The federal government is currently funded through Jan. 30. Members of Congress have worked closely to reach funding agreements to extend federal funding through the end of the fiscal year on Sept. 30. 

On Jan. 22, the House of Representatives passed a funding package, H.R. 7148, by a vote of 341 to 88. The bill provides funding for key agencies and essential programs, like the Temporary Assistance for Needy Families (TANF) program. If passed by the Senate, several agencies will experience notable funding increases. 

Within the Department of Housing and Urban Development, homeless assistance grants will increase by $366 million compared to fiscal 2025. Additionally, the US Interagency Council on Homelessness would be required to be staffed in accordance with federal law. 

Within the Department of Health and Human Services, the Low Income Home Energy Assistance Program formula grants and the Community Services Block Grant Act program would receive slight funding increases, compared to fiscal 2025. Head Start and the Child Care and Development Block Grant would each receive an $85 million increase, although refugee and entrant assistance programs would see a $1.2 billion decrease. 

The bill also does not extend the expiring Affordable Care Act subsidies that significantly increased access to affordable health care through the Marketplace but does include health care provisions. The appropriations package extends certain public health programs, including Medicare telehealth flexibilities, and allocates $4.6 billion to community health centers. 

In addition to funding, the bill includes language requiring the Department of Health and Human Services to report staffing levels to Congress, ensuring they retain sufficient staffing to fulfill their statutory responsibilities in a timely manner. Any reorganizations will need to be made publicly available to allow for an independent review. Notifications must be made at least 60 days before any steps are taken to begin the reorganization.

Alongside notice of agency reorganizations, the appropriations bill requires Congress to be notified at least three days before grant terminations are announced and before any restrictions are implemented that would delay the reimbursement of funds through the Payment Management System (PMS). The bill requires HHS to ensure that disbursements through PMS are processed within 5 business days. Any delays must be reported to Congress, along with an explanation of the circumstances.

For more information on the provisions within the appropriations bill, the Senate Committee on Appropriations has published a series of resources. 

Department of Education Delays Involuntary Collections on Federal Student Loans  

On Jan. 16, the U.S. Department of Education announced it will delay involuntary collections on federal student loans, including through Administrative Wage Garnishment and the Treasury Offset Program.  

The decision arrives as the Department works to implement major student loan repayment reforms implemented through the recent budget reconciliation bill, H.R. 1, including through alternate payment plans.  

For more information regarding expected changes to student loans, Social Current has published a comprehensive brief outlining critical provisions of H.R. 1.  

Department of Labor Extends Deadline for States to Meet Employment Service Job Center Staffing Restrictions 

On Jan. 21, the U.S. Department of Labor published a final rule that will delay the compliance dates states must meet when implementing the merit staffing requirements for Employment Service. The deadline is now Jan. 21, 2027. 

The Employment Service is a core program of the Workforce Innovation and Opportunity Act (WIOA) that assists in American Job Centers nationwide. The rule intends to introduce greater flexibility to staffing options.   

House Education Subcommittee Explores Opportunities to Grow Access to Affordable Child Care

On Jan.13, the Subcommittee on Early Childhood, Elementary, and Secondary Education held a hearing to discuss critical barriers to affordable child care. The representatives and witnesses highlighted the private sector’s important role and the need for innovation to meet families’ unique needs.

The hearing underscored the profound impact child care has on the economy. Recent research commissioned by Bright Horizons, a nonprofit that partners with companies to provide on-site childcare solutions, found that 67% of working parents feel forced to choose between focusing on their career or taking care of their family. Witnesses spoke to the importance of affordable child care in enabling parents to participate in the workforce and pursue higher education, sustaining economic stability for families and communities.

Recommendations to increase access to affordable child care included workforce incentives for employees, including the Employer-Provided Child Care Credit. Throughout, participants also stressed the importance of creativity and flexibility to permit innovation.

Work & Welfare Subcommittee Discusses Strengthening the Child Support Enforcement Program

On Jan. 21, the Work & Welfare Subcommittee held a hearing to discuss pathways to strengthen the Child Support Enforcement Program. The representatives and witnesses highlighted the critical role the Child Support program plays in promoting the financial well-being of children and families.

Chairman LaHood (R-Ill.) detailed its economic importance, noting that in 2024, states collected more than $25 billion in child support payments and served more than 11 million families, or 18% of all children in the U.S. Among families served, 24% had incomes below the poverty line.

