It is Brain Awareness Week, a global campaign to share the impact of brain science on our everyday lives, and an opportunity to explore how brain science concepts impact our trauma-informed and equity, diversity, and inclusion (EDI)-focused work. We know we cannot be trauma-informed without being antiracist. But our efforts at this intersection remain siloed. Within human services organizations, this work is often defined and carried out by separate trauma-informed and antiracist committees and can be hampered by limited understanding of how to integrate the two at the individual and organizational levels.

At the intersection of EDI and brain science we wrestle with trauma-informed concepts, such as power differentials, psychological safety, difficult conversations, implicit bias, vulnerability, and healing. With a stronger understanding of brain science, we strengthen our capacities for mindfulness and cultural humility, develop our own racial identity, boost our self-regulation skills and compassion for self and others, and advance a healing journey that includes our whole body.

Translating Knowledge into Action

One opportunity for deep impact is rooting all EDI work in a foundation of basic brain science concepts. The brain impacts our thoughts, feelings, and behaviors during every second of our day. Our brains are designed to keep us safe, constantly monitoring our surroundings and putting up “fight or flight” barriers when we experience things that are new or different. Yet, we are also social beings, craving connection and belonging. The brain’s primary function of keeping us safe can sometimes conflict with our human need to connect. This conflict impacts our EDI efforts, our ability to bridge differences, and our efforts to heal from trauma, especially the trauma of white supremacy. With a deeper understanding of basic brain science concepts, we become more aware of opportunities and strategies to quiet our brain’s safety function so we can connect, integrate our trauma-informed and equity initiatives, and advance our personal and organizational EDI efforts.

Resmaa Menakem, therapist, trauma specialist, and author of My Grandmother’s Hands and The Quaking of America, teaches that healing from centuries of racial trauma for all bodies requires an embodied approach, one that recognizes the interconnectedness of mind, body, and spirit. Today, white supremacy is our operating system—it’s the air we breathe, the water we drink, and the foods we eat. It’s embedded in our institutions and social contracts. Most of all, though, white supremacy lives in our bodies, which is why Menakem uses the term, “white-body supremacy.”

Menakem teaches that white body supremacy, “and all the claims, accusations, excuses, and dodges that surround it — are a trauma response … and we need to heal from it by starting with our bodies.” Robin DiAngelo, author of White Fragility: Why It’s So Hard for White People to Talk About Racism notes, “White Supremacy is not rational, and we don’t heal it with our intellect alone.”

So, what does this mean for our EDI and trauma-informed efforts? Here are two strategies that incorporate these concepts and get us thinking about making changes in our daily practices.

Regulate, Regulate, Regulate
Regulation is the basic strategy for calming the defensive and reactive parts of our brain so that we can access the more receptive, open, learning parts. Focused breathing, taking a short walk, listening to music, using a standing desk are all ways to keep our mind clear and focused. There are dozens of regulation strategies to use in the work setting, both for large groups and individuals.

Dr. Bruce Perry’s sequence of engagement – regulate, relate, reason – is a simple practice for effective communication that starts with regulation. The steps work in this order:

  1. Regulate: First, ensure we are calm and centered before we start talking. You and your colleagues can use regulation strategies that work for you.
  2. Relate: Next, connect human to human. Ask a colleague, “What are you looking forward to?” “What are you worried about?” “What are you thinking about today?”
  3. Reason: Finally, move to the content of the conversation – to do lists, a pending project, or complex equity dynamics in a work relationship.

When we do this at every meeting, supervision session, and human interaction, especially the hard ones we avoid, we have greater success in our communications. We move closer to achieving the EDI and trauma-informed outcomes we strive for—candid conversations, individual and organizational accountability, and inclusive environments.

Somatic and Embodied Practices

Somatic means related to the body. Embodied signifies feeling at home and safe in our body, an increased ability to be in our body in the present moment and to feel all its sensations. Somatic embodied practices build our awareness of our brain’s safety functions and help us to quiet those strong impulses, which strengthens our ability to connect and belong.

