Social Current is seeking competitive submissions for its 2026 Innovative Impact Award. Too often great ideas are kept in-house without recognizing their potential to create change beyond the communities where they were born. Social Current’s Innovative Impact Award identifies, documents, and celebrates examples of successful management and service delivery strategies adopted by our network organizations.

The Innovative Impact Award spotlights the efforts of Social Current network organizations—their staff, board, volunteers, and partners—who innovate for good to create lasting change with families and communities.

We invite you to share your effective strategies and serve as a resource for community-based organizations, leaders, researchers, and advocates across the full spectrum of human and social services.

Applications should be submitted online by March 3. Submissions must include a synopsis of your innovative strategy and case study narrative that addresses the evaluation criteria.

Learn More About Past Winners

• 2024: Children & Families First Delaware, which was recognized for its Brain Science Training Institute. Read their guest article, The Business of Healing: How Trauma-Informed Care Revolutionizes Organizational Strategy.
• 2025: LifeWorks, which was recognized for its Travis County Transformation Project. Listen to their interview on their youth pre-arrest diversion program.

Winner Benefits

The 2026 Innovative Impact Award winner will receive national visibility and promotion from both Social Current and participating national associations. The winner will also receive the following benefits:

• Showcase on Social Current’s website, newsletter, and social media platforms
• A 60-minute webinar to share your innovative strategy
• A virtual interview promoting your strategy
• Special award promotion toolkit including image assets, quotes, and sample language to develop your communications and use on your website
• Award plaque

Submission Guidelines

Use our online submission form to submit a synopsis (2,500 character maximum) and case study narrative (five page maximum) about your innovative strategy by March 3, 2026. Your case study narrative should introduce the innovative strategy and how it has contributed toward positive service delivery outcomes and organizational success. In writing your case study narrative, note the award evaluation criteria and consider addressing the following:

• Describe your target population
• Describe your work and the strategy or approaches that make it innovative
• What evidence or results demonstrate its positive impact

When filling out the form, you’ll need to indicate:

• Your organization’s name
• The primary contact for the award submission
• The name of your innovative strategy

Evaluation Criteria

Planning and Presentation (20%)

• Well-written, succinct, and logical presentation of the goals
• Well-designed plan for approach and implementation of the innovative strategy
• Strategy addresses an important problem or issue
• Effective use of all resources in the implementation of the innovative strategy

Performance and Quality Improvement (30%)

• The goals of the improvement activity show measurable results, as documented in program, client, or other positive organizational outcomes
• Statistical data and/or conclusions drawn from qualitative and/or quantitative data are sound and support positive outcomes over a sustained period
• Risk factors or other obstacles associated with the strategy have been identified, and a plan for mitigating them has been developed
• Results can be replicated, and innovative practices can be implemented and integrated into existing systems at other organizations

Innovation (50%)

• Descriptive evidence that the applicant supports creative activities that lead to innovation
• Demonstration that the strategy being highlighted is new and forward thinking as evidenced by a creative, novel, inventive, or original improvement in an area(s) that ultimately provides measurable benefit (i.e., increases in service quality, efficiency, cost-effectiveness, learning, collaboration, timeliness, etc.) to the organization, its workforce, and/or the population targeted for service
• There is reach, depth, and impact of the innovative strategy:
  • On the community, government regulations and/or initiatives, and/or the human services field, in general
  • In addressing an urgent, relevant, or complex need
  • In expanding traditional organizational boundaries

Eligibility Terms and Conditions

Primary applicant must:

• Be currently COA-accredited, undergoing COA Accreditation (in-process) with no major vital occurrences on file, and/or an Impact Partner
• Submit a complete and thorough application form and case study narrative according to the submission guidelines
  • Previously published case studies may be submitted if the applicant has received permission from the award committee for republication; this permission must be documented on the application form
  • Case studies that were submitted for Social Current’s Innovative Impact Award in previous years may only be resubmitted when the associated strategy and/or outcomes have significantly changed
• Agree they have read and understand the following conflict of interest statements:
  • Award applications do not confer, impart, or guarantee positively or negatively on any current or future accreditation decision
  • Applications representing more than one organization need to have the consent of all applicable parties
  • Organizational applicants that permit research with service recipients are in accordance with applicable legal requirements
• Agree that, if selected as award winner, Social Current can promote and distribute the case study narrative in its entirety and recognize the organization and authors in any related marketing promotions

Social Current reserves the right to consider public and organizational record information pertaining to any applicant for the Innovative Impact Award.

Note: Social Current will not accept submissions that are designed to endorse, market, or sell commercial products and/or services.

Apply online by March 3. Contact Social Current with questions.

The Department of Health and Human Services has activated Defend the Spend for all Child Care and Development Fund grantees. In response to suspected fraudulent activity, HHS is seeking additional records, including attendance records, licensing, inspection, and monitoring reports, and complaints and investigations.

The pause in child care funding is accompanied by a pause in funding for the Temporary Assistance for Needy Families program, Child Care and Development Fund, and the Social Services Block Grant for California, Colorado, Illinois, Minnesota, and New York. The states are now required to submit justifications and documentation before payments are released.

However, the programs are designed to reach families most in need, leading temporary pauses in funding to hold severe and potentially long-term challenges in securing needed child care, nutrition, and housing, among additional key services.

Funding disruptions have also extended to Community Schools and Promise Neighborhoods grant recipients. Community schools offer a wide range of services and supports for students and their families, including extended learning time, health care, tutoring programs, and internship opportunities. Likewise, Promise Neighbors were designed to invest in services for children in communities with high crime rates and low academic achievement. On Dec. 12, the Department of Education notified recipients of 19 grants across 11 states and the District of Columbia that they would not receive their remaining two or three years of expected funding. In total, the decision represents a loss of $168 million.

CMS Introduces a Series of Efforts to Increase Health Care Affordability  

The Centers for Medicare & Medicaid Services (CMS) proposed significant reforms to increase healthcare affordability and price transparency.  

On Dec. 21, CMS introduced two models, the Global Benchmark for Efficient Drug Pricing (GLOBE) and Guarding U.S. Medicare Against Rising Drug Costs (GUARD) Models. Each intends to reduce drug prices for Medicare beneficiaries. While the GLOBE Model would test a new rebate formula for certain separately payable Medicare Part B drugs, the GUARD Model aims to test a payment model that modifies the inflation rebate for certain Medicare Part D medications.   

Both will operate for five years, the GLOBE Model beginning Oct. 1, 2026, and the GUARD Model beginning Jan. 1, 2027. 

