Throughout 2024, Social Current continued its efforts to activate the power of the social sector and effect broader systemic change in support of an equitable society where all people can thrive. In collaboration with our network and partners, we focused on strengthening our influence, our voices, and our impact.

We are grateful to have your support as we continue to strengthen and amplify the work of the social sector to facilitate impact and systemic change through our core solutions and impact areas.

Our 2024 Year in Review features:

• A note from Social Current President and CEO Jody Levison-Johnson
• Engagement stats for our partnerships and service offerings: COA Accreditation, Impact Partnerships, Consulting, and Knowledge and Insights Center
• Milestones related to our five core integrated impact areas
• Highlights of SPARK 2024

Download the full report.

Our technology infrastructure is a critical component to the services we deliver to our network. After careful evaluation, it was decided that a complete overhaul was needed to ensure the stability and evolution of our systems moving forward and provide an overall enhanced user experience.

Social Current is pleased to announce the completion of its technology redevelopment project. This was a major undertaking and requiring significant financial investment, with the project spanning 14 months of planning and development to evaluate all business processes and rebuild everything from the ground up – from intake to invoicing to site visits to accreditation – and everything in between. As is often the case with these types of initiatives, a significant amount of work took place on the back end and while not directly visible, is foundational to the changes you will notice.

Your ongoing feedback has been critical to the success of this project, and we have listened to the pain points to streamline processes and increase usability. A few key enhancements include streamlining the entire accreditation process, discontinuing the use of Box for materials submission allowing for direct uploads of materials, updating schedulers to enhance the intake process for organizations beginning the accreditation process, and creating an integrated and seamless experience across all Social Current portals and for event registration.

Our work does not stop here, and we continue to invest in and improve our systems to ensure an optimal user experience. We will continue to solicit user feedback as you begin to utilize the new portals.

Questions?
Organizations that are in-process for COA Accreditation should view the FAQ section in the MyCOA portal or contact their accreditation coordinator. All other organizations should email our helpdesk.

If you have questions regarding the new MyCOA portal, please visit the FAQs Guide.

Social Current has partnered with the Center for Creative Leadership (CCL) to offer new trainings on a variety of leadership development topics. A live virtual training on leading change will be held May 20 and Sept. 4, and three on-demand trainings will be available later this year. The on-demand trainings will address:

• Innovation leadership
• Avoiding burnout and building resilience
• Managing virtual and hybrid teams

CCL is a premier leadership development organization that creates courses for leaders at all levels, as well as assessments and leadership development tools.

CCL helps to expand human potential by developing the mindsets, capacity, and capabilities needed to excel in an ever-changing world. With an emphasis on the power of people, backed by research, and fueled by a focus on innovation, CCL is trusted globally to deliver transformational leadership solutions that cultivate positive change.

Social Current has chosen to partner with CCL because of its:

• Leadership Experts: As pioneers of the industry, it is seen as the gold standard when it comes to leadership development.
• Research Foundations: All offerings are based on 50+ years of research.
• Pioneering, Hands-On Development: Its unique, transformational learning experiences meet people where they are.
• Purpose-Driven: It is a mission-based organization, with a belief in the powerful potential of leadership to benefit society.
• Trusted Providers: Leadership is CCL’s sole focus.

“Social Current is excited to partner with the Center for Creative Leadership to bring high-quality leadership training opportunities to our network and the sector,” says Robena Spangler, senior director of leadership development and organizational development. “Our organizations are aligned in our mission and vision to address pressing organizational challenges in support of innovative solutions for public and private sector leaders.”

Over its 50-year history, CCL has more than 1 million alumni from 160 countries and has worked with two-thirds of Fortune 1,000 companies.

Learn more about CCL and Social Current’s Leadership and Organizational Development Impact Area.

Social Current is seeking applications to become pilot communities for the social impact campaign inspired by the film, UnCharitable. This initiative is being developed in collaboration with the team of filmmakers and social innovators behind the film, including its producer and social impact lead Meredith Blake and director Stephen Gyllenhaal, with the goal of reducing funding constraints and improving the way the social sector applies innovation and creates impact in the U.S. and Canada.