It turns out that somatic, embodied practices are critically important in our EDI work. Resmaa Menakem’s Somatic Abolitionism teaches us that, “Race has its unique charge, texture, weight, and speed. The ability to hold and work with these energies isn’t inborn. It needs to be acquired through effort and practice.” Somatic abolitionism is living, embodied antiracist practice and cultural building—a way of being in the world.
Menakem suggests healing from white body supremacy starts with the practice of five anchors:

  1. Settle the body
  2. Notice the sensations without reacting
  3. Accept the discomfort and sit with it
  4. Remain present and experience the uncertainty
  5. Safely discharge any energy that remains

Menakem teaches that we can strengthen our muscles for practicing these five anchors through repetition of cultural somatic practices including grounding, orientation, movement, touch and pause.

Using somatic and embodied practices are not an overnight fix. Healing from white supremacy, for all bodies, is a lifelong journey. But understanding that healing starts by focusing on our bodies puts us on a new path to exploring our EDI work and integrating it with our trauma-informed efforts.

The needs of human services staff and complexities of our work require us to embrace new ways of being at work. Embedding brain science concepts into our daily interactions could have many benefits. The good news is there are countless ways, as individuals and organizations, to prioritize brain-friendly and healing practices. When we do this, we will help settle our bodies and brains, bridge differences, increase connection, improve equity and accountability, and truly integrate our trauma-informed and equity-focused efforts to reach the outcomes we are so hungry to achieve. The biggest challenge may be taking the first step to get started.

Next Steps in Applying Brain Science to Your EDI Efforts

To learn more about the brain and how it advances our equity efforts, join our upcoming learning series – Hardwired for Fear and Connection: The Intersection of Brain Science and Equity – which starts March 19. In this three-part series we will focus on the intersection of brain science and EDI and its application for our daily work. We will build shared understanding of foundational brain friendly and EDI concepts and consider how our daily EDI efforts are interrupted by our key brain functions often outside of our consciousness. Additionally, we will share concrete strategies for increasing self-awareness, quieting our lower brains, having difficult conversations, understanding power differentials, and increasing felt safety in our work setting, and advancing somatic-embodied approaches.

Other ways that Social Current can help with our EDI and trauma-informed journeys:

A recent study from Deloitte Research Center revealed workforce well-being has continued to decline since last year, leaving more employees feeling exhausted (52%), stressed (49%), and overwhelmed (43%). In fact, a significant percentage of employees say their job has negatively impacted their physical (33%), mental (40%), and social (21%) well-being.

“Executives have an opportunity to rewrite this story—for their employees, for their managers, and also for themselves. Work shouldn’t be the reason people feel exhausted, stressed, and isolated from friends and family,” notes this article about the study. “Employees should feel that they’re able to take time off and disconnect, and managers should feel capable of providing the support their team members need.”

Despite these alarming trends, the study also identifies solutions for supporting a healthy, thriving workforce:

“Human sustainability” is defined by the study as the “creation of value for current and future workers and, more broadly, human beings and society.” According to Deloitte, 82% of employees report they would be more likely to take a job that is advancing human sustainability.

Though working in human services can be particularly challenging, organizations can tap into people’s desire to be connected to a greater societal purpose by keeping them connected with and engaged in their mission and impact.

How Social Current’s Work Aligns with Findings

Social Current’s workforce resilience approach is based on four core learning concepts that are deeply rooted in equity and brain science for long-term organizational impact. This approach works to enhance and embed human sustainability at the individual, organizational, and collective levels by:

Advancing Brain Science and Regulation

Deloitte’s study revealed a lack of capacity for workers, managers, and executives to accomplish their workloads while remaining accountable for their personal and organizational well-being. Social Current’s approach to workforce resilience uses brain science to offer tangible tools for increasing regulation, allowing for increased connection, accountability, and trust.

Building Psychological Safety

The practice of psychological safety is built into the workforce culture over time and requires leaders to respond to staff challenges by modeling authenticity, accountability, and compassion, creating space for sharing and listening. Deloitte’s study, however, revealed that although most managers (73%) believe they should be modeling healthy behavior, they do not feel empowered to do so (42%). Social Current’s experts provide guidance to empower organizational leaders to embrace and embody these concepts.

Prioritizing Positive Workplace Culture

This year, 60% of employees and 75% of executives were considering quitting their current jobs in search of better well-being outcomes. Resilience at work is highly dependent on a positive culture that reflects the organization’s stated values and beliefs. Social Current’s approach makes culture a priority to prevent and mitigate workforce concerns such as secondary traumatic stress and burnout.

