes are most urgent and where a change effort could strengthen impact. When people feel heard, they’re far more likely to embrace change.

Ongoing practices can include inviting feedback, discussing lessons learned, engaging your team in planning, and creating space for honest dialogue.

Avoid Common Pitfalls in Change Management

Even well-intentioned organizations can stumble during change efforts. Three common missteps stand out:

1. Rolling Out Change Without Fully Committing to It

Making the decision to change is only the beginning. Without a solid implementation plan and a mechanism for feedback, changes often fade or fail. Commit the needed time, energy, and follow-through.

2. Refusing to Admit a Change Isn’t Working

Sometimes, despite best efforts, a change simply doesn’t succeed. Instead of clinging to a failing approach:

Evaluate the results
Acknowledge the effort
Course‑correct
Even celebrate the learning

Letting go can protect staff morale and prevent burnout.

3. Underestimating Change Fatigue

With so much happening in the world, people are easily overwhelmed by too much change at once. Leaders can reduce fatigue by:

Prioritizing which changes roll out first
Helping teams distinguish between urgent tasks and what can wait
Encouraging rest, pacing, and focus

Culture: The Invisible Force That Can Accelerate or Block Change

Organizational culture—how people interact, communicate, make decisions, and interpret values—can either support change or work against it.

An organizational culture that embraces curiosity, transparency, and continuous improvement enables change to stick. A culture that values stability above all else or avoids conflict may unintentionally resist even necessary shifts.

Leaders should continuously examine:

How organizational culture shows up in daily behaviors
What messages are being sent implicitly
Where culture aligns—or misaligns—with organizational goals

Recognizing organizational cultural barriers is the first step to addressing them.

Final Thoughts: Change as a Path to Impact

Nonprofits exist to address community needs, and those needs are constantly evolving. By planning ahead, listening deeply, reflecting regularly, and caring for the people who make the work possible, nonprofits can navigate change with clarity and confidence.

Change isn’t just a challenge—it’s a powerful opportunity to grow, adapt, and better serve your mission.

Recommended Resource:

Navigating the Waves of Change: Supporting Employees’ Mental Health webinar – BHS

This free, on-demand webinar resource discusses how employee well-being can have a huge impact on organizational culture and performance, and mental health experts give strategies to help your workforce cope with living in times of perpetual change.

Nonprofit Risk Management Center Article – A Step-by-Step Guide to Change Management

Bloomerang Article – Navigate Change Management: Set Your Nonprofit Up for Success

EisnerAmper Blog – Mastering Change in 2026: A Nonprofit’s Guide to Thriving Through Transition

The Impact of Storytelling: A Conversation with Nancy, a Community Council Member

Steven Cavazos on January 6, 2026

Stories can be a powerful tool that can guide an organization in a variety of ways. As our Capacity Building team continues to explore the Power of Storytelling, we asked Community Connector, Yvonne Pacheco, to join the conversation.

Yvonne works in the Communities of Solutions Department; a team rooted in community partnerships. Their focus is to find, learn about, connect with, and provide capacity building support to community organizations. Yvonne emphasizes how listening and learning from community perspectives can build connections, “I built those relationships out with different community partners, community advocates, and I’m just listening to stories [wondering], what is the story they’re telling about their community?”

To deep our understanding on the power of storytelling, Yvonne suggested connecting with Methodist Healthcare Ministries’ (MHM) Community Councils. Nimet McGrath, Community Council Manager, connected our team with Community Council member, Nancy. Nancy’s personal story is one of managing adversity and ongoing struggles in her life and journeying to resilient career and educational paths, earning certifications as a Community Health Worker (CHW), Mental Health Peer Specialist (MHPS) and Recovery Support Peer Specialist (RSPS). In this blog post, Nancy shares how her life experiences led her to become a ‘caring servant’ who listens to others.

What does storytelling mean to you?

“I just feel like to me storytelling is powerful because it takes hidden struggles and brings them into the light,” Nancy said. “When I share my story, it builds trust and lets others know they’re not alone.”

Nancy has navigated decades of hardships, one after another, including childhood emotional abuse, family abandonment, financial struggles, unstable housing, alcoholism, depression and anxiety. When Nancy shares her life story, people are often surprised by everything she has experienced.

“I lost it all,” she said. “But I gained a different type of career that has lifted me to lift people.”

Although she has lived through difficult life experiences, making it through them has given Nancy a new perspective. She now sees that the darkness she lived through has led her to a path of bringing hope to others.

“I’ve realized that my lived experience not only helps me support my own children differently, but also allows me to help change the lives of other families walking the same road,” Nancy said.

Nancy often asks herself when considering how she’ll extend a hand to help lift someone else up, “How is this going to be a successful story?”

Why do you do this work?

“I try to help single moms like me that suffer from depression and anxiety and being hopeless,” Nancy shared. She wants other single moms to feel supported and provide them with access to resources she didn’t have.

“I have a big family, and nobody was there for us. Nobody. So, I know the loneliness. I know the grieving. I know the struggle of counting pennies.”

“So, I felt like if I’m receiving, I need to give. I have to give back to the community. You have to have a heart.”

“Because my life was so hard, I understand. I understand everything. The addiction, the loneliness, the fear. I do this work because God turned my pain into purpose. I’ve lived the struggles myself, and I don’t want anyone to feel alone. Serving others brings me joy and strength, and it’s my way of showing the hope that God has given me.”

Why do stories matter to you and in your work?

“Stories matter because they build trust, remind people they’re more than statistics, and make them feel seen. They heal, connect us, and inspire action in ways numbers never can,” Nancy said.

If you could tell an organization like ours and other nonprofits one thing about the importance of listening to the people that we serve, what would it be? What do you think is the most important thing that an organization like MHM and others that serve community should consider?

“Well, I think stories impact communities because they make the unseen visible. It shows the real needs people face, and they move organizations to respond with compassion. Stories also shape funding and partnerships, and they empower residents to become leaders themselves, you know. At the heart, stories remind us we’re connected and that every program is about real people, not just numbers. I just feel that these stories, they’re so life-changing for some of us.”

“Through sharing her story, as well as how her story has led to impacting others, Nancy has demonstrated that sharing stories is important to her work. Especially as a Peer Specialist, storytelling allows Nancy to build trust, connect, relate, uplift, and inspire. As she describes, “It’s my calling. I have purpose. I didn’t know I had purpose here. I thought I didn’t want to be here. And now…I love my purpose.”

Not only does Nancy have this impact on her community, but also on organizations and funders. Nancy’s ability to share a genuine, authentic, and compelling story can also tug at the listener’s heartstrings and call them to act.

Funders and organizations who provide support to community can learn from Nancy’s example. We can be more intentional about listening and amplifying community voices. It is important to hear directly from people with lived and living experiences. When we ask community voices to share their stories, it’s our time to listen and learn. We can then share—with their permission—their impactful stories to continue to garner support so we can help make a difference in the lives of people we serve.

Grantee Spotlight: Gulf Bend Center –Building Health Equity and Hope in Rural Communities

Steven Cavazos on December 29, 2025

For more than 30 years, Methodist Healthcare Ministries of South Texas, Inc. (MHM) has worked to create and sustain healthy communities across its 74-county service area. In 2025, MHM allocated $62.5 million to over 185 nonprofit organizations and municipalities, including $35.6 million in new grants through an open cycle launched in 2024. This investment reflects MHM’s commitment to supporting thriving people and places by addressing vital conditions—the essential properties and environments everyone needs to reach their full potential for health and life.

One of those partners is Gulf Bend Center, based in Victoria, Texas. A trusted partner since 2017, Gulf Bend has received more than $2 million from MHM to advance its mission of improving mental health and wellness in rural communities.

Gulf Bend Center: A Trusted Partner in Mental Health

For more than 55 years, the Center has been a cornerstone of mental health and wellness in South Texas. As the Local Mental Health Authority serving seven counties—Calhoun, DeWitt, Goliad, Jackson, Refugio, Lavaca, and Victoria— the Center’s mission is clear: to improve the quality of life in our community for individuals and their families by providing excellent and trusted care for wellness.

The Center’s “No Wrong Door” approach is rooted in its role as a Certified Community Behavioral Health Clinic (CCBHC), ensuring that no one is turned away from care. Regardless of where someone lives or their ability to pay, individuals can access a full continuum of mental health and substance use services. This model removes barriers to care and reflects the Center’s commitment to health equity, ensuring mental health services are accessible to all who need them.

A Full Continuum of Care

Gulf Bend offers a wide range of services to meet individuals where they are—from outpatient clinics and school-based case managers to a crisis response team paired with mental health officers. Their Community Resource Center helps customers apply for benefits and access digital equity resources, addressing critical vital conditions impact mental wellness.

Collaboration is at the heart of Gulf Bend’s work. Through local partnerships and diversion programs, they strengthen rural communities and create pathways to care that prevent crises before they escalate. “At the end of the day, our work is about removing barriers and meeting people where they are,” says Tiffany Seiler, Community Development Coordinator. “When access is built into the system, people are more likely to get help early and stay connected to care.”

How MHM’s Grant Is Making a Difference

The partnership between the Center and MHM is more than financial support—it’s a catalyst for change. With MHM’s funding, the Center has launched and strengthened initiatives that directly impact community health and well-being.

One of the most visible changes is in the food pantry. Traditionally, rural food pantries rely on shelf-stable items high in preservatives and low in nutrition. The Center wanted to rewrite that story. Today, through their partnership with MHM, the Gulf Bend Center’s pantry is stocked with fresh fruits and vegetables, lean meats, eggs, and dairy—providing families with healthy options that nourish both body and mind.

Perhaps most transformative is the Pathway Program, designed for individuals navigating mental health crises. This program offers frequent contact and personalized support, helping clients stabilize and avoid psychiatric hospitalizations. It’s a proactive approach that saves lives and strengthens community resilience—giving people the tools and care they need to move forward.