Additionally, CMS, in partnership with the Department of Labor and the Department of the Treasury, issued a proposed rule to improve health care price transparency and accessibility. The rule aims to equip employers, innovators, and researchers with the needed information to strengthen negotiations, identify cost drivers, and build new tools that help consumers shop for care with confidence. 

CMS Issues Rural Health Grant Awards  

On Dec. 29, the Centers for Medicare & Medicaid Services (CMS) announced that all states will receive awards through the Rural Health Transformation Program, a $50 billion initiative created through the recent budget reconciliation bill, H.R. 1.  

First-year awards averaged $200 million per state. Collectively, the funding aims to expand access to care in rural communities, strengthen the rural health workforce, modernize rural facilities and technology, and support innovative models that bring high-quality, dependable care closer to home.    

Children’s Bureau Publishes CFSR Technical Bulletin #14

On Dec. 19, the Children’s Bureau published the Child & Family Services Reviews (CFSR) Technical Bulletin (TB) #14. The bulletin accompanies the Administration for Children and Families’ A Home for Every Child initiative. The initiative aims to ensure every child has access to a safe, stable, and loving home, while supporting states in building the capacity and systems to make that possible.

In support of a Home for Every Child and to strengthen the CFSR process, ACF is introducing a pilot opportunity for any state at any stage of CFSR round 4. The bulletin enables states in various stages of CFSR Round 4 to center their program improvement efforts around the goal of A Home for Every Child. Participating states will be excused from the PIP development and measurement process outlined in Technical Bulletin 13A.

The bulletin aims to maintain state accountability for achieving meaningful outcomes for children and families, enhance transparency and public accountability, reduce administrative burden, and provide states with greater flexibility to innovate and build capacity to manage and improve child welfare systems and outcomes.

USDA Issues Report Detailing Food Insecurity in America in 2024

On Dec. 30, the USDA published Household Food Security in the United States in 2024. The report details statistics on food security in U.S. households throughout 2024 based on the Current Population Survey Food Security Supplement data collected by the U.S. Department of Commerce, Bureau of the Census, in December 2024.

According to the report, an estimated 86.3% of U.S. households were food secure throughout the year in 2024, with access to enough food at all times for an active, healthy life for all household members. Approximately 13.7% of households were food insecure at least some time during the year, although the population is not statistically significantly different from the populations recorded in 2022 or 2023. Approximately 5.4% of households experienced very low food security, with one or more members reporting reduced food intake and disrupted eating patterns due to limited resources.

FNS Issues Guidance for FY 2026 Discretionary Exemption Allocations for SNAP ABAWDs

The Food and Nutrition Service (FNS) released its Fiscal Year (FY) 2026 allocations of discretionary exemptions for able-bodied adults without dependents (ABAWDs). The policy memorandum clarifies that qualifying individuals may participate in SNAP for only 3 months in any 36-month period, unless they meet certain work requirements or are otherwise exempt from the time limit. It also estimates the number of new discretionary exemptions each state agency has earned for FY 2026, according to 8% of the state’s estimated number of covered individuals.

FNS Issues Report to Review Risk Assessment Tools for SNAP Payment Accuracy

FNS published a study to analyze the risk assessment tools state agencies currently use to administer the Supplemental Nutrition Assistance Program (SNAP). The tools categorize program applications most likely to result in payment errors and allocate resources to improve the accuracy of SNAP benefit payments to families. This study assesses the effectiveness of a subset of those tools and identifies best practices in RA tool development, implementation, and evaluation.

Forty-three state agencies and one local agency provided information and data for the study, which provides detailed assessments of six state agency uses of RA tools, their effectiveness, and potential opportunities for improvement.

Sector Updates from the Judiciary 

Appeals Court Approves the Denial of Medicaid Funds to Certain Abortion Providers   

On Dec. 12, the United States Court of Appeals for the First Circuit overturned a lower court’s ruling, determining that a provision of H.R. 1 that denied Medicaid funds to certain abortion providers is constitutional. 

H.R. 1 removed federal Medicaid funding from abortion providers that received more than $800,000 in Medicaid funds in fiscal year 2023, as well as any entities affiliated with the providers. The provision primarily affects Planned Parenthood and two separate organizations. 

Previously, the U.S. District Court for the District of Massachusetts determined the law unconstitutionally targets Planned Parenthood and violates the First Amendment. However, the appellate court held that the law relies on Congress’ inherent taxing and spending power. Affected parties have the choice between receiving Medicaid funding and abandoning the provision of abortion services or refusing Medicaid funding and continuing to provide abortion services. 

Wyoming Supreme Court Overturns Law Severely Restricting Abortion Access 

On Jan. 6, the Wyoming Supreme Court found recently passed state laws restricting abortion access unjustifiably limit women’s state constitutional right to make their own health care decisions. 

The lawsuit centered a 2023 law, Life is a Human Right Act, which prohibited the provision of abortions within Wyoming, with certain exceptions. It also addressed S.F. 0109, which criminalized prescribing, dispensing, distributing, selling, or using any medication to perform an abortion.  

The lawsuit was brought by medical providers, patients, and organizations, who argued that the laws violated individuals’ right to make health care decisions. They referred to a 2012 amendment voters passed, enshrining the right of health care access. 

As a result of the verdict, abortion will now become legal in Wyoming. The justices stressed the fundamental right of every competent adult to make their own health-care decisions.  

Federal Court Requires HHS to Pause DEI Grant Conditions for Head Start Program Funds 

The United States District Court for the Western District of Washington halted recent actions to restrict Head Start’s diversity, equity, and inclusion efforts and issue mass layoffs at the Office of Head Start. The order applies to programs nationwide. 

The lawsuit was filed after the Office of Head Start notified providers that federal funding for training, technical assistance, and other program expenditures to promote or participate in diversity, equity, and inclusion initiatives will not be approved. The lawsuit also addressed the closure of half of Head Start’s regional offices and mass reduction-in-force. 

Plaintiffs detailed the significant challenges providers faced in accessing needed funding, endangering vital access to early childhood education for nearly 750,000 infants, toddlers, and preschool children nationwide. 

Judge Ricardo S. Martinez Chambers issued a preliminary injunction, temporarily prohibiting the Department of Health and Human Services from imposing grant conditions that require recipients of Head Start program funds to certify that the cash will not be used to promote diversity, equity, and inclusion.

In general, social sector organizations seem to be cautiously optimistic that artificial intelligence (AI) has the potential to increase workplace capacity and improve fundraising efforts, service delivery, and impact measurement. Organizations are already using AI tools to streamline communications, increase outreach, and support grant writing, with some organizations reporting a savings of 15-20 hours weekly on administrative tasks.   