Increasing Connection

Nearly a third of employees reported feeling like their manager did not care about their well-being in Deloitte’s study, and only 35% of managers reported being open about their well-being with their employees. We are hardwired for connection, and an organization is more likely to thrive when employees feel connected. Social Current’s approach models practices, such as frequent check-ins, peer mentors, normalizing discussions around mental health and EDI, and finding shared purpose to build meaningful connection.

If you are ready to take accountability for your organization’s workforce well-being, contact us to learn more about next steps, or register for our upcoming four-part “Building a Resilient Workforce” webinar series.

Social Current is dedicated to the growth and overall success of the social sector, and as workforce challenges continue to hinder human service organizations, we remain committed to offering solutions that will support staff and build resilience.  

In our upcoming learning series, “Building a Resilient Workforce,” Social Current experts will delve into core strategies and tactics for supporting staff, such as increasing accountability, managing conflict, nurturing relationships, embracing equity, and achieving excellence.  

Participants are sure to gain knowledge and tools to set them, and their organizations, up for success. From utilizing brain science in the workplace to fostering psychological safety to creating culture and community, this learning series will provide concrete action steps to support staff who are emotionally and physically exhausted.  

Join us for this four-part webinar series to ensure staff remain connected to the mission and vision of your organization. Register by Aug. 14 to receive the early bird rates, a savings of $15 on an individual webinar or $35 on the entire series. View full event details and register online:

Envision a workforce that feels stable, secure, and capable of thriving in the face of daily challenges. Learn more about our upcoming series and workforce resilience consulting services.

Today’s workforce expects fulfillment and sustainable culture change.

The workforce crisis continues. Workforce trends clearly demonstrate that staff expects leaders to move beyond pre-pandemic, top-down, employee recognition and self-care initiatives. To truly partner with them to improve engagement, retention, equity, and communication, the workforce of today expects leaders to focus on fulfillment and sustainable culture change, and to teach new skills to take on today’s challenges. i

As leaders, we are persuaded to practice empathy, compassion, connection, inclusivity, psychological safety, mindfulness, and gratitude. But guidance on how to do these things is lacking. The pressing questions are: Where do we focus our learning first? What is the foundational framework to guide our actions?

The answer to the first question is simple – our brain. And the intervention is straightforward – create brain friendly work environments. Sound intimidating? It truly is not. The basics about brain functioning are easy to learn. Applying this knowledge in everyday interactions is trickier and requires focus, practice, and intention. But it is doable. The hardest task may be embracing the need to create brain friendly work environments.

Our sector has made strides in understanding the urgency to build healthy brains in new babies and young children. Early childhood resilience strategies such as “serve and return” and efforts to strengthen executive functioning skills are now commonly built into trainings and practice. However, the human services field has been slow to translate emerging brain friendly interventions into learnings and practices with adults, especially our workforce.

Bringing this knowledge into our work cultures is critical to creating well-being and resilience, especially in our complex and stressful work settings. Our brain mediates our thoughts, feelings, and behaviors, and as Dr. Bruce Perry notes “…a brain aware perspective helps me when I’m trying to understand people.” ii With this knowledge, we can prevent and mitigate the impact of toxic stress on our brains and bodies. And we can lay the foundation for being well at work.

Start Building Brain-Friendly Practices

If we want to strengthen brain friendly practices at work, where do we start? Here are three basic strategies to begin your work.

Understand Basic Brain Architecture

The brain is built from the bottom up, and different parts of the brain mediate different functions. As you go from the lower part of the brain, or brainstem, to the highest part of the brain, the frontal cortex, you go from the simplest to the more complex functions. Core regulatory networks, which originate in the lower part of the brain, are the backbone of the stress response system. Our brain gets input from all these networks to tell us if we are safe or threatened. If there is no insignificant need that is unmet, we can access our frontal cortex. However, when we are threatened or perceive we are threatened, this impacts how we think, feel, and behave. The more threatened we are, the more we shut down the thinking part of our brain.

