The Juneteenth & Me Festival

The Regional Intersection

This assessment examines the economic benefits and social returns generated by the festival and its marketing campaign. Prince William County (PWC) is one of the wealthiest, fastest-growing, and most diverse jurisdictions in the United States — ranking among the top 20 counties for income, with a median household income above $131,400, roughly 60% higher than the national average. Capturing the county's true economic and community strengths requires targeted, culturally aware outreach.

Media Channel Coalition Validation

The strategic deployment of a six-week promotional campaign across WPGC 95.5, WHUR 96.3, and WLZL 107.9 FM (El Zol) was a major component of the festival's regional awareness and audience-reach strategy. These legacy stations possess deep generational equity within the Washington Metropolitan Area's diverse communities.

• Cross-Cultural Market Penetration: WLZL tapped directly into the high-purchasing-power Hispanic demographic in Northern Virginia, while WPGC and WHUR activated the Black and urban consumer base — building a unified, multi-ethnic regional audience.
• Geographic Expansion: Overlapping broadcast footprints blanketed the DMV metro area, pulling bilingual, Spanish-speaking, and English-speaking families down the I-95 and I-66 corridors into Prince William County.

Last year, despite a passing regional rainstorm, the event drew an estimated 4,000–5,000 attendees. This year — by launching the "Road to Juneteenth" monthly business tour and expanding the media buy to a multicultural radio coalition — the festival demonstrated substantial year-over-year growth across attendance, volunteer participation, harm-reduction outreach, and modeled economic activity.

Volunteer Mobilization

The addition of 64 volunteers expanded the festival's operational capacity, community ownership, and ability to support guest navigation, public-health outreach, vendor operations, and on-site experiences — a 168.4% increase that reflects deepening community investment in the event year over year.

From Crisis Response to Upstream Harmonization

• From emotional safety to somatic healing: last year's on-site "healing-centered presence" scaled into a proactive clinical intervention — an interactive wellness tent featuring NADA-protocol ear acupuncture as a stigma-free gateway to systemic health navigation.
• Deeper public engagement: building on 2,000 direct resident engagements, the team pivoted to deep-touch training — engaging and educating 250+ attendees and family participants and embedding public-health information within multi-generational households.
• Formalized municipal cost diversion: leveraging the new 24/7 Crisis Receiving Center on Worth Avenue and distributing 300 targeted behavioral-health and crisis-service resource materials, the event created an opportunity to model potential downstream emergency-system cost avoidance — an illustrative $107,550 cost-avoidance scenario.

Juneteenth has been commemorated across Prince William County and its incorporated towns through community-based celebrations, civic gatherings, and local cultural programming. Over the years, residents and community organizations have created spaces to honor Black history, freedom, culture, and collective progress.

In Dale City, Tamika Joy Harris-Russell played a leadership role in community Juneteenth programming connected with the Boys & Girls Club, helping bring residents together through entertainment, cultural celebration, and neighborhood engagement. The Town of Dumfries has also hosted a longstanding Juneteenth celebration, reflecting the depth of local interest in preserving and celebrating the meaning of the holiday.

These community traditions helped demonstrate both the demand for and the value of Juneteenth programming across Prince William County. As separate celebrations and neighborhood gatherings continued to grow, there was an opportunity to build a broader Countywide platform that could connect culture with public health, economic opportunity, civic engagement, and regional visibility.

Juneteenth & Me emerged as a distinct Countywide initiative designed to build upon—not replace—the rich tradition of local Juneteenth celebrations already taking place throughout the community. By bringing together County employees, H.U.E.S., community leaders, artists, businesses, public agencies, and residents, the festival created a larger shared platform where resources, audiences, investments, and partnerships could work together at greater scale.

This collaborative approach also made practical and economic sense. The coordinated Countywide model was designed to attract larger audiences, strengthen opportunities for local and minority-owned businesses, expand access to behavioral health and County services, reduce duplication of effort, and provide community partners with a more visible platform while still honoring the unique role of neighborhood and municipal celebrations.

The turnout of 7,500 attendees was not an isolated occurrence — it was the culmination of a semi-year-round creative marketing strategy that shifted promotion from passive, top-down advertising to active, relationship-driven community building.