However, despite this enthusiasm around AI, social sector organizations continue to trail their for-profit counterparts in adopting these tools, and a widening gap within the sector itself is similarly stark. Nonprofits with annual revenues over $1 million are embracing AI at nearly twice the rate of smaller organizations. Considering over half of all nonprofit organizations bring in less than $1 million, a substantial segment of the sector at a competitive disadvantage. 

This gap threatens to undermine the collective mission of the social sector. If left unaddressed, it could deepen existing inequities, limit community responsiveness, and create a two-speed system in which only some organizations can fully harness emerging technologies. 

• Financial constraints: AI integration can have steep barriers to entry, including costs for software licenses, system integration, and ongoing subscription or compute fees. Even when initial tools are affordable, long-term costs for customization, enhancement, and compliance-driven auditing can place AI out of reach. As The Bridgespan Group points out, the overall lack of funding is compounded by a nonprofit financing model that often treats technology as a luxury, rather than an integral strategic investment. 
• Lack of specialized talent: Advanced AI tools often require specialized skills, such as machine learning engineering, systems integration, data science, cybersecurity, and API management. Organizations with revenues under $1 million rarely maintain such roles. In fact, roughly 41% of nonprofit organizations rely on just one staff member to make all AI decisions. This can lead to bottlenecks and makes it difficult to establish formal data governance, including AI governance committees, policies, and quality controls. 
• Limited technology and data infrastructure: Legacy systems, inconsistent data practices, or outdated hardware can also make it difficult to implement AI solutions. Even well-resourced nonprofits and for-profit companies struggle with limited AI capacity within existing enterprise systems, while organizations with basic or homegrown enterprise systems may not even have the option to purchase plug-and-play AI add-ons. Additionally, organizations serving smaller communities typically do not generate or store the large datasets required to train or fine-tune models.  

The disparities arising in practice include: 

• Gaps in mission effectiveness: AI can increase efficiency, expand hours of availability through automated tools, enhance case management, and streamline reporting. 
• Widening funding disparities: Funders increasingly expect strong data practices, predictive analytics, and evidence of measurable outcomes. Harnessing predictive analytics can substantially boost fundraising efforts, with organizations seeing donor response increases of 20% to 30%. 
• Reduced responsiveness to local needs: As well-equipped organizations scale capacity with AI, local and grassroots groups, which are often those closest to community realities, risk falling behind.  

Ultimately, the social sector, technology sector, and philanthropic community must collaborate to ensure that technological progress strengthens, rather than fragments, our collective impact. 

Overall, nonprofits of all sizes are optimistic about the impact of AI and report an eagerness to experiment with AI solutions. By investing in shared resources, targeted capacity building, and policies that promote transparency and accessibility, we can ensure that all social sector organizations are able to integrate human-first AI solutions effectively. With thoughtful action, the sector can harness AI not as a force for inequality but as a tool for expanding opportunity, strengthening communities, and advancing a more equitable future. 

• NTEN’s Equity Guide for Nonprofit Technology is a practical tool for promoting equitable use and implementation of technology within social sector organizations to address systemic inequities. NTEN provides resources, training, and community support to help nonprofits use technology strategically and equitably. 
• TechTonic Justice has a new Decision Guide for Considering AI Use that offers a helpful set of questions as organizations gauge their AI readiness.  
• TechSoup’s 2025 State of AI in Nonprofits Report shares how nonprofits are using AI, the common challenges they face, and how they determine their AI readiness. 
• For even more frameworks and templates to put into practice, see Social Current’s Knowledge and Insights Center topic spotlight on Opportunities and Risks for Implementing AI in Human Services. 

Scilla Andreen

CEO & Co-Founder
Impactful Networks

Biography

Scilla Andreen

CEO & Co-Founder
Impactful Networks

Scilla Andreen is an award-winning producer and director, Emmy-nominated costume designer, author, and CEO and co-founder of Impactful Networks.

Driven by a passion to support filmmakers and create positive social change through film, Andreen has grown IndieFlix’s library to more than 4,000 titles representing diverse voices, marginalized communities, and women. She also created the RPM (revenue per minute) royalty payment model, which compensates filmmakers for every minute their work is viewed. Her work has been featured in The New York Times, Good Morning America, Today, and South China Morning Post.

Andreen has executive produced, directed, and distributed social impact films including Nevertheless, Screenagers, Angst, LIKE, The Upstanders, Empowerment Project, and Finding Kind. She is currently in production on her latest film, RACE. She has been recognized by Screen International’s Multichannel Women to Watch, Variety’s Women’s Impact Report, and Puget Sound Business Journal as a Woman of Influence.

A sought-after speaker, Andreen has appeared at Sundance, Cannes, CES, SXSW, BeBold, and Women in Film. She is also the founder of the IndieFlix Foundation.

Scilla Andreen is on a mission to change the world with film.

Dorri C. McWhorter

President & Chief Executive Officer
Executives’ Club of Chicago

Biography

Dorri C. McWhorter

President & Chief Executive Officer
Executives’ Club of Chicago

Dorri McWhorter is renowned for her leadership in social enterprise. Crain’s Chicago Business has lauded her as a “nonprofit disrupter” who turned around a major organization “by leading as if it’s a startup.” She was inducted into the Chicago Innovation Hall of Fame in 2019, and her work to create a new paradigm for the social impact sector is featured in the documentary Uncharitable.

Most recently, McWhorter served as president and CEO of the YMCA of Metropolitan Chicago. Under her leadership, the YMCA modernized its membership offerings and formed strategic partnerships with Nike and Peloton. She also helped bring a new YMCA to Chicago’s West Side as part of a development that includes a wellness center with health care services, a grocery store, and a business incubator.

Previously, McWhorter served as CEO of the YWCA Metropolitan Chicago, where she transformed the organization from a traditional social service provider into a “21st-century social enterprise.” She added 10 service locations, increased the operating budget by 300%, and established a retirement plan with options for child care providers and small business owners. She also led the development of an exchange-traded fund for women’s empowerment (NYSE: WOMN) in partnership with Impact Shares.

McWhorter is a humanity-centered business leader committed to creating an inclusive marketplace by leveraging a cross-sector approach that engages business, civic, and community partners. Prior to her work in the social enterprise sector, she was a partner at Crowe LLP, one of the largest accounting firms in the United States.

McWhorter earned a bachelor’s degree in business administration from the University of Wisconsin–Madison, a master’s degree in business administration from Northwestern University’s Kellogg School of Management, and an honorary Doctor of Humane Letters from Lake Forest College.