So why care about this at work? We know that first responders, child protection workers, street outreach workers, and others who work in physically unsafe situations need to understand this basic physiology. But most of us are physically safe at work, so why does it matter to us? Well, threats that impact how we think, feel, and behave fall along a wide continuum of needs – from the threat of physical harm to the threat of feeling undervalued, unheard, and disconnected. When our core stress response networks warn us that we are in the out group, our voice is unheard, our work is undervalued, or we are in conflict with someone, we may easily default to our lower brain. Our frontal cortex shuts down, and we struggle to problem solve, innovate, create, advocate, hold others accountable, and take risks. We remain vigilant, push back, check out, and feel physically and emotionally exhausted. Our already complex work becomes harder, and the risk of burn out increases.

The good news is there are countless ways, as individuals and organizations, to create brain friendly cultures in which we can stay in our thinking brain, mitigate toxic stress, increase connection, improve equity and accountability, and reach the outcomes we are so hungry to achieve.

Regulate, Relate, Reason

Regulation is the basic strategy for calming our lower brain and staying in our thinking brain. Focused breathing, taking a short walk, listening to music, and using a standing desk are all ways to keep our mind clear and focused. There are dozens of regulation strategies to use in the work setting, both for large groups and individuals.

Dr. Bruce Perry’s sequence of engagement – regulate, relate, reason – is a simple practice for effective communication that starts with regulation.i The steps work in this order:

  1. Regulate: First, ensure we are calm and centered before we start talking. You and your colleagues can use regulations strategies that work for you.
  2. Relate: Next, connect human to human. Ask a colleague: What are you looking forward to? What are you worried about? What are you thinking about today?
  3. Reason: Finally, move to the content of the conversation: to-do lists, a pending project, or complex equity dynamics in a work relationship.

When we do this at every meeting, supervision session, and human interaction, especially the hard ones we avoid, we have greater success in our communications. We move closer to achieving the workforce outcomes we strive for – increased trust, stronger relationships, candid conversations, and more accountability.

Understand Executive Functioning

Our brains are exposed to about eleven million pieces of information at any given time and can only process about 0.00001% of that incoming data. This knowledge about the brain is critical to understanding equity, diversity, and inclusion concepts, such as implicit bias and power differentials.i It is also central to understanding executive functioning skills, which help our brains manage an overload of information to prioritize tasks, filter distractions, and control impulses. The Harvard Center on the Developing Childii notes that these skills are like an air traffic control system which ensures planes navigate safely in flight and at an airport. Learning these skills in childhood is critical to healthy brain development. As adults, we need environments that support optimal executive functioning so we can plan, meet goals, practice self-control, follow multiple-step directions even when interrupted, and stay focused despite distractions.

Ideas to Start Elevating Executive Functioning Skills at Work

Write Short, Succinct Emails

Long, unfocused emails are hard to understand, especially when we are under stress, in our lower brain, and our air traffic control is too busy. If staff are not reading emails, it could be because the messages are not brain friendly. Write short emails that are absent of unnecessary words and focused on the most important content and requests.

Discourage Multitasking

Our brains micro-switch, not multi-task. When we try to do more than one content-related task simultaneously, we fail. We cannot answer an email and hear the content of an online training at the same time. When we do one thing at a time, we are more effective, efficient, and productive. Modeling this concept at work and mitigating the workload our staff carry are key strategies for building a brain friendly environment.

Ready to take the next steps in creating a brain friendly work environment?

There is much more to learn about the brain and how it makes us think, feel, and behave. The first step, and possibly the hardest one, is understanding that brain friendly awareness is a critical cornerstone for working with adults and is at the core of building a healthy workforce. The concepts and strategies are teachable, applicable, and worth the investment of time and resources. When we embrace building brain friendly environments, we lay the foundation for workforce culture change that our staff needs to thrive and be well during these challenging times.

Social Current can help with that journey:


i O.C. Tanner Institute (2023). Global Culture Report.

ii Bruce Perry & Oprah Winfrey. (2021). What Happened to You? Conversations on Trauma, Resilience and Healing. Flatiron Books.

iii ibid.

iv Short Wave, NPR (2020). Understanding Unconscious Bias.

v Center on the Developing Child, Harvard University (n.d.). What is Executive Function? And How Does It Relate to Child Development?

 

Strategic organizations are transformative organizations. They look beyond current experience to anticipate future trends and opportunities. They ask, “Why?” and evaluate answers within a future-oriented context. They expect to change.

Trendspotting and trend analysis can be powerful for strategic planning by creating credible illustrations of what the future might look like. Based on that, community-based organizations and their cross-sector partners can align community priorities and resources to help all people reach their full potential.