Representatives and witnesses also underscored the need to modernize the program in light of a rapidly changing labor market and technological environment. The rise of independent contractors and aging technology and case-management platforms within states has fostered critical barriers.

Witnesses recommended coordinated employment services, including through court-ordered programs for parents who are unemployed or underemployed. Additional recommendations included increasing connections between parents and agency personnel to help families navigate the child support system and modernizing technological platforms and systems.

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.

For the social sector in 2026, the reality of rapid change and ongoing disruption will continue, and organizations will be better able to withstand it, not by standing still, but rather through the rhythm of constant adaptation. As organizations face sustained funding constraints and the rapid acceleration of AI, leader will need to use a multifaceted approach that balances organizational health with deep human connection. From the shift toward hybrid service delivery in child welfare to the rise of “tech-equity” coalitions and holistic compensation models, the sector is evolving to meet the moment with pragmatism.

Here we explore some of the pivotal trends across our Impact Areas that will define the year ahead and outline the strategies, knowledge, and tools needed to navigate constraints and emerge with more resilient, impact-driven organizations. But first, let’s understand how to make the most of trend inquiry and scenario planning.

Trend Inquiry

In 2026, trend analysis is less about predicting the future and more about being prepared for ongoing change. In a landscape shaped by funding volatility, policy shifts, workforce strain, and rapid technological change, credible trend insights help organizations make informed, values-driven decisions.

By understanding key trends, community-based organizations and their partners can better align priorities, focus limited resources, and strengthen child, family, and community well-being.

Effective trend inquiry centers on asking the right questions in three areas:

Scenario Planning

Scenario planning helps organizations connect today’s realities with future possibilities. Strong scenarios translate trend insights into practical options for governance, operations, and services.

Effective scenarios are:

Used together, trend analysis and scenario planning strengthen organizational adaptability and decision-making.

Harnessing Trends

The Social Current Knowledge and Insights Center, available through our Impact Partnerships, provides timely, practical insights to support learning, innovation, and strategy.

Professional librarians gather and analyze trend data across workforce, service delivery, technology, and broader systemic forces by:

In 2026, harnessing trends isn’t about chasing what’s new, it’s about building the insight needed to adapt with intention.

Key Trends We’re Following in 2026

Below are some of the key topics that we will be monitoring in 2026.

Government Affairs and Advocacy

Leadership and Organizational Development

Organizational Health and Workforce Well-Being

Philanthropy

Child, Family, and Community Well-Being

COA Accreditation Standards Updates

As the social sector navigates a year defined by sustained disruption and constrained resources, adaptation will remain essential—but it does not have to happen in isolation. Social Current partners with organizations across the sector to translate trends into strategy, strengthen organizational capacity, and support leaders as they respond to rapid change with clarity and purpose.

Through our research, learning opportunities, and solution-based services, we help organizations navigate funding and policy shifts, support workforce well-being, leverage technology responsibly, and advance community impact.

Download the full 2026 Trends Report for deeper analysis, practical insights, and opportunities to partner with Social Current.

How to Access Our Specialized Researchers & Tools

As you plan for 2026 and beyond, make sure you’re utilizing all the tools in your toolbox. For more information on the resources portal, including the Ask-a-Librarian reference request service, visit the Social Current Hub or contact the Knowledge and Insights Center.

About the Knowledge and Insights Center

The Knowledge and Insights Center offers a robust resources portal through the Social Current Hub, which includes a digital clearinghouse library with over 20,000 records; aggregated research and business databases; diverse topic collections and library guides; original content summarizing complex information; and coaching that helps users maximize these resources.

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

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:

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:

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

Evaluation Criteria

Planning and Presentation (20%)

Performance and Quality Improvement (30%)

Innovation (50%)

Eligibility Terms and Conditions

Primary applicant must:

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. 

Barriers to AI Adoption  

Despite the increasing availability and diversity of AI tools, many small and midsize nonprofits face barriers that limit their ability to adopt, scale, and fully benefit from emerging technologies. Some of the most salient challenges include:  

Why the Digital Divide Matters 

Unequal access to AI doesn’t just create technical gaps; it reshapes power, resources, and decision making across the sector. When organizations are better equipped to leverage data and automation, they become more visible, better funded, and more influential, while organizations with fewer resources, including less formal community-rooted groups, risk being further marginalized despite their critical role in addressing local needs. 

The disparities arising in practice include: 

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

How to Bridge the Gap 

Bridging the gap is not simply about deploying new tools, it’s about a cross-sector commitment to developing systems and collective investments that ensure all organizations are equipped to leverage technology responsibly.