Phoenix Ricks

Founder and CEO
Girl Friday

Biography

Phoenix Ricks

Founder and CEO
Girl Friday

Phoenix Ricks is the founder and CEO of Girl Friday, a global affairs firm based in Washington, D.C. Founded in 2020, Girl Friday began as a newsletter focused on pressing international issues before expanding into a full-service consultancy.

Previously, Ricks led government relations initiatives for SHEIN in the United States and for PepsiCo across Asia, Africa, and the Middle East. Before entering the private sector, she directed public diplomacy programs at the U.S. Department of State, worked in water quality monitoring at the U.S. Environmental Protection Agency, and managed policy communications for two human rights nonprofits.

Ricks holds degrees in the sciences, public affairs, and crime writing from Howard University, American University, and the University of Cambridge, respectively.

When she is not working with clients or building new Dear Girl Friday programs, Ricks writes fiction under the pen name Pixie Carlisle.

Nicole York

Director of Human Resources
Pulitzer Center

Biography

Nicole York

Director of Human Resources
Pulitzer Center

Nicole York is the Pulitzer Center’s director of human resources. She is an HR professional with more than 20 years of progressive experience delivering human resources management solutions for for-profit and nonprofit organizations across a range of industries. Her experience includes executive-level management, strategic program management, training and employee development, organizational development, and employee relations in organizations ranging from 25 to 35,000 employees.

Throughout her career, York has managed the full life cycle of human resources and has served on numerous project steering committees, including roles as project lead and functional consultant. She is also an adjunct professor at Prince George’s Community College, where she teaches in the hospitality management department. York has held the Professional in Human Resources certification since 2006 and earned the SHRM-SCP designation in 2015.

York earned a bachelor’s degree in speech pathology and audiology from CUNY Brooklyn College and a master’s degree in human resources development from Bowie State University. She lives in Bowie, Maryland, with her husband and two children.

Social Current’s Executive Leadership Institute (ELI) is a yearlong leadership development program offered in partnership with Loyola University Chicago’s Quinlan School of Business. Through ELI, executives and senior managers learn how to lead more effectively in an ever-changing environment. The institute includes an in-person event, May 10-14, 2026, in Chicago; real-world projects that address a challenge at their organizations; mentorship; and more. 

Over the course of the program, leaders grow their knowledge and skills to effectively manage day-to-day operations and prepare for future challenges and changes. 

We are proud to spotlight the experience of ELI Alum: Oriana Carey, CEO of the Coalition for Children, Youth & Families.

Oriana and fellow ELI alumni will share their experiences and insight on the program in the webinar series, Executive Leadership Institute for Organizational Impact. Register now to join her session Jan. 8 from 2-3 p.m. ET.

Q&A With Oriana

Tell us about your background. 

I started working for the Coalition in 2005 as a project manager, where I played a key role in launching the Wisconsin Foster Care and Adoption Resource Center. In 2014, I was named successor to longtime CEO Colleen M. Ellingson and stepped into the role with a strong vision for strengthening family resilience and connection across the state. 

I earned my bachelor’s in social work from the University of Wisconsin–Oshkosh and master’s in social work from the University of Wisconsin–Milwaukee. I am also a licensed clinical social worker in the state of Wisconsin. 

Prior to coming to the Coalition, I served in various supervisory and managerial roles within child- and family-serving organizations. My leadership is grounded in a deep commitment to ensuring that families receive meaningful, compassionate support—and to fostering a work culture where staff feel valued, engaged, and able to grow professionally. 

I first learned about ELI at a Senior Leadership Conference hosted by the Alliance for Strong Families and Communities. 

Can you tell us about your ELI project? 

Nearly a decade ago, as part of my ELI project, I led an organization-wide effort to strengthen Coalition’s use of data to understand and communicate our impact. At the time, we were rich in activity-level information, how many families we served and what services we delivered, but lacked a clear performance framework to guide internal decision making or demonstrate outcomes to funders. My project involved researching best practices; building staff buy-in; facilitating discussions to identify needed cultural shifts; and beginning the work of defining purpose, goals, and impact measures across key program areas. That experience taught me the importance of pacing major change, managing expectations, and creating shared ownership across an organization. It continues to shape my leadership today, especially in how I approach strategic planning, performance culture, and organizational resilience. 

What is something you learned at ELI that still sticks with you? 

What has stayed with me most from ELI is how powerful it was to pair meaningful learning with a strong cohort of peers. The combination of new leadership tools and the support of other rising leaders shaped how I approach change, communication, and long-term organizational leadership.  

How did the institute impact you as a leader? 

The institute pushed me to grow in ways that prepared me for executive leadership. It sharpened my skills, broadened my perspective, and gave me the confidence to lead with greater intention when I transitioned into the CEO role. 

Are there any alumni you are still in contact with? 

Yes, I’ve stayed connected to ELI alumni through events and my service on the advisory council. I also remain close to one colleague from my cohort; I was able to use my professional relationships to help her connect with opportunities in Wisconsin, which led to a senior leadership role and, eventually, her becoming a CEO. 

What advice would you give to someone considering ELI? 

My advice is to look beyond the immediate demands on your time or budget and consider what ELI can mean for your long-term growth. It’s an investment in your leadership, your confidence, and the impact you can make in your organization. 

What advice would you give to a new student before beginning the institute? 

Come in with an open mind and the confidence that you belong there. Some of your peers will have more experience and some less, but you can’t predict what you’ll learn—or what you’ll offer—until you’re in it. Think long term, lean into the experience, and enjoy every moment of the learning journey that is ELI. 

How has participating in ELI helped you to advance your career? 

Unlike many who come to ELI, my path to the CEO role was already in motion when I participated. However, I’ve watched many of my cohort peers advance into C-suite roles, and I know ELI played a significant part in their trajectory. For me, ELI strengthened my confidence and clarified my leadership approach, giving me tools that have made a meaningful difference in navigating the ebbs and flows of my executive journey. 

Learn more about ELI online and sign up to be notified when registration opens. 

Two alternative proposals to ease health care access were rejected as enhanced tax premium credits offered through the Affordable Care Act near their expiration at the end of the year.

The enhanced premium tax credits, first introduced in 2021, increased Affordable Care Act eligibility to individuals with an income above 400% of the federal poverty guidelines. As a result, an additional 13 million Americans were able to gain access to health insurance through the Affordable Care Act.

One proposal temporarily extended the credits, while a second authorized federal contributions to a health savings account for individuals enrolled in high-deductible plans. Both received 51 votes, although a total of 60 votes is required to secure their passage.