Incorporating a diversity of trends topics is particularly useful for creating a strategy where the end product is a long-term plan to be implemented over multiple years. Such plans aren’t just about identifying broad goals to be realized, but also key strategies for how the organization will meet those goals. 

Designing Useful Trend Inquiry

Core to trendspotting is research, and two types of research—primary and secondary—are best for identifying data that can inform activities like strategic planning, risk assessment, and opportunity mapping.

Primary research is firsthand research using methods like interviews with consumers and program participants, employees, community leaders and advocates, academic subject matter experts, regulators, policymakers, funders, and other stakeholders.

Secondary research uses available data and information found in reports and databases from diverse industries, which can be used as sources for trend determination. Examples can include demographics and other census tract information, local asset mapping, state and federal data (e.g., Adoption and Foster Care Analysis and Reporting System [AFCARS]), and more.

The essential process of trend investigation is about asking the right questions about the right things. These can roughly be divided into three areas, with examples of questions below:

Getting the Most Out of Scenario Planning

Since no one can tell the future with 100% certainty all the time, developing robust scenarios can help bridge present circumstances with future requirements. The range and value of organizational opportunities based on trend analysis depend on scenarios that should include most of these criteria:

By evaluating relevant trends compiled through primary and secondary research and using the analysis to explore governance and operational scenarios, the ability to optimize programs and services and create achievable pathways to child and family well-being is strengthened.

Harnessing Trends

The Social Current Knowledge and Insights Center, available through our Impact Partnerships, helps professionals in human/social services to learn, improve, and innovate by providing timely, useful, and relevant information and resources. This is done by:

Professional librarians in the Knowledge and Insights Center routinely gather trends data on a variety of organizational topics, such as workforce resilience and service innovation, as well as meta trends that encompass demographics, systemic and environmental factors, technology, and more.

Hot Topics from 2022

Below are some of the key topics that have been monitored in 2022, with an insight summary, brief source examples, and related resources and offerings from Social Current:

Integration of Workforce Resilience as a Key Organizational Sustainability Strategy

Resilience is a buzzword and seen as necessary for workplaces. But can organizations improve employee resilience? Some think yes, others think no. “A resilience-oriented workforce spans many disciplines and training programs will need to reflect that. It requires a collaborative organizational model that promotes information sharing structures.”

Sources:

See Also:

Providers Increasingly Incorporating Social Determinants of Health in Service Delivery  

Social determinants of health (SDOH) and adverse childhood experiences (ACEs) profoundly impact lives of individuals. Both SDOH and ACEs are risk factors for childhood mental health disorders, health, and social outcomes. These factors include housing instability, food insecurity, poverty, community violence, and discrimination. There are ways to help address these risk factors, and this includes things like quality education, safe neighborhoods, and positive parent-child relationships.

Sources:  

See Also:

Biggest Public Health Threats to Teens Are Mental Health Disorders

Teenage pregnancy, smoking, binge drinking, drunken driving and smoking are no longer the biggest public health threats to teens. It is now rising rates of mental health disorders. With up to one in five children having a mental, emotional, development, or behavioral disorder, and rising rates of mental health visits in emergency rooms and depression symptoms rising during the pandemic, it is critical to pay attention to the mental health crisis in young people today.

Sources:  

See Also:

Post-Pandemic Mental Health Crises Driving Change to Suicide Prevention Strategies   

With rising rates of depression and anxiety compared to prior to the pandemic, the new U.S. suicide hotline 988 comes at a critical time. Suicide is a leading cause of death for people ages 10-34 years old, and 90% of those who died by suicide had a “diagnosable mental health condition at the time of their death.”

Sources:  

See Also:

Successful Mental Health Interventions Are More Dependent on Cultural Responsiveness     

Cultural competencies and cultural responsiveness for mental health providers is now seen as critical, even “a matter of life and death.”

Source:  

See Also:

Integrated Community and Systems Response Counteract School-to-Prison Pipeline  

The school-to-prison pipeline is a “disturbing national trend wherein youth are funneled out of public schools and into the juvenile and criminal legal systems. Many of these youth are Black or Brown, have disabilities, or histories of poverty, abuse, or neglect, and would benefit from additional supports and resources. Instead, they are isolated, punished, and pushed out.” 