• Monthly micro-activations & small-business support: rather than waiting for June, the campaign launched monthly social and shopping activations across PWC beginning January 2026.
• Stimulating the Black-owned business ecosystem: monthly gatherings hosted at local Black-owned storefronts and restaurants funneled recurring consumer traffic to minority entrepreneurs.
• Localized on-site media buys: the WPGC/WHUR/WLZL coalition ran promotional spots directly from neighborhood businesses during the events.

Anchor Corporate Alliance — The IKEA Partnership

A cornerstone achievement was a strategic alliance with IKEA Woodbridge, where the "Road to Juneteenth" team co-hosted a large-scale community celebration built directly into IKEA's 40th Anniversary event — pairing municipal trust-building with regional corporate reach.

Humanizing the Municipal Workforce

A significant community-engagement outcome of the campaign was connecting Prince William County employees directly with residents in informal, relationship-centered settings. Informal, non-bureaucratic spaces broke stigma and rebuilt trust through direct, employee-to-resident relationships.

WHUR 96.3 FM — The Daily Drum

Beyond traditional promotional advertising, the campaign also generated earned media that extended the festival's public-health and community-wellness message. H.U.E.S. Co-Chair Princess Clark-Wendel and Prince William County Community Services representative LeNelle Mozelle appeared on WHUR 96.3 FM's The Daily Drum during a "Medical Mondays" segment to discuss the intersection of Black mental wellness, behavioral health, and Juneteenth. The conversation helped elevate culturally responsive approaches to mental health, reduce stigma, and introduce listeners to wellness resources and services connected with the festival.

Media Coverage & Regional Visibility

Juneteenth & Me received regional media coverage that expanded awareness of the festival and reinforced Prince William County's visibility as a destination for cultural celebration and community engagement.

• Prince William Times featured the second annual festival and its Black Renaissance theme, highlighting the continued growth and evolution of Juneteenth & Me.
• Patch Woodbridge previewed the festival for regional readers, highlighting its live entertainment, local talent, County and community resource booths, workshops, vendors, family programming, and fireworks finale.
• InsideNoVa provided post-event photo coverage documenting the scale, energy, attendance, cultural programming, and community experience of Juneteenth & Me.

Combined with broadcast exposure through WHUR, WPGC, and El Zol, this earned-media coverage strengthened the festival's regional visibility and extended its reach beyond paid advertising alone. Post-event coverage by InsideNoVa provided a lasting visual record of the community turnout, cultural celebration, performances, and shared experiences that defined Juneteenth & Me.

Inspired by the historic role of the porch in Black communities — a place of wisdom, witness, safety, culture, and conversation — the People's Porch invited attendees to pull up, be seen, be heard, and help shape the future of their community.

• Low-barrier civic engagement: an open, conversational design reduced the formality often associated with government meetings.
• Community voice & storytelling: residents shared experiences, concerns, hopes, and ideas in a culturally affirming environment.
• Belonging as public infrastructure: civic participation grows when residents feel culturally recognized, emotionally safe, and confident their voices matter.

Civic Voices of the People

The People's Porch transformed the historic role of the porch in Black communities into a modern civic-engagement space where residents, elected officials, community leaders, and advocates could gather for conversation, visibility, and connection. Programming included Rev. Dr. Cozy Bailey for "Meet Your Civic Leader," followed by "Supervisors on the Porch" featuring Chair At-Large Deshundra Jefferson and Supervisors George Stewart, Victor Angry, Kenny Boddye, Andrea Bailey, and Jeannie LaCroix, along with Congressman Eugene Vindman. The Porch also extended civic dialogue into economic empowerment, featuring Will Smith and Allan Johnson of AJ Realty in conversations focused on financial opportunity and community advancement. Together, these voices helped position The People's Porch as more than a festival attraction; it became a living forum for democracy, public service, representation, economic empowerment, and community belonging—bringing leadership out of formal government spaces and into direct conversation with the residents they serve.

Audience Segmentation

• Local residents (70% baseline): 5,250 attendees.
• Out-of-town visitors (30% baseline): 2,250 attendees.
• Observed geographic reach: a gas-card giveaway dataset showed 90.6% of participants from the DMV, with 9.4% from PA, NJ, NY, and GA.

Vendor Landscape Optimization

The festival hosted 35 food trucks and 30 corporate & professional service booths — a ratio of ~214 attendees per food truck. Estimated food-and-beverage sales ranged $262,500–$300,000, or roughly $7,500–$8,571 per truck.