Direct Investment. Funding structures must shift to prioritize investments in targeted capacity-building grants that support AI readiness, comprehensive staff training, and critical infrastructure upgrades. Crucially, this support must be multi-year to enable sustainable, strategic, and human-first AI adoption rather than fragmented initiatives focused on a specific tool.  

Resource Sharing. Concurrently, the sector must develop shared, cooperative, or open-source tools. By pooling resources to create sector-specific AI tools, shared data platforms, open-source software, and collaborative learning networks, organizations can dramatically lower barriers to entry and reduce duplication of effort. 

Advocacy and Governance. We must also advocate for system-level transparency and the democratization of AI, helping to shape policies that reduce vendor lock-in and guarantee equitable access. Organizations can strengthen internal practices by leveraging publicly available governance frameworks and readiness checklists (such as Microsoft’s AI Strategy Road Map and AI Readiness Wizard) to assess risks, develop responsible data practices, and create meaningful policies based on employee buy-in.  

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. 

Top Resources 

If you’re looking to stay on the cutting edge of AI developments in human services, check out these key resources from organizations committed to leveraging technology for social good: 

Social Current Solutions 

COA Accreditation Standards Updates 

In recognition of the increasing role of automated technologies in organizational operations and service delivery, Social Current is updating its COA Accreditation standards to incorporate practices for the ethical and responsible use of AI. These proposed revisions, to be released in spring 2026, will provide guidance for AI vetting, operational transparency and stakeholder engagement, vendor contract requirements, and the establishment of comprehensive use case policies and mechanisms for human oversight and accountability.  

Knowledge and Insights Center Resources 

Social Current’s Knowledge and Insights Center now offers the AI & Technology Collection in its resource catalog. Impact Partners have access to this curated suite of technology research. Whether you’re looking for best practices or easily customizable templates, assessments, and sample policies, this collection is the essential toolkit to support your technology strategy. 

About the Knowledge and Insights Center 

Social Current’s Knowledge and Insights Center equips social sector professionals with the research and resources they need to stay current on trends, implement best practices, and improve their organizations. It specializes in vetting information sources and systematizing information so that it is easy to understand. Gain access to the Knowledge and Insights Center by becoming a Social Current Impact Partner or purchasing access. 

Social Current is pleased to announce the appointment of four new members to its board of directors. The new directors bring diverse perspectives and varied expertise including innovation and entrepreneurship, organizational strategy, and public affairs. Along with returning board members they will work to further Social Current’s mission and vision of a healthy and equitable society where all people can thrive.

The newly added board members are:

  • Scilla Andreen, CEO and co-founder, Impactful Networks
  • Dorri C. McWhorter, president and chief executive officer, Executives’ Club of Chicago
  • Phoenix Ricks, founder and CEO, Girl Friday
  • Nicole York, director of human resources, Pulitzer Center

Scilla Andreen

CEO & Co-Founder
Impactful Networks

Dorri C. McWhorter

President & Chief Executive Officer
Executives’ Club of Chicago

Phoenix Ricks

Founder and CEO
Girl Friday

Nicole York

Director of Human Resources
Pulitzer Center

Social Current thanks departing board members Ralph Bayard, senior director, Systems Improvement & Strategic Consultation, Casey Family Programs, and Annette Rodriguez, CEO & principal, Around the Corner Consulting.

The four new directors are joining the Social Current board, which is comprised of the following officers and directors:

Officers:

  • Board Chair: Tracy Evans, founder and principal, Cornerstone Solutions
    • She also serves as executive committee chair
  • Vice-Chair and Secretary: Adria Johnson, president and CEO, Metro United Way
    • She also serves as the nominating and governance committee chair
  • Treasurer: Reuben Rotman, president and CEO, Network of Jewish Human Service Agencies
    • He also serves as finance committee chair

Directors:

  • Tami Alvarado, director, state government affairs & policy, Merck & Co., Inc.
  • Alexandra L. Cawthorne-Gaines, director of policy, Compass Working Capital
  • Richard J. Cohen, PhD, president, Public Health Fund
  • Christa A. Hamilton, CEO, UCAN
  • Lenora Hardy-Foster, president & CEO, Judson Center
  • Sam Jackson, managing director, Lincoln International, LLC
  • Seth Perlman, partner, Perlman+Perlman
  • Cian Robinson, president, Robinson Ventures, LLC
  • Shawn D. Rochester, managing director, Trident Capital Group and CEO, Good Steward, LLC

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.