Source:  

See Also:

Other top trends recently updated by the Knowledge and Insights Center:

How to Access Our Specialized Researchers & Tools

As you plan for 2023 and beyond, make sure you’re utilizing all the tools in your toolbox. Join our Dec. 7 webinar for an in-depth overview of the Knowledge and Insights Center. 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 library with over 22,000 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. Our team includes professional librarians with wide-ranging skillsets and extensive experience in collection development specific to the nonprofit social services sector.

The new lifeline may already be helping save lives

On July 16, the U.S. transitioned to 988, an easy-to-remember number that routes callers to the National Suicide Prevention Lifeline, now known as the 988 Suicide and Crisis Lifeline or 988 Lifeline. Similar to the 911 emergency system that connects callers with nearby first-responders, the 988 Lifeline is a 24/7 national network of local crisis centers that provides free and confidential emotional support to people in suicidal crisis or emotional distress. Individuals can call or text the hotline, which has increased access to trained support. Previously, callers dialed a 10-digit toll-free number, not as easily remembered and potentially without connection to local support or as many trained counselors.

Mental health and health care providers are particularly glad for the rollout since they will be able to respond to many crises before there is escalation or delays in referrals from 911 responders who may not be trained in mental health crisis intervention. On average, police spend 20% of their time responding to and transporting people who are having mental health crises and it is anticipated that 988 can help reduce violent interactions with the police, including fatal shootings of people in crisis. It is hoped that 988 will also be part of the solution to end the constant cycle of ER visits, arrests, imprisonment, and homelessness among mentally ill people.

The $432 million initial funding for the long-sought system transition came from the Biden-Harris Administration and the U.S. Congress and with collaboration of other federal, state/territory, and local governments across the country. An additional $150 million has been allocated for the 988 Lifeline under the Bipartisan Safer Communities Act signed this summer.

Promising Data Indicate Impact

Suicide is one of the country’s leading causes of death; nearly 46,000 people died by suicide in 2020, or one death every 11 minutes. An estimated 12.2 million Americans had seriously thought about suicide in 2020; 3.2 million Americans planned a suicide attempt and 1.2 million Americans attempted suicide.

But there are positive indications of 988’s goal to catalyze connection into action. At the end of August, the first full month of operation, the 988 Lifeline is potentially already saving lives. New data released from the U.S. Department of Health and Human Services show a 45% increase in overall call volume with 988 and a substantial improvement in answer rates and wait times, compared to August 2021 with the previous lifeline system.

This new system expedites the connection between those struggling with mental health crises and properly trained counselors who will ideally be located close to the caller, meaning communities can better leverage localized resources. In instances where the local center is too busy to pick up, callers will be transferred to a different center, so they will still be able to receive prompt support.

The Road to Transformation

Transformation of this scale is never easy. It will take time and more resources for the 988 Lifeline system to reach its full potential. A recent survey of 180 public health officials in the U.S. by the Rand Corporation found that 51% of respondents said they were not involved in developing a strategic plan for 988. And only 16% said they had created a budget to support 988 operations.

As community-based organizations and health care and mental health systems know all too well with the ongoing COVID-19 pandemic, improving prevention and response crisis care in the U.S. is especially needed after rising rates of depression and anxiety, particularly among youth and young adults. Because of increased demand, there is a need for stronger support through digital tools, as in-person care is not always readily possible in infection hot spots and there may be a waiting period for in-person counseling.

The Lifeline system is only one part of an effective community response: Other cross-system initiatives like mobile crisis teams, crisis stabilization programs, and expanded access to behavioral health services—especially for communities of color, LGBTQ individuals, and other marginalized groups—are just a few of the other community-designed elements that will reduce suicide rates. Building out the broader crisis care continuum is also dependent on the commitment of future elected officials and other cross-sector leaders to ensure the safety and well-being of all U.S. residents, ensuring that there is someone to call, someone to respond to, and somewhere for every American in crisis to go.

Suicide Prevention Month and 988 Resources

Related Learning and Resources from Social Current


If you or someone you know is struggling or in crisis, help is available. Call or text 988 or chat at 988lifeline.org. During this major system transition, the previous Lifeline phone number (1-800-273-8255) will remain available to people in emotional distress or suicidal crisis; the Veterans Crisis Line previous phone number (1-800-273-8255), text (838255), and chat (VeteransCrisisLine.net/Chat) likewise remain active.