Illustrative Long-Term Commercial Opportunity

Participating housing, financial-services, real-estate, and professional-service organizations may generate longer-term economic activity through relationships initiated at the festival. Because lead volume and post-event conversions were not systematically tracked in 2026, no realized downstream transaction value is claimed in this report. Future evaluation should collect lead and conversion data to quantify this potential economic contribution.

• Opioid overdose prevention: 144 naloxone kits distributed, expanding community access to overdose-reversal medication.
• Family education: 250+ family units reached and educated; education delivered to family units has the potential to extend harm-reduction knowledge across broader household and peer networks.
• Low-barrier clinical intervention: low-barrier wellness support using the NADA auricular acupuncture protocol.

Local Crisis-Care Context: Prince William County Crisis Receiving Center

The festival's behavioral-health outreach was especially timely because Prince William County now has a local, 24/7 Crisis Receiving Center providing walk-in urgent care, 23-hour observation, crisis stabilization, dedicated youth services, and streamlined first-responder access. According to operational information provided by Connections Health Solutions, the facility accepts individuals across acuity levels without requiring an appointment or referral and is designed to stabilize people in the least restrictive appropriate setting. Data reported through May 27, 2026 indicate that 41% of adults receiving urgent care or observation were discharged back to the community, while the dedicated first-responder process achieved an average law-enforcement transfer time of less than 10 minutes. These local outcomes reinforce the public value of helping residents understand when and how to use the Crisis Receiving Center rather than defaulting to hospital emergency departments or law-enforcement-centered responses.

Juneteenth & Me created measurable value through partnerships that extended beyond traditional sponsorship. Healthcare, retail, financial services, real estate, insurance, and accounting partners used the festival as a platform to deliver preventive health services, household benefits, financial engagement, and direct community incentives — a shared-value model in which residents gain access to useful resources while participating organizations build authentic relationships with the communities they serve.

Partner Health Impact: Kaiser Permanente

Kaiser Permanente joined Juneteenth & Me as a healthcare partner for the first time in 2026, expanding the festival's public-health impact through on-site biometric screening and preventive-health engagement. Sixteen individuals participated in Kaiser's screening services, including 12 non-Kaiser members — representing 75% of participants and demonstrating the festival's ability to connect residents with preventive-health resources beyond an insurer's existing membership base.

Aggregate screening results identified potential health risks warranting awareness or follow-up: 67% of those receiving blood-pressure screenings had mid-range or elevated results; 71% of A1C participants screened in the prediabetes range; 67% of cholesterol participants had results above the report's healthy range; and 70% of BMI participants were within overweight or obese screening categories. Kaiser also documented 32 care-gap interventions across health assessment, adult weight management, blood-pressure management, and social determinants of health.

Because participation was limited and individuals may appear across multiple screening categories, these results should not be interpreted as representative of the broader festival population. Rather, they demonstrate the value of bringing preventive screening directly into trusted community spaces, where potentially important health risks can be identified and individuals can be encouraged toward appropriate follow-up care.

Health Equity & Whole-Person Wellness

The findings are particularly relevant to the festival's broader health-equity mission because Juneteenth & Me intentionally creates culturally responsive opportunities to bring health education, prevention, behavioral health, and wellness resources into a community-centered environment.

The screening results also reinforce the value of integrating physical health and behavioral health within the festival's wellness strategy. Conditions such as hypertension, diabetes risk, weight-related health concerns, stress, and social determinants of health frequently intersect with emotional wellbeing and access to care, supporting a whole-person approach to community health.

Corporate Partner Engagement: IKEA Woodbridge

IKEA Woodbridge's participation demonstrated the reciprocal value of corporate-community partnership at Juneteenth & Me. During the festival, IKEA engaged directly with attendees and enrolled 60 guests in its customer loyalty program, creating measurable consumer engagement while strengthening its connection to the local community. IKEA also donated a summer outdoor furniture set as a festival giveaway, providing a tangible household benefit to a participating resident. Following the event, IKEA representatives reported a highly positive festival experience. The activation illustrates how Juneteenth & Me can create shared value: residents gain access to resources, experiences, and community investment, while corporate partners build authentic relationships with the diverse communities they serve.

Small-Business & Financial Empowerment Partner Activation: Gas Card Giveaway

A collaborative group of sponsor partners representing financial services, real estate, insurance, and accounting transformed their festival presence into an interactive community engagement opportunity through a gas card giveaway. The activation generated 99 entries, giving participating businesses an opportunity to connect directly with festival attendees while offering a practical benefit responsive to everyday household expenses. Four gas cards were awarded to participants.