What You Should Know About Gulf Bend Center

As Jessica Dodds, the Center’s Marketing Specialist, explains:

“People often are not aware of who we are or the services we provide until they are facing a crisis. Our goal is to help the community understand the full scope of our services and the partnerships that make them possible. The Center is a trusted partner, and we are here for everyone.”

How You Can Help

The Center’s impact depends on community support. Start by spreading awareness—talk openly about mental health, share the Center’s story, and help break the stigma that keeps so many from seeking care.

For those who want to take a hands-on role, volunteering is a meaningful way to contribute. Whether it’s assisting with programs or supporting community events, your time and skills make a real difference. Advocacy is another critical piece—by championing mental health initiatives in your own circles, you help create a culture that values wellness and access to care.

Financial support is equally important. Donations allow the Center to sustain and expand essential services, ensuring help is available when and where it’s needed most. And if you’re passionate about education, the Center offers training programs for adults and youth, along with opportunities to speak at local meetings to promote mental health literacy. Every conversation, every action, brings us closer to a healthier, more resilient community.

Together, We Build Strength

In rural areas, resources can be scarce—but Gulf Bend Center proves that together, we have strength. Through collaboration, compassion, and commitment, they are transforming lives and advancing health equity across South Texas.

To learn more about the Center and how you can get involved, please visit gulfbend.org.

An Overview of MHM’s Commitment to Economic Mobility

Steven Cavazos on December 12, 2025

Methodist Healthcare Ministries of South Texas, Inc. (MHM) seeks to disrupt the cycle of intergenerational poverty by investing in and supporting crosscutting initiatives that address root causes of health inequities. Under its long-term strategic objective – Impact Systemic Change, the organization identifies economic mobility as a target initiative.

The video and sections below provide a comprehensive overview of MHM’s commitment to economic mobility.

Intergenerational poverty can negatively affect several aspects of life for individuals, families, and communities, including:

Life expectancy

Chronic diseases

Mental health

Educational and employment opportunities

Quality time with family and friends

Being engaged in community and faith-based activities

MHM seeks to address barriers associated with intergenerational poverty through upward economic mobility. The initiative aims to promote financial prosperity, and independence by strengthening knowledge, behaviors, and opportunities through financial education, information, and mentoring– which can lead to better short- and long-term health outcomes:

Improved health and wellbeing

Better access to healthcare

Nutritious food

Improved community conditions

Social connections

Opportunities to thrive

Safe housing

Those closest to the challenges have a unique vision of what health and well-being look like to them.
Vanessa Tobares, Director of Strategy & Impact at MHM

“MHM wants to ensure communities have what they need today and into the future. Those closest to the challenges have a unique vision of what health and well-being look like to them. We support the community’s influence as it can lead to long-term improvements in length and quality of life,” said Vanessa Tobares, Director of Strategy & Impact at MHM.

MHM considers several factors in its approach to upward economic mobility, “We think about the financial gains from one point in time to another, especially after a major life event, such as earning a credential or gaining employment with a living wage and across generations of families and communities.” However, the organization also recognizes the importance of autonomy and control, which enable individuals to make decisions that are best for themselves and their families—fostering a sense of belonging and the ability to contribute to their communities fully and actively.

Building upon existing knowledge, assets, and strengths that exist across its 74-county service area, MHM explores several approaches at the individual, family, and community levels, including:

Direct cash aid to individuals and families to supplement limited earnings.

Mobility Mentoring, a family engagement approach in which mentors partner with low-income individuals and families. Using coaching and brain science, participants build skills for economic independence through goal setting, financial literacy, and capacity building—ultimately empowering them to become their own coaches.

Supporting whole families through two-generational (2Gen) approaches and seeing outcomes for children and the multi-generational adults in their lives.

Exploring potential opportunities with Community Development Financial Institutions (CDFIs) – mission-driven financial institutions dedicated to providing financial services to communities and populations that are underserved by traditional financial markets.

“The approaches that we are exploring are not only based on professional subject matter experts, but also on the ideas and knowledge shared with us during listening sessions with community members, community council members, and team members,” said Tobares.

MHM remains committed to disrupting the cycle of intergenerational poverty and recognizes it must continue to explore approaches that contribute to prosperity. Tobares underscores the importance of partnerships with organizations and communities across the service area, as it allows for innovation and new opportunities. She shares, “We hope that long term, these approaches and partnerships will lead to better quality of life and extend length of life over time as well as everybody having what they need to be able to thrive.”

“It is about creating opportunities to make the best decisions for themselves, their families, and communities.”
Sandra Martinez, Vice-President of Strategy & Impact

Sandra Martinez, Vice-President of Strategy & Impact at MHM adds, “”Economic mobility is not only about equipping individuals and families with tools and resources—it is about creating opportunities to make the best decisions for themselves, their families, and communities. By shifting our mindsets about what it takes to live well and thrive, we can partner with communities to address systemic barriers and create new pathways to stability and upward mobility.”