In a statement from Jody Levison-Johnson, president and CEO of Social Current, she commented on the Supreme Court’s decision to overturn Roe v. Wade:

“While many reactions to the Supreme Court’s decision to overturn Roe v. Wade after nearly 50 years of precedent have illuminated our nation’s political divide, our concerns focus squarely on the impact this decision will have on equitable access to health care, which fosters the health and well-being of all people in our nation.

Prior to the trigger laws going into effect across numerous states, the U.S. already had the highest maternal mortality rate among developed countries. Researchers point to our nation’s relatively low numbers of maternity care providers and comprehensive health care, including postpartum supports, as the cause.

Then consider the multiplying effect on communities of color. A study just this week from Duke University suggests a total ban on abortions could increase maternal deaths among Black women by 33%.

Some 26 states are expected to pass some form of abortion restriction, many not even offering exemptions for the life of the mother, rape, or incest. These statewide bans will disproportionately affect the health and well-being of women of color who already face disparities in health care access and outcomes.

These states also lack significant resources to support pregnant people, including access to affordable health care services, childcare services, behavioral health care, and paid family leave.

Studies also show a link between lack of access to abortion and poverty. The Turnaway Study followed women for a decade and found that those denied an abortion were four times as likely to be living in poverty years later, and that trend continued to impact their children. For people living in poverty, this ruling represents a glass ceiling of economic disparities they may never overcome.

We can see the looming future of generations of people being forced to carry pregnancies resulting from rape or incest to term and the impact of that on their emotional well-being. We see generation upon generation of adolescents and young people facing mandated births without adequate resources to lift themselves out of poverty. We see a future of greater divides across America—not political divides but a division of haves and have nots, as only families of means will have the ability to travel across states or to other countries to access safe abortions and reproductive health care services. And we see a potential future of more erosion of rights, as other rulings linked to Roe v. Wade that protect access to contraception and same-sex marriage are challenged and possibly eroded.

We work at the nexus of community and government to support policies that advance equity, improve health and well-being, and increase economic opportunity and mobility so all people can thrive. This Supreme Court ruling strips away the fundamental rights that provide equitable access to health and economic opportunity. It is a setback for our whole society and we pledge to work across our sector and across our nation to ameliorate its impacts and support the right of all people to have self-determination in the most critical and life-changing decisions that impact their health, their families and their lives.”

The views expressed by Social Current are grounded in and aligned with our mission, vision, values, and policy agenda principles and do not necessarily reflect those of our entire network. 

This content is password protected. To view it please enter your password below:

For Black History Month, the Social Current Knowledge and Insights Center is highlighting resources related to Black Health and Wellness, which is this year’s theme chosen by the Association for the Study of African American Life and History. The Center has examined resources on initiatives focused on reducing health disparities; increasing preventive care and body positivity; and fostering emotional and mental health.

Below are examples of how Black doctors and nurses are focusing on strengthening well-being and opportunities for Black families through representation and community conversations. In addition, learn about the organizations working on the front lines to provide resources, treatment, and other supports to support the BIPOC community in reducing health disparities and building capacity for conditions that sustain positive social determinants of health.

Health Equity and Shared Accountability

Strategic partnerships and other health equity initiatives are most effective when there is a shared understanding that families caught in entrenched poverty caused by institutional racism can benefit from multigenerational approaches to family and community success, along with collective action to gain access to the resources and supports necessary for well-being. For example, Social Current is part of a national collaborative with the National COVID-19 Resiliency Network focused on mitigating the negative impact of COVID-19 on racial and ethnic minority and American Indian and Alaska Native communities. We are also partnering with Unite Us to advance health equity and improve health and social outcomes through innovation and technology. These relationships will add necessary investment and accountability with communities and support the leadership of Black and Brown health care professionals in health systems across the country.

Health Representation and Community Leadership

The following examples show how Black doctors and nurses are focusing on strengthening well-being and opportunities for Black families.

The Struggle and Triumph of America’s First Black Doctors
African American physicians have dealt with distrust and misperceptions for more than a century. Their story has been one of both incredible achievement and deep-seated discrimination.

The Creator of a Viral Black Fetus Medical Illustration Blends Art and Activism
Chidiebere Ibe says his work is not just about the lack of representation in medical illustrations. It’s also about the beauty of African culture.