Beyond the giveaway itself, the activation brought residents into contact with professionals and businesses connected to financial wellbeing, homeownership and real estate, insurance protection, and accounting services. The strong participation demonstrates how the festival can provide local and professional-service businesses with meaningful community visibility while creating accessible, value-added experiences for residents.

Partner Impact at a Glance

Cultural & Community Impact

Culture as a Gateway to Connection

Opening with the Community Choir's rendition of "Lift Every Voice and Sing," Juneteenth & Me anchored the day in cultural memory and shared history. Across The People's Porch, the main stage, and the vendor village, the festival brought together residents of every race, culture, and background — celebrating a freedom once denied to so many and turning celebration into a shared sense of belonging.

Community Talent, Inclusion & Participation

The Community Stage became a platform for the county's own — poets, singers, dancers, fashion designers, and performers with disabilities — showcasing the tremendous talent and diversity that exists right here in Prince William County. Community leader Tamika Joy Harris-Russell helped bring artists, performers, and community voices to the festival, strengthening its role as a stage where local talent could shine.

By running a six-week campaign on WPGC, WHUR, and WLZL, the county leveraged trusted cultural institutions to overcome bureaucratic stigma and reach communities where they already gather.

• Language access: WLZL 107.9 (El Zol) actively validated the Hispanic community's presence. According to U.S. Census Bureau population estimates as of July 1, 2025, approximately one-quarter of County residents identify as Hispanic or Latino.
• Equity in practice: multilingual outreach and culturally affirming programming ensured the festival reflected the full diversity of Prince William County.

Source: U.S. Census Bureau QuickFacts, Prince William County, Virginia (population estimates as of July 1, 2025) — census.gov/quickfacts/fact/table/princewilliamcountyvirginia/PST045225.

The Juneteenth & Me Festival created a meaningful opportunity for employee engagement across Prince William County Government. Staff from H.U.E.S. and departments across the organization volunteered their time — including employees who contributed hours outside of their regular work schedules — to support festival operations, guest engagement, logistics, public-health outreach, programming, and community activities.

Their participation demonstrates that the festival functioned not only as a public-facing event, but also as an internal culture-building experience. Employees from different departments worked side by side around a shared purpose, strengthening cross-departmental relationships, visibility, belonging, and connection to the communities they serve.

Research consistently links stronger employee engagement with better organizational outcomes, including lower turnover, stronger retention, higher productivity, and greater employee wellbeing. Gallup reports that engaged employees tend to have better retention and lower absenteeism, while its workplace research also identifies engagement as a contributor to lower turnover. CIPD's evidence review similarly finds positive associations between employee engagement and organizational performance outcomes.

For Prince William County, opportunities such as Juneteenth & Me may therefore provide value beyond the event itself by helping employees build relationships, experience shared purpose, develop pride in public service, and feel more connected to the organization and the residents they serve. This report does not claim the festival caused improved retention; rather, it supports conditions associated with engagement and retention.

Sources: Gallup, The Benefits of Employee Engagement · CIPD, Employee Engagement and Motivation (factsheet).

Based on the preliminary expense worksheet provided by Parks and Recreation, the total festival operating value is $120,170.37, consisting of County cash expenditures, interdepartmental in-kind services, and a privately funded (non-County) drone light show.

Illustrative Combined Public Value

Return Ratios

• Economic activity: ~$3.68 to $4.18 for every $1 of total operating value.
• Economic activity: ~$5.81 to $6.60 for every $1 of County cash expenditure.
• Combined public value: ~$4.58 to $5.08 for every $1 of total operating value.
• Combined public value: ~$7.23 to $8.01 for every $1 of County cash expenditure.

Conservative takeaway: using the lower bound of the modeled range, the festival generated approximately $4.58 in combined public value for every $1 of total operating value, and approximately $7.23 for every $1 of County cash expenditure — a substantial modeled return even under this more conservative cost basis.

Three voices capture the festival's impact across culture, community, and the local economy — brought together here as a concise recap of what Juneteenth & Me meant to the people who lived it.

More Voices from the Community

• Plan proactively for 10,000 attendees: expand footprint, vendor capacity, sanitation, and clinical/safety staffing to safely accommodate projected crowd growth.
• Establish dedicated capacity: evaluate dedicated event and community-engagement staffing capacity, including a centralized full-time position or equivalent operating model.
• Expand the behavioral-health & civic footprint: formalize The People's Porch as a signature civic-engagement platform.
• Strengthen measurement & evaluation: standardized vendor sales surveys and attendee ZIP-code collection to move from modeled projections to audited outcomes.
• Formalize volunteer management & recognition: with volunteer participation up 168.4%, build a centralized plan for roles, orientation, scheduling, supervision, and post-event recognition to sustain community ownership.

The Juneteenth & Me Festival and Road to Juneteenth campaign were made possible through cross-departmental collaboration, public-private partnership, community sponsorship, and the commitment of public servants and volunteers. H.U.E.S. extends its deepest appreciation to the following partners:

H.U.E.S. Leadership, Juneteenth & Me Volunteer Committee, and Community Partners. The Juneteenth & Me Festival was powered by people who gave their time, expertise, creativity, relationships, and service to build something larger than a single event. H.U.E.S. recognizes the leadership team, volunteer committee members, County employees, interns, and community partners whose collective work transformed a vision into a regional platform for cultural celebration, behavioral health outreach, economic empowerment, civic engagement, and community joy.

This report distinguishes among three categories of information:

• Observed or Reported Outputs — attendance estimates, volunteer participation, naloxone kits distributed, family units reached, brochures distributed, vendor participation, and other documented festival activities.
• Financial Information — preliminary expenditure and in-kind contribution information provided by participating Prince William County departments and partners. Where figures remain subject to reconciliation or independent confirmation, they are identified accordingly.
• Modeled Scenarios — economic multipliers, estimated attendee spending, local tax yield, potential emergency-system cost avoidance, and other prospective impacts calculated using stated assumptions. These scenarios are presented for planning and evaluation purposes and do not represent audited revenues, confirmed savings, or guaranteed future outcomes.

This report has been developed using a comprehensive range of sources, including operational data from the festival, information provided by partners, vendor feedback, attendance estimates, public health outputs, and financial data from the relevant County departments involved. Furthermore, it incorporates well-defined assumptions pertaining to economic and public value modeling. Throughout the document, distinctions between modeled estimates and observed or confirmed results are clearly articulated.

Methodological Note on Data Credibility

This report combines observed festival outputs, preliminary financial information, governmental guidance, peer-reviewed research, and clearly identified scenario assumptions. External economic and behavioral-health literature provides context for the analytical framework but does not independently establish Prince William County–specific outcomes. Accordingly, estimated economic activity, tax yield, future service utilization, emergency-system cost avoidance, and other prospective effects are presented as illustrative planning scenarios, not audited revenues, confirmed savings, or guaranteed future results.

I. Regional Economic Impact & Municipal Taxation

Regional Input-Output Methodology. The report applies standard regional input-output principles to estimate how initial attendee spending may circulate through a local economy. The U.S. Bureau of Economic Analysis Regional Input-Output Modeling System, or RIMS II, estimates the effects of changes in final demand on regional output, earnings, and employment. These effects include direct activity and subsequent economic activity generated through local supply chains and household spending.

Illustrative 1.60 Tourism Multiplier. A 1.60 output multiplier was applied to estimated direct attendee spending as a conservative planning assumption. This means that every $1.00 in direct spending is modeled as generating approximately $1.60 in total regional economic activity through:

• Direct effects: initial attendee purchases from vendors and businesses;
• Indirect effects: subsequent business-to-business purchasing within the supply chain; and
• Induced effects: household spending supported by wages associated with that economic activity.

A USDA Forest Service review of recreation and tourism impact studies found that IMPLAN-based state tourism analyses generally reported Type II sales multipliers ranging from 1.5 to 1.8. The selected 1.60 coefficient falls near the lower end of that published range and is intended to recognize secondary economic activity without assuming unusually high local retention. It has not been independently calibrated through a Prince William County–specific RIMS II or IMPLAN model.

The Asian Development Bank has also documented substantial variation in tourism income multipliers across destinations, illustrating that multiplier size depends on local supply-chain capacity, economic structure, and the degree to which spending remains within the destination economy.

Prince William County Food and Beverage Tax. Prince William County imposes a 3% tax on qualifying prepared food and beverage sales effective January 1, 2026. Any local tax-yield estimate presented in this report is illustrative and should be applied only to the portion of modeled spending reasonably attributable to taxable prepared food and beverage purchases.

II. Behavioral Health Crisis-Care Framework

Specialized Crisis Facilities and Community-Based Diversion. Balfour and Zeller describe how specialized crisis facilities and community-based crisis systems can provide alternatives to traditional emergency-department and law-enforcement-centered responses. Their work supports the report's broader rationale for connecting residents with the Prince William County Crisis Receiving Center and other lower-barrier behavioral-health resources. The article does not independently establish the specific local ambulance, emergency-department, or law-enforcement unit costs used in this report.

Balfour, M. E., & Zeller, S. L. (2023). Community-Based Crisis Services, Specialized Crisis Facilities, and Partnerships With Law Enforcement. Focus, 21(1), 18–27. DOI: 10.1176/appi.focus.20220074.

The projected utilization of Crisis Receiving Centers at 10% is an illustrative planning assumption. It should not be interpreted as a documented treatment-engagement rate associated with the festival.

Connections Health Solutions. Prince William County Crisis Receiving Center Complex: Bringing the Highest Fidelity of SAMHSA's National Guidelines to Virginia. Presentation dated June 2, 2026; operational data reported through May 27, 2026. Used to describe the local Crisis Receiving Center model, access pathways, service capacity, first-responder process, and reported operational outcomes. These data provide local context for the report's diversion rationale but do not independently validate the festival's modeled 10% future-utilization assumption or the specific dollar value assigned to each hypothetical diversion.

III. Trauma-Informed Community Engagement

Six Guiding Principles of a Trauma-Informed Approach. The festival's wellness and civic-engagement environments were informed by federal trauma-informed principles emphasizing:

• Safety;
• Trustworthiness and transparency;
• Peer support;
• Collaboration and mutuality;
• Empowerment, voice, and choice; and
• Cultural, historical, and gender considerations.

These principles provide a framework for creating low-barrier public spaces in which residents can engage with behavioral-health information, community leaders, and service providers in ways that promote dignity, belonging, and personal agency.

Centers for Disease Control and Prevention and Substance Abuse and Mental Health Services Administration. Six Guiding Principles to a Trauma-Informed Approach.

IV. Naloxone Distribution & Overdose Education

Bystander Naloxone and Overdose Response. A meta-analysis by Giglio, Li, and DiMaggio found that bystander naloxone administration was associated with substantially increased odds of overdose recovery and that overdose-education programs improved participants' knowledge of appropriate overdose response. This evidence supports the public-health value of expanding community access to naloxone and overdose education. It does not establish that a specific percentage of kits distributed at Juneteenth & Me will subsequently be used.

Giglio, R. E., Li, G., & DiMaggio, C. J. (2015). Effectiveness of Bystander Naloxone Administration and Overdose Education Programs: A Meta-Analysis. Injury Epidemiology, 2, 10. DOI: 10.1186/s40621-015-0041-8.

The 1.5%–3.2% future-use scenario is defined as an illustrative planning range and should not be regarded as an actual outcome observed from the festival.

V. Interpretation of Modeled Results

The following assumptions should be interpreted as scenario inputs rather than confirmed Prince William County baselines:

• 1.60 regional tourism output multiplier;
• 10% potential future Crisis Receiving Center utilization;
• Emergency-system unit-cost assumptions;
• 1:3 household and peer knowledge-transfer factor; and
• 1.5%–3.2% potential future naloxone-use range.

These assumptions are included to illustrate possible scale and public value. Future festival evaluation should strengthen these estimates through Prince William County–specific economic modeling, verified vendor sales, attendee spending surveys, ZIP-code analysis, referral tracking, service-utilization follow-up, and locally validated emergency-system cost data.

Princess Clark-Wendel, MBA, prepared this report on behalf of H.U.E.S. Clark-Wendel holds an MBA from the University of Chicago Booth School of Business. She also holds dual undergraduate degrees in business and human resources management. Her professional experience spans strategic communications, marketing, organizational strategy, community engagement, and behavioral health and human services communications. In her role with Prince William County Community Services, she leads strategic communications and community-engagement initiatives and has extensive experience translating complex organizational, public-health, and community data into accessible information for executive, governmental, and public audiences.

Every figure below is illustrative and derived from the stated assumptions — not an audited outcome.

1 · Estimated Direct Spending

2 · The 1.60 Economic Multiplier

3 · Illustrative Local Tax Yield

4 · Emergency-System Cost-Avoidance Scenario

5 · Return-on-Investment Ratios