The House of Representatives has since released legislation intended to address rising healthcare costs by reducing premiums and increasing healthcare options. The bill is expected to be brought to a vote this week; however, it does not extend enhanced premium tax credits.

The expiration of the enhanced premium tax credits presents a critical and pressing concern as the Congressional Budget Office estimates that nearly 4 million people will lose their insurance over the next decade if the credits expire.   

ACF Urges Immediate Action to Protect Earned Social Security Survivor Benefits of Youth in Care 

The Administration for Children and Families (ACF) issued letters to 39 governors urging immediate action to address a common practice of state child welfare agencies diverting earned Social Security survivor benefits from youth in foster care. State agencies often direct children’s federal benefits to reimburse the costs associated with foster care.  

ACF and the Social Security Administration announced their commitment to offering resources and technical assistance to ensure federal benefits are reserved to support children as they transition out of state care. 

HHS Announces AI Strategy 

On Dec. 4, the U.S. Department of Health and Human Services (HHS) released its AI Strategy. The document outlines five pillars to leverage artificial intelligence to empower the agency’s workforce, enhance efficiency, and guide innovation toward improving patient-focused outcomes. 

The pillars underlying the HHS AI Strategy include,  

1. Ensuring Governance and Risk Management for Public Trust  
2. Designing Infrastructure and Platforms for User Needs 
3. Promoting Workforce Development and Burden Reduction for Efficiency  
4. Fostering Health Research and Reproducibility through Gold‑Standard Science 
5. Enabling Care and Public Health Delivery Modernization for Better Outcomes  

HHS’ announcement arrived shortly before a recently issued executive order intended to create a national policy framework for artificial intelligence. The directive aims to protect children and safeguard communities while preventing censorship and respecting copyrights. The national standard addresses conflicting state regulations to facilitate the innovation of artificial intelligence.

Department of Education Announces More than $208 Million in Mental Health Grants 

On Dec. 11, the Department of Education announced more than $208 million in new grant awards for the Mental Health Service Professional Demonstration and School-Based Mental Health programs. The awards are directed to 65 recipients and aim to sustain the provision of intensive mental health services following the life of the grant.  

The grants center rural areas to better address shortages and empower states to implement unique solutions to their school-based mental health needs. Specifically, the awards will support programs that increase the number of credentialed school psychologists and support provider recruitment and retention through bonuses, stipends, and community support. 

The introduction of the grants follows the sudden cancellation of school-based mental health and provider grants issued to 223 grant recipients. The Trump administration issued notices in April, determining grantees’ projects were inconsistent with the federal government’s priorities. Nevertheless, 49 grantees are expected to continue receiving funding due to a federal order that determined the termination notices are likely invalid because of the absence of individualized reasoning for stopping an in-progress grant. 

CMS Issues Information Bulletin Reviewing Community Engagement Requirements Created by H.R. 1 

On Dec. 8, the Center for Medicare and Medicaid Services (CMS) released an informational bulletin to provide an overview of the Medicaid-related community engagement requirements created by H.R. 1. 

Community engagement requirements will begin Jan. 1, 2027, although states may implement requirements sooner. Accordingly, all individuals between 19 and 64 will be required to work, volunteer, or remain enrolled in an educational program for at least 80 hours per month to qualify for Medicaid eligibility, unless they otherwise qualify for an exemption.  

Beneficiary outreach will begin in alignment with the state’s implementation timeline. Specifically, states will need to offer notice of community engagement requirements and the consequences of non-compliance to beneficiaries at least three months to the number of months a state requires an applicable individual to demonstrate community engagement at application. Accordingly, if a state requires applicants to demonstrate one month of community engagement at the time of application, the state would be required to begin outreach no later than September 2026 for implementation on Jan. 1, 2027.  

Additionally, the bulletin outlines the renewal process, requirements to verify community engagement, and procedures for non-compliance. 

For further information, CMS issued a bulletin in November highlighting key reforms for Medicaid and the Children’s Health Insurance Program following H.R. 1. 

Bipartisan Philanthropy Caucus Reestablished to Increase Charitable Giving in Local Communities 

On Dec. 2, Congressmen Danny K. Davis (D-IL) and Blake Moore (R-UT) reinstated the bipartisan Philanthropy Caucus to highlight and enhance the impact of nonprofit work and philanthropic giving in local communities. 

The bipartisan Congressional Philanthropy Caucus aims to highlight and enhance the impact that the nonprofit sector and philanthropic giving have on local communities, including through public–private partnerships that empower and drive local impact. Additionally, the Caucus supports policies that expand tax incentives for charitable giving and protect the ability of foundations, individuals, and businesses to give back. The Caucus also seeks to inform and advance a deeper understanding of the contributions, work, and role of foundations in communities across the country for Members of Congress and their staff.  

Department of Education Proposes Settlement with Missouri to End SAVE Plan 

On Dec. 9, the Department of Education announced a proposed joint settlement agreement with the state of Missouri to end the Saving on a Valuable Education (SAVE) Plan. 

The SAVE Plan was created during the Biden administration as an income-driven repayment program to offer lower monthly payments set at 10% of an individual’s discretionary income. It also delivered student loan forgiveness for individuals whose undergraduate loans had not been repaid after 20 years and for individuals whose graduate loans had not been repaid after 25 years. 

The SAVE Plan has been paused since February due to ongoing litigation. The proposed settlement agreement would prevent any new borrowers from enrolling, deny any pending applications, and transition all current enrollees to alternate repayment plans.  

If the proposed settlement is approved by the court, more than 7.6 million borrowers will be affected and face the potential of a sudden increase in student loan payments as the cost of living and health care rapidly rises.

HUD Withdraws Notice of Funding Opportunity for the Continuum of Care Program

The Department of Housing and Urban Development temporarily revoked proposed changes to the Continuum of Care program amid pending litigation.  

The decision follows two lawsuits, one issued by a coalition of attorneys general and governors and a second by a coalition of local governments and non-profit organizations. The plaintiffs challenge the drastic reduction of permitted funding for permanent housing, which was reduced to 30%.

Currently, the Continuum of Care program allocates 87% of funding to toward permanent housing. The updated notice of funding required the majority of the funds to be directed to temporary transitional housing assistance with conditional work or service requirements.

Accordingly, the original deadlines and requirements issued by the notice of funding agreement are no longer in effect. The delay raises key concerns that funding will be released before current grants expire in January 2026.

Sector Updates from the Judiciary 

Federal Grant Funding Reinstated for the Institute of Museum and Library Services 

On Nov. 21, 2025, the U.S. District Court for the District of Rhode Island granted a permanent injunction against an executive order that would dismantle the Institute of Museum and Library Services, the Minority Business Development Agency, the Federal Mediation and Conciliation Service, and the U.S. Interagency Council on Homelessness.  

The verdict safeguards essential federal agencies and the vital services they provide nationwide, including by protecting access to homelessness prevention efforts and basic library services, like internet access in rural areas. 

Supreme Court to Hear Legality of Birthright Citizenship Executive Order  

The Supreme Court has agreed to review the legality of an executive order restricting birthright citizenship. The executive order clarifies that children born in the United States to parents without American citizenship and those born to parents whose presence is lawful but temporary are not guaranteed birthright citizenship. Lower courts have consistently determined the executive order is unconstitutional and prevented its enforcement.  

The Supreme Court’s verdict will hold immense consequences. In addition to the Constitutional right to citizenship, the verdict will impact the scope, extent, and balance of presidential and judicial authority. 

Social Current’s Executive Leadership Institute (ELI) is a yearlong leadership development program offered in partnership with Loyola University Chicago’s Quinlan School of Business. Through ELI, executives and senior managers learn how to lead more effectively in an ever-changing environment. The institute includes an in-person event, May 10-14, 2026, in Chicago; real-world projects that address a challenge at their organizations; mentorship; and more. 

Over the course of the program, leaders grow their knowledge and skills to effectively manage day-to-day operations and prepare for future challenges and changes. 

We are proud to spotlight the experience of ELI Alum: Amber Jones, Black church organizer at ISAIAH/Faith in Minnesota. 

Amber and fellow ELI alumni will share their experiences and insight on the program in the webinar series, Executive Leadership Institute for Organizational Impact. Register now for sessions in this series. 

Q&A

Tell us about your background. 

My background is in community organizing, policy advocacy, and nonprofit leadership. I hold a master’s from Luther Seminary and a bachelor’s from the University of Minnesota-Twin Cities. At the time of my ELI experience, I was a managing director for policy at a local nonprofit in Minneapolis and had previously been a policy advisor in our Minnesota governor’s office. I have since returned to community organizing. I first learned about ELI from my previous CEO, who is also an ELI alum

Can you tell us about your ELI project? 

My ELI project was creating an organizational strategy for community mobilization. This was to pair with policy advocacy and partner development as key strategies for transformation in our organization. We conceptualized our work as a ‘think-and-do tank,’ pairing the intellectual rigor of a think tank with the strategy and action of an activist organization.  

My ELI project sought to discover ways we could activate the public in driving our policy solutions into implementation. In the end, I deepened internal collaboration with this in mind, socializing these concepts amongst the team. I also oversaw the buildout of a digital Action Center to encourage online advocacy actions accessible across the state. 

How did the institute impact you as a leader?  

ELI helped me zoom out and gain a new perspective on what executive leadership truly requires. It also helped me approach problems differently than how I’ve done in the past. It pushed me to take more accountability for how I show up as a leader, and what I offered toward solution-building.  

What advice would you give to someone considering ELI?  

For someone considering ELI, ensure you can create capacity in your schedule for it, as it is rigorous and intentional in investing in your growth. Gain active support from your executive leaders, using it as a way to deepen your understanding of your own organization and how you can be in service to it.  

What advice would you give to a new student before beginning the institute?  

Get curious about yourself and your workplace. Analyze yourself as a leader—strengths, weaknesses, challenges, opportunities. Bring that knowledge into the experience with you, and use your workplace as a laboratory during ELI. Test new concepts you’ve learned through ELI in your workplace in real time and learn from what you derive in your testing.  

Learn more about ELI online and sign up to be notified when registration opens. 

Social Current’s Executive Leadership Institute (ELI) is a yearlong leadership development program offered in partnership with Loyola University Chicago’s Quinlan School of Business. Through ELI, executives and senior managers learn how to lead more effectively in an ever-changing environment. The institute includes an in-person event, May 10-14, 2026 in Chicago; real-world projects that address a challenge at their organizations; mentorship; and more. 

Over the course of the program, leaders grow their knowledge and skills to effectively manage day-to-day operations and prepare for future challenges and changes. 

We are proud to spotlight the experience of ELI alum: Devin Burgin, vice president of the psychiatric residential treatment facilities (PRTF) program at KidsTLC. 

Devin and fellow ELI alumni will share their experiences and insight on the program in the webinar series, Executive Leadership Institute for Organizational Impact. Register now to join his session, March 10 from noon-1 p.m. ET. 

Q&A with Devin

Tell us about your background. 

I joined KidsTLC in 2013 as a residential care facilitator in the psychiatric residential treatment facility. After serving in that capacity for two years, I became the program implementation manager. During my three years in this role, I oversaw a residential unit, was the school manager, and eventually transitioned to director of unit clinical operations, where I helped to oversee day-to-day residential operations on campus. In 2023, I transitioned to my current role as vice president of the PRTF program, where I oversee program implementation managers and supervise residential operations. I graduated with my undergraduate degree in exercise science from Pittsburg State University in 2013. I still have a huge passion for health and fitness and conduct personal training outside of KidsTLC time. I learned about ELI through my current CEO, Erin Dugan, who came across the connection through networking. 

Can you tell us about your ELI project? 

My capstone project is called Leadership Academy. It is a comprehensive, three-tiered program designed to cultivate leadership excellence at every level of our organization. The program emphasizes individual development, purposeful leadership, and strategic goal setting, with a focus on aligning personal growth with KidsTLC’s mission, vision, and structure. KidsTLC has been graduated 25 entry-level employees and 13 mid-level managers since starting the program.   

What is something you learned at ELI that still sticks with you?  

ELI opened my eyes to a lot of similar struggles in social sector work. I loved the ability to network and collaborate with so many leaders across the U.S. The ability to bounce strategies and ideas that can help not only our organization, but the entire field of work is a special collaboration.   

How did the institute impact you as a leader?  

I’d say it helped me be more confident overall. I believe in my leadership, but, at times, I tend to sit back and don’t always speak up. ELI gave me opportunities to step out of my comfort zone and add value where I can.  

What advice would you give to someone considering ELI?  

Be open, confident, and come with a learning mentality. Don’t shy away from opportunities and push yourself outside of your comfort zone, especially in relation to the capstone project.   

How has participating in ELI helped you to advance your career?  

Again, I’d say confidence in being a complete leader though and through and taking risks and changes when I have the opportunity. The connections and networking are what have impacted me the most. I have the ability to continue to engage with ELI through its alumni advisory group, which has been a goal of mine over the past couple years. 