How to Get Up to 3,000 More Black People in Physician Pipeline
Physician leaders argue the time is now for bold thinking to dramatically increase the number of Black students who enter physician training.

Black Nurses Matter: On the Frontlines
The Black Nurses Matter (BNM) network emerged to empower and amplify the voices of Black nurses and organize and mobilize the nursing community to be active in the pursuit of racial and social justice.

Between Us, About Us: A New Campaign By Black Health Care Workers for Black People
Black doctors, nurses, and researchers dispel misinformation and provide accessible facts in 50 FAQ videos that deliver the COVID-19 vaccines information Black people are asking for.

Reducing Health Disparities On the Front Line

These are examples of organizations that are providing resources, treatment, and other supports to help the Black community with health disparities.

We Need More Black Doctors: These Organizations Can Help
To combat the effects of racism and lack of Black representation in the medical field, these organizations are advocating for BIPOC students and doctors with the goal of breaking barriers and diversifying the health care industry.

The Center for African American Health
The Center is committed to improving the health and well-being of the African American community by offering community-based, evidenced-based, disease prevention and disease management programs, events, and services.

The Center for Black Health & Equity
The Center for Black Health & Equity is committed to the pursuit of health justice for people of African descent, particularly to address prevention and treatment of cancer, tobacco-related disease, and HIV/AIDS.

Innovating Doula Program to Address Racial Health Disparities
Doulas play a crucial role in combating the discrimination, racism, and loss of autonomy that Black and Brown birthing people experience due to historical disinvestment. This program develops referral pathways with healthcare systems and federally qualified health centers to facilitate care.

Milwaukee Health Services
This center has served low-income populations since 1989 and is committed to removing barriers and improving health outcomes that promote quality of life and reduce disparities among racial and ethnic communities.

California Black Health Network
CBHN conducts outreach, education, and advocacy to achieve health equity for Black Californians through the lens of understanding critical issues that lie at the intersection of racial justice, social justice, and environmental justice.

Building on Strengths

Raising up Black children, mothers, fathers, and their family members advance society as a whole. Throughout the month, Social Current is highlighting Black voices and stories, focusing on strengths-based and collaborative socioeconomic mobility solutions, sharing emerging research and best practices, and extending opportunities for learning and action.

Here are some ways to join our work on equity, diversity, and inclusion today:

  1. Participate in workshops, learning collaboratives, and consulting services
  2. Connect with peers and industry experts with SPARK Exchanges (formerly APEX Groups) (Sign up now for the Feb. 8 orientation webinar)
  3. Enroll in courses focused on building community health and well-being
  4. Subscribe to policy and advocacy updates
  5. Sign up for the National COVID-19 Resiliency Network’s pandemic response updates
  6. Browse the Knowledge and Insights Center (formerly Alliance Library) for Black health and wellness research and resources (Social Current network exclusive)

A new white paper has been released by the Vaccine Equity Cooperative, whose members include Social Current, Partners In Health, National Association of Community Health Workers, and Health Leads. It provides recommendations based on lessons learned from the collaborating organizations’ shared experiences at the local, state, and federal levels in responding to COVID-19 and in addressing health disparities in communities.

The COVID-19 pandemic has exacerbated underlying inequities in the U.S. health care system, disproportionately affecting communities of color. Those inequities make it clear that the U.S. needs systemic investment in public and community health systems—focused on serving the most marginalized individuals and communities.

The newly released white paper provides a roadmap by focusing on four key pillars of health equity that reflect the challenges faced by implementers during the COVID-19 response:

By ensuring our approaches include improved access to care, strong data systems, a shift in decision-making power, and access to resources, communities in the U.S. will be able to build a more equitable health care system.

Download the white paper online.

About the Vaccine Equity Cooperative

In fall 2020, Health Leads, NACHW, Partners In Health, and Social Current, came together to form the Vaccine Equity Cooperative to share trusted resources, expand funding, and strengthen policy in support of community-based and public health workforces. This initiative, a collaborative approach to addressing structural barriers and building vaccine confidence, aims to further support the rebuilding of public trust necessary to address long-term disparities and prepare for future crises.

Learn more about the Vaccine Equity Cooperative and how to get involved online.

Social Current Resources on Health Equity

Here are some ways to join our work on equity, diversity, and inclusion today: