Bridging the Gap: WeAchieve Appoints Stephen Riley Amid Disability Funding Cuts

SILVER SPRING, Md. – November 05, 2026 – In a move that signals a growing trend of strategic consolidation among regional nonprofits, Silver Spring-based WeAchieve announced today the appointment of Stephen F. Riley to its Board of Directors. Riley, who currently serves as the Executive Director of Potomac Community Resources, Inc. (PCR), brings a wealth of advocacy and operational experience to the table. But beyond the standard corporate shuffling of board seats, this appointment represents a critical survival strategy for organizations serving individuals with intellectual and developmental disabilities (I/DD) in an increasingly hostile funding environment.

WeAchieve, a nonprofit dedicated to supporting individuals with disabilities in living autonomous lives, has long been a pillar of the Montgomery County community. Founded in 1948 as CHI Centers, Inc., the organization has evolved over decades to provide a robust array of day supports, community residential services, and competitive employment assistance. By bringing Riley into its governance structure, the organization is building a deliberate bridge between two of the region's most prominent disability support networks, setting the stage for deeper regional collaboration.

A Strategic Bridge in Montgomery County

Under Riley’s leadership, PCR has established itself as an award-winning nonsectarian organization, delivering more than 30 therapeutic, recreational, social, and respite care programs. From the Tricia Sullivan Respite Care program to "Transition Times"—a joint initiative with The Arc Montgomery County that helps families navigate the complex shift to adult life—PCR focuses heavily on community inclusion, family support, and skill-building.

WeAchieve’s strategic priorities naturally complement PCR’s community-centric model. While PCR excels in providing therapeutic and social engagement, WeAchieve operates a $25.5 million enterprise focused heavily on residential and employment supports. The cross-pollination of leadership at the board level presents an opportunity for profound operational synergy.

"When you have leaders who understand both the grassroots, therapeutic side of disability support and the complex, heavily regulated residential side, you create a holistic safety net," noted a local disability rights advocate familiar with the region's nonprofit landscape. "This isn't just about sharing a board member; it's about aligning regional strategies so that families don't fall through the cracks between different service providers."

Riley’s deep knowledge of the I/DD community and his proven track record in nonprofit leadership make him an ideal architect for this kind of collaborative growth. As WeAchieve looks to expand its impact and empower more individuals to advocate for themselves, having a seasoned executive who intimately understands the daily realities of families navigating the I/DD system is an invaluable asset.

Navigating a Fractured Funding Landscape

To understand why this appointment matters now, one must look at the broader systemic challenges facing Maryland's disability support infrastructure. The 2026 legislative session delivered a sobering blow to the state's Developmental Disabilities Administration (DDA), which coordinates services for approximately 19,000 residents. Following a $1.5 billion state budget shortfall, the DDA absorbed a net reduction of approximately $90 million in the fiscal year 2027 budget.

For organizations operating in high-cost areas like Montgomery County, these cuts are devastating. Provider reimbursements are shrinking; the geographic differential rate for Montgomery County was reduced by roughly 5% in FY26, with an additional 2% across-the-board rate cut and a 4% reduction to Personal Support Services slated for FY27. Furthermore, a looming 2% cut to federal CMS funding could create an additional $22 million shortfall for state providers if implemented.

This financial constriction exacerbates an already dire staffing crisis. Direct support professionals (DSPs)—the essential workers who provide daily care, job coaching, and life skills training—are chronically underpaid due to inadequate state reimbursement rates. High turnover and recruitment struggles threaten the very foundation of independent living programs, forcing nonprofits to do more with significantly less.

In this climate, isolated nonprofits are incredibly vulnerable. By integrating Riley’s leadership, WeAchieve is fortifying its governance against these systemic headwinds. Shared leadership often precedes shared advocacy, and a unified front is desperately needed to lobby local bodies, such as the Montgomery County Council. The Council has historically provided a DD-supplement to leverage state funds and boost DSP wages, but that supplement has failed to keep pace with growth and inflation since FY22. With a proposed 3% increase on the table for FY27, coordinated local advocacy is a matter of organizational survival.

Elevating Self-Determination Through Governance

Despite the bleak financial outlook, there are bright spots in the legislative landscape that WeAchieve is uniquely positioned to leverage. The recent passage of the Maryland Protecting People with Disabilities Act (SB 742/HB 1445), which went into effect on October 1, 2026, provides vital protections against the procedural termination of Medicaid waiver services. The law ensures that vulnerable individuals do not lose their home and community-based services due to bureaucratic processing delays, requiring continued services during appeals and mandating quarterly reporting.

Navigating these new protections while managing tightening budgets requires a board of directors that is both fiercely compassionate and highly strategic. WeAchieve’s core mission—empowering individuals to develop independence and make their own choices—is intrinsically linked to how well the organization can defend its clients' rights under new frameworks like SB 742.

Governance choices directly shape service delivery. By adding an executive who is actively managing the day-to-day operations of an I/DD nonprofit, WeAchieve ensures that its board remains grounded in the practical realities of self-determination. Riley's experience in fostering environments where individuals are valued, heard, and respected aligns perfectly with WeAchieve’s mandate to create a community of empowered self-advocates. His perspective will be crucial as the board, which already includes self-advocates like Paul Hamilton and Mohamed Agabein, charts a path forward.

The Future of I/DD Advocacy

The appointment of Stephen F. Riley to the WeAchieve Board of Directors is a microcosm of a larger, necessary evolution within the nonprofit sector. As public funding becomes increasingly volatile, the systems that allow people and communities to thrive must adapt. They must become more interconnected, more resilient, and more collaborative to weather the storm of budget shortfalls and legislative shifts.

In Montgomery County, the blueprint for the future of disability care is being drawn not just in statehouses, but in local boardrooms. It relies on leaders who are willing to look beyond the borders of their own organizations to build a cohesive, regional infrastructure of care. With Riley joining its ranks, WeAchieve is signaling that it is ready to be at the forefront of this collaborative movement, ensuring that the promise of self-determination remains a reality for individuals with disabilities, regardless of the economic climate.