From Initiative to Institution: A Decade of Ellin & Tucker’s Relationship-Based Giving and Philanthropy

The following article appeared online in the Baltimore Business Journal on 12/16/25.

How a decade of service transformed one firm’s culture—and strengthened Baltimore along the way

At Ellin & Tucker, we often advise our clients on elements of launching a successful corporate philanthropy program—the spark, the structure, and the early enthusiasm. In our earlier article, How to build a corporate philanthropy program that engages employees, we explored how companies can move beyond the notion of charity as an external obligation and instead build a foundation of purpose that strengthens the business from the inside out.

But what happens after the launch? The real impact begins when giving moves from being an initiative to becoming part of a company’s DNA—when it evolves into an institution.

At Ellin & Tucker, 2025 marks a major milestone: the 10th anniversary of our Week of Caring, a week-long effort to celebrate and support some of Baltimore’s most impactful not-for-profits that grew from our Giving Back Committee (GBC). What began as a handful of employees organizing community service days and fundraisers has grown into a year-round commitment to strengthening Baltimore through sustained relationships, volunteerism, and leadership. Week of Caring marks more than ten years of showing up with consistency, reflection, and real purpose. It’s a reminder of what’s possible when a firm’s values are lived out every day, from the C-suite to the newest hire.

As part of that commitment, the Week of Caring is intentionally designed to support organizations that address a wide range of community needs. Each year, Ellin & Tucker partners with not-for-profits focused on areas such as homelessness, food insecurity, arts education, animal welfare, and neighborhood revitalization, ensuring our efforts reflect the breadth of challenges and opportunities across Baltimore.

This year carried that legacy forward with meaningful partnerships old and new. Ellin & Tucker collaborated once again with Ronald McDonald House Charities Maryland —an organization we first partnered with during the second-ever Week of Caring in 2016—bringing renewed energy and connection to a long-standing relationship. It was also our sixth time working with Art with a Heart, a true anchor in the Baltimore not-for-profit community, and our first time partnering with the American Heart Association – Maryland, expanding our impact into new areas of service and advocacy.

The Power of Relationship-Based Giving

True corporate philanthropy is rooted in relationships, not transactions. At Ellin & Tucker, we learned that sustainable impact depends on trust, collaboration, and authentic connection—with our not-for-profit partners, our employees, and the broader community.

Over time, our work with Baltimore’s not-for-profit sector has become integral to who we are as a firm. We begin by listening—understanding each organization’s mission, challenges, and opportunities. That insight forms the foundation of long-term partnership. From there, we work side by side with our partners to uplift their initiatives, strengthen operations, and elevate their missions. This approach creates a powerful feedback loop: when we invest with intention, the community grows stronger—and so do the relationships, networks, and shared experiences that benefit both our not-for-profit partners and our teams. In turn, our culture and sense of purpose become even stronger.

Keeping Momentum Beyond the Launch

Many corporate giving programs lose steam after the excitement of the early years. We’ve avoided that by embedding the Week of Caring into the rhythm of firm life, supported by strategies designed for sustainability and engagement:

• Rotating focus areas while maintaining anchor partnerships. Each year, we balance fresh causes with long-term relationships, allowing us to serve diverse community needs while deepening our impact where it matters most.
• Empowering new voices. We actively seek input from team members at all levels and intentionally elevate newer and younger employees, connecting philanthropic work to mentorship and growth. When our team’s ideas help shape the program, engagement and ownership naturally increase.
• Sharing stories. We regularly highlight impact through internal updates, social media, and visual storytelling. Sharing photos and experiences keeps all employees—especially those who couldn’t participate—connected to our not-for-profit partners and the work we’re supporting.

Most importantly, leadership involvement sets the tone. When our partners and executives participate alongside our teams, it sends a powerful message: this is who we are, not just what we do.

Measuring What Really Matters

The success of a relationship-based program isn’t measured by dollars alone. While financial contributions are essential, we measure impact through questions that speak to the heart of sustainable engagement:

• Is employee participation steady—or growing—year over year?
• Does our program strengthen culture and retention?
• Are our people proud to represent Ellin & Tucker in the community?
• Have we partnered with any new organizations?
• Are we staying consistently connected with the organizations we support?

These measures keep us focused on what matters: building consistent, responsive partnerships that endure well beyond a single event or donation.

Looking Ahead: The Next Decade of Caring

Ten years of the Week of Caring have shown us that the most powerful community impact comes from authenticity, consistency, and leadership by example. What began as an employee-driven idea has become a defining pillar of our culture—and a model of what it means to build a business that serves its community as much as it serves its clients.

To our fellow Baltimore business leaders: your company’s influence extends far beyond your walls. When philanthropy becomes personal, it becomes powerful. The strongest programs don’t just give—they grow.