Learn more about ELI online and sign up to be notified when registration opens. 

Enhanced premium tax credits offered through the Affordable Care Act will expire Jan. 1, 2026.

The credits were first introduced in 2021 and later extended by the Inflation Reduction Act. By increasing eligibility to those with an income above 400% of the federal poverty guidelines, an additional 13 million Americans were able to gain access to health insurance through the Affordable Care Act.

However, as the cost of living rapidly rises and Medicaid eligibility narrows following H.R. 1, drastic increases in health care costs present critical challenges for Americans nationwide. The Congressional Budget Office estimates that nearly 4 million people will lose their insurance over the next decade if the credits expire.

The Senate is expected to vote as soon as Dec. 9 on a health care proposal, although the exact provisions are not yet clear.

ACF Announces Initiative to Increase Availability of Foster Homes 

On Nov. 25, the Administration for Children and Families (ACF) announced a Home for Every Child, a national initiative intended to match the ratio of foster homes to the number of children in the foster care system.

According to ACF, approximately 57 licensed foster homes are available nationwide for every 100 children entering the foster care system. Without sufficient, safe homes, children face significant uncertainty and safety risks.

The initiative aims to increase the availability of safe homes through diligent recruitment that prioritizes kin and improves the retention of existing caregivers. Additionally, it centers prevention to reduce entries into foster care and accelerates pathways to permanency.

A Home for Every Child will empower state agencies with broad latitude, flexibility, and technical support to reimagine community-specific interventions. ACF will also eliminate bureaucratic barriers, streamline foster family licensing, support kinship caregivers, and encourage faith-based partnerships to expand the network of caring families.

LIHEAP Funding Released 

On Nov. 28, the National Energy Assistance Directors Association announced that approximately $3.6 billion in delayed funding for the Low Income Home Energy Assistance Program (LIHEAP) was released to states and tribes.

In 2024, the LIHEAP allocated $4.1 billion, which secured essential heating assistance for 5 million households, according to the Administration for Children and Families.

Department of Education Announces Six Agency Partnerships to Return Education to the States 

On Nov. 18, the U.S. Department of Education announced six interagency agreements with four agencies to ensure the efficient delivery of funded programs and activities, while increasing state authority in education. 

Alongside a partnership to increase the efficiency of the Fulbright-Hays grant and another to evaluate whether the standards of accreditation for foreign medical schools are comparable with the standards for medical schools in the U.S., the partnerships include, 

• Elementary and Secondary Education Partnership with the Departments of Education and Labor: The partnership aims to empower parents and states, promote innovation, and deliver program improvements in pursuit of better outcomes for students in elementary and secondary education. For further information, the Department of Education has published a fact sheet. 

• Postsecondary Education Partnership with the Departments of Education and Labor: The partnership aims to better coordinate postsecondary education and workforce development programs. The grants are designed to aid students in obtaining the credentials and career training they need to prosper and contribute to the American economy, as well as provide institutions of higher education with resources to support innovative strategies for learning and workforce advancement. For further information, the Department of Education has published a fact sheet. 

• Indian Education Partnership with the Departments of Education and Interior: The partnership aims to enhance Indian education programs, refocus efforts to better serve Native youth and adults across the nation, and streamline operations. For further information, the Department of Education has published a fact sheet. 

• Child Care Access Means Parents in School Partnership with the Departments of Education and Health and Human Services: The partnership aims to improve on-campus child care support for parents enrolled in college. For further information, the Department of Education has published a fact sheet. 

Children’s Bureau Issues Memo Notifying the Designated Placements Rule is No Longer Effective 

On Nov. 19, the Administration for Children and Families issued an information memorandum to inform state and tribal title IV-B/IV-E agencies that Designated Placement Requirements Under Titles IV-E and IV-B for LGBTQI+ Children is vacated effective June 13, 2025. The decision follows a court order determining the 2024 rule exceeds federal authority and is contrary to law. 

The rule had required state and tribal title IV-E and IV-B agencies to ensure that placements for all children are free from harassment, mistreatment, and abuse. Agencies would be required to implement specific processes and requirements to ensure that children in foster care who identify as LGBTQI+ would be placed with foster care providers who were trained to meet their specific needs related to their sexual orientation and gender identity and who would facilitate access to age-appropriate services to support their health and well-being. 

ACF Withdraws Certain Child Welfare Policy Manual Questions Following Amended Interpretation of Federal Public Benefit 

On Nov. 24, the Administration for Children and Families (ACF) announced the withdrawal of Child Welfare Policy Manual (CWPM) 8.4B Question and Answer #13 (title IV-E), CWPM Section 2.1, Question and Answer #3 (CAPTA), CWPM Section 7.1, Question and Answer #3 (title IV-B), and Information Memorandum 98-04. 

ACF affirmed that services provided under title IV-B, other than foster care, and the Child Abuse Prevention and Treatment Act programs do not qualify as federal public benefits subject to the citizen and qualified alien restrictions of the Personal Responsibility and Work Opportunity Reconciliation Act of 1996.  

Due to the amended regulations, families may experience significant challenges in receiving vital services, including those intended to prevent child abuse, due to their immigration status. 

HUD Announces Significant Changes to Key Housing Grant Program 

On Nov. 13, the Department of Housing and Urban Development announced notice of funding opportunities for fiscal year 2025 Continuum of Care and Youth Homeless Demonstration Program grants. 

The grants contain key changes, including significantly increasing the reliance on Merit Review scores and project ranking to award Continuum of Care (CoC) grants. Additionally, funds will be increasingly directed toward transitional housing that requires employment and addiction treatment. Meanwhile, a maximum of 30% of CoC’s Annual Renewal Demand will fund Permanent Housing projects. 

Senator Wyden Outlines Policy and Oversight Priorities in Letter to ACF Assistant Secretary  

Senate Finance Committee Ranking Member Ron Wyden (D-Ore.) stressed the potential of recent policies to endanger children’s well-being and the importance of corresponding action in a recent letter to the Assistant Secretary of the Administration for Children and Families.  

The outlined policy and oversight priorities include community-based care for all children, including those within the custody of the Office of Refugee Resettlement (ORR). Additionally, Senator Wyden emphasized the importance of ensuring LGBTQI+ youth within the child welfare system reside in safe and affirming homes. He detailed the importance of the timely receipt of congressionally appropriated funding for all Head Start programs and the need to strengthen support for kinship caregivers. 

Work & Welfare Subcommittee Holds Hearing to Discuss Leveraging Innovation and Technology to Help America’s Foster Youth Succeed 

On Nov. 18, the United States House Committee on Ways and Means subcommittee, Work and Welfare, held a hearing to review and reform the John H. Chafee Foster Care Program for Successful Transition to Adulthood. 

Members highlighted the gravity of the challenges that youth in foster care face alongside the challenges state welfare systems face in responding. Chairman LaHood (R-Ill.) detailed the importance of modernizing states’ child welfare systems and expanding the use of technology, including through case management tools. 

Witnesses detailed the role of artificial intelligence in relieving administrative burden, the importance of relational health and community support, and the need to center the voices of youth with lived experience.  

HHS Publishes Peer-Reviewed Study, Treatment for Pediatric Gender Dysphoria: Review of Evidence and Best Practices 

The U.S. Department of Health and Human Services recently published Treatment for Pediatric Gender Dysphoria: Review of Evidence and Best Practices. The report is not a clinical practice guideline, and it does not issue legislative or policy recommendations. The Office of the Assistant Secretary for Health concluded that puberty blockers, cross-sex hormones, and surgical procedures are significant, long term, and too often ignored or inadequately tracked.  

The findings stand in stark contrast to the guidance and recommendations of multiple major medical organizations, including the American Academy of Pediatrics, American College of Obstetrics and Gynecology, the American Psychological Association, and the Endocrine Society, hold for gender-affirming care.

CMS Announces Significant Cost Savings for Medications Treating Cancer and Chronic Disease 

On Nov. 25, the Centers for Medicare & Medicaid Services (CMS) announced 15 negotiated medications used to treat cancer, diabetes, asthma, and other chronic illnesses. According to CMS, the medications were used by approximately 5.3 million people with Medicare Part D coverage between Jan. 1, 2024, and Dec. 31, 2024. 

The adjusted Maximum Fair Prices are expected to generate significant cost savings for Medicare and its beneficiaries. 

DHS Publishes a Proposed Rule to Rescind Public Charge Ground of Inadmissibility Regulations

On Nov. 19, the Department of Homeland Security (DHS) released a notice of proposed rulemaking to rescind the 2022 public charge ground of inadmissibility regulations.

The 2022 rule amended and clarified the criteria guiding DHS to determine whether a noncitizen can be admitted to the United States. The criteria were also utilized to determine whether a noncitizen who is legally in the country should be able to change their immigration status to become a permanent resident according to the Immigration and Nationality Act.

Additionally, the rule narrowed the types of public benefits that may be considered when determining whether an individual is, or is likely to become, a “public charge” to cash benefits and Medicaid long-term care. The term “public charge” was first integrated within federal immigration law in 1882. It has consistently been interpreted by courts and administrative agencies to refer to noncitizens who rely primarily on the government for support. Public charge is only used for applications for visas or green cards, rather than applications for citizenship.

The recent proposed rule alleges that previous provisions restrict DHS officers’ ability to make public charge inadmissibility determinations that are consistent with the Personal Responsibility and Work Opportunity Reconciliation Act of 1996 (PRWORA).

Following the removal of critical provisions of the 2022 final rule, DHS intends to formulate appropriate policy and interpretive tools that will guide officers in making individualized, fact-specific public charge inadmissibility determinations, according to a totality of the individuals’ circumstances.

Comments must be submitted on or before Dec. 19, 2025.

Sector Updates from the Judiciary  

Federal Court Orders the Reinstatement of Policy for Special Immigrant Juvenile Status Youth 

The U.S. District Court for the Eastern District of New York ordered the United States Citizenship and Immigration Services (USCIS) to reinstate a policy that automatically considers applicants for Special Immigrant Juvenile Status (SIJS) for Deferred Action. The court also ordered that USCIS resume considering employment authorization applications for SIJS Deferred Action recipients. 

The status of Special Immigrant Juvenile is reserved for youth immigrants who have been abused or neglected by at least one parent and apply before turning 21. The designation offers protection against deportation as youth wait for visas, while opening a pathway to obtaining a work permit and permanent residency. However, caps restrict the number of available visas to SIJ recipients each year, often leading youth to spend years awaiting a decision. 

The court’s decision allows the policy to remain in place as litigation continues. 

Social Current has released the new case study, Shifting Mindsets, Shaping Futures: Using a Proven Assessment Tool to Build an Interculturally Competent Organization, which highlights the powerful transformation underway at Children & Families First Delaware (CFF). Through the strategic use of the Intercultural Development Inventory® (IDI®) and support from Social Current, CFF has strengthened its internal culture, deepened its equity work , and enhanced its ability to serve its communities.

This case study offers an inside look at how the organization is leveraging data, partnership, and intentional practice to drive meaningful change, as well as how other organizations can do the same.

A Journey Rooted in Values and Measurable Growth

Following 2020’s national reckoning on racial justice, CFF sought a deeper, more actionable way to advance its work in growing intercultural awareness and acceptance. Through partnership with Social Current, CFF launched a multiphase implementation of the IDI®, a research-backed tool that assesses and supports intercultural competence across staff and teams.

With Social Current’s coaching, facilitation, and strategic guidance, CFF has:

• Expanded IDI® participation across leadership, aspiring leaders, and staff
• Developed individual and organizational action plans
• Updated human resources and civic engagement policies to be more culturally responsive
• Increased staff engagement
• Enhanced accessibility with materials translated into Spanish and Haitian Creole
• Gained national visibility, including presentations at SPARK and involvement in equity coalitions

“We’ve gone from talking about core values to living them,” said Dr. Julius Mullen, CFF’s chief learning and community officer. “The assessment gave us language, insight, and accountability. Social Current gave us the support to actually use it.”

Read the Full Case Study

The full case study, Shifting Mindsets, Shaping Futures, is now available for download. It provides practical insights for organizations seeking to build intercultural competence and strengthen their culture through data-informed strategies and strong partnership.

Upcoming Webinar: How Assessments Can Fuel Personal and Organizational Growth

To offer additional insight into the IDI® as an organizational tool, Social Current will host an interactive webinar, How Assessments Can Fuel Personal and Organizational Growth, on Jan. 14 from 2-3 p.m. ET.

This session will explore the power of assessment tools, like the IDI®, to strengthen leadership development, support organizational culture change, and guide strategic growth. Participants will learn how assessments can:

• Identify strengths and areas for development
• Create shared language and goals
• Build accountability and momentum
• Support more inclusive, responsive work environments

The webinar will feature Social Current experts who support organizations across the country in using assessments to spark meaningful, sustained impact.

Register now to join the conversation and learn how your organization can turn insight into action.