Teams of local organizations are invited to apply to serve as pilot communities for the initiative. Submit applications online by March 31.

The initiative will take place over three to five years, with communities receiving access to research, technical assistance, operations support, marketing and communications support and evaluation. The five pilot communities will work collaboratively to develop, incubate, refine, and ultimately scale innovative strategies that address the most pressing issues faced by the community and more broadly, the nonprofit sector. The campaign will use a community-centered and participatory process that engages diverse groups, listens to their needs, and co-designs solutions that respond to their highest priorities and reflect their lived realities.

Social Current will support the pilot communities by establishing a community steering group and assisting in identifying funding and in-kind resources. Communities will work to design their plans, which will include listening sessions and film screenings to serve as catalysts for their initiatives. Through these activities, each community will explore their most pressing challenges, including those faced by their local nonprofit sector, and identify ways to address those challenges through communications, policy and practice change, and local advocacy.

The strategies developed by the pilot communities will be scaled through the development and implementation of a narrative change communications and media strategy around nonprofit impact; creation of educational resources, tools and curricula; and the development of federal, state, and local policy and advocacy strategy, tools, training, and resources.

For more information about the social impact campaign, watch the recording of our informational webinar, held Feb. 26.

Download a copy of the application questions and apply online by March 31.

Direct questions about the application process to Sarah Beth Lardie, chief development officer at Social Current.

Social Current is seeking competitive submissions for its 2025 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 approaches to management and service delivery practices adopted by our network organizations.

The Innovative Impact Award will spotlight 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 successful 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 24. Submissions must include a synopsis of your innovative practice and a case study narrative that addresses the evaluation criteria.

Learn more about our 2024 Innovative Impact Award winner Children & Families First Delaware, which was recognized for its Brain Science Training Institute. Read their guest article, The Business of Healing: How Trauma-Informed Care Revolutionizes Organizational Strategy, online.

Winner Benefits

The 2025 Innovative Impact Award winner will receive national visibility and promotion from both Social Current and participating national associations. The winner will also receive the following benefits:

• Showcase on Social Current’s website, newsletter, and social media platforms
• A virtual interview promoting your strategy
• Special award promotion toolkit including image assets, quotes, and sample language to develop your communications and use on your website
• Award plaque
• An opportunity to present a 90-minute workshop Social Current’s SPARK 2025 conference in Chicago, Oct. 20-21.
• Guest article on Social Current’s website

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 practice by March 24, 2025. Your case study narrative should introduce the innovative practice and how it has contributed toward positive service delivery outcomes and organizational success. In writing your case study narrative, note the award evaluation criteria and consider addressing the following:

• Describe your target population
• Describe your program and the practices or approach that make it innovative
• What evidence or results show the positive impact of the program

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

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

Evaluation Criteria

Planning and Presentation (20%)

• Well-written, succinct, and logical presentation of the goals
• Well-designed and detailed plan of approach and implementation of the innovative practice
• Practice addresses an important problem or issue
• Applicant made effective use of all resources in the implementation of the innovative practice

Performance and Quality Improvement (30%)

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

Innovation (50%)

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

Eligibility Terms and Conditions

• The primary applicant must be either currently COA-accredited, undergoing COA Accreditation (in-process) with no major vital occurrences on file, and/or an Impact Partner.
• Applicants must submit a complete and thorough application form and case study narrative according to the directions.
• Previously published case studies may be submitted if the author has already received permission from the award committee for republication. This permission must be documented on the application form.
• Case studies that were applicants for Social Current’s Innovative Impact Award in previous years may only be resubmitted when the associated practices and/or outcomes have significantly changed.
• The applicant must agree that they have read and understand the following conflicts of interest statements:
  • Award applications do not confer, impart, or guarantee positively or negatively on any current or future accreditation decision.
  • Applications representing more than one organization need to have the consent of all applicable parties.
  • Organizational applicants that permit research with service recipients are in accordance with applicable legal requirements.
• Winning applicant agrees that Social Current can promote and distribute the case study narrative in its entirety and recognize the organization and authors in any related marketing promotions.
• Social Current reserves the right to consider public and organizational record information pertaining to any applicant for the Innovative Impact Award.

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

Apply online by March 24. Contact Social Current with questions.

In 2024, the Social Current network’s priorities and top areas of interest can be seen through its usage of the Knowledge and Insights Center (KIC). Information and materials on topics related to Social Current’s impact areas were accessed through KIC’s:

• Resource library
• On-demand learning
• Personalized research via the Ask-a-Librarian service
• Research, business, and media databases

The most prominent themes across library and learning usage and research requests were:

• Workforce Resilience: Employee mental health, professional burnout, culture and wellbeing, trauma-informed strategies for workforce, organizational trust, staffing trends and retention strategies
• Organizational Development and Performance: Leadership techniques for building high-performing teams, logic models and program evaluations, performance quality improvement (PQI), change management, board governance
• Advancing Equity: Diversity and equity models for boards, anti-racism tools and templates, social determinants of health (SDOH) and health equity, ethics and anti-equity, diversity, and inclusion (EDI) mandates
• Nonprofit Best Practices: Board member assessments, promotion policies, staff pay differentials, productivity standards, operating reserves, and telehealth policies and procedures

Nonprofit leaders and staff further utilized the KIC information and resources to learn more about emerging public health challenges, innovative funding strategies, the opportunities and risks of implementing AI-based solutions, and more.

Here is a snapshot of the most popular KIC resources in 2024.

Resource Library

Curated by professional librarians, this extensive clearinghouse library contains thousands of catalog records in more than 20 topical resource collections.

Top 10 Articles from Our Resource Library:

1. 2024 U.S. National Survey on the Mental Health of LGBTQ+ Young People
2. 2024 Nonprofit Salaries and Staffing Trends
3. 5 Strategies for Improving Mental Health at Work
4. 9 Questions to Help You Figure Out Why You’re Burned Out
5. 10 Leadership Techniques for Building High-Performing Teams
6. A Trauma-Informed Approach to Workforce: An Introductory Guide for Employers and Workforce Development Organizations
7. Create (Better) Culture: The Keys to Wellbeing and Leadership
8. 10 Pitfalls That Destroy Organizational Trust
9. Best Employee Benefits In 2024
10. Learning to Love Your Logic Model

Ask-A-Librarian Research Support

In 2024, KIC knowledge specialists provided more than 140 research hours searching, evaluating, and curating responses to information requests. The most popular research topics were:

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 public policy, nonprofit law, strategy and development, and equitable economic development. 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:

• Tami Brown Alvarado, director of state government affairs and policy at Merck
• Seth Perlman, partner at Perlman+Perlman
• Cian Robinson, president of Robinson Ventures LLC
• Shawn D. Rochester, managing director at Trident Capital Group, and CEO of Good Steward

This year, human services consultant Tracy Wareing Evans begins her term as chair of the board. Thank you to our immediate past chair Annette Rodriguez, who will continue to serve as an officer.

Social Current thanks departing board members Melissa Devlin, assistant director of Grandfamilies & Kinship Support Network at Generations United, and Michelle Sanborn, president of Children’s Alliance of Kentucky, for their service on the board of directors.

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

Officers:

• Board Chair: Tracy Wareing Evans, human services consultant
  • 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
• Immediate Past Chair: Annette Rodriguez, CEO & principal, Around the Corner Consulting

Directors:

• Ralph Bayard, senior director, Systems Improvement & Strategic Consultation, Casey Family Programs
• Alexandra L. Cawthorne-Gaines, executive director, Global Public Policy, JP Morgan Chase Policy Center
  • She also serves as EDI committee chair
• 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

The social sector is facing a complex and volatile landscape in 2025. While there are some positive trends, such as increased institutional trust in nonprofits, emerging community-based partnerships, and strategic technology integrations, there are also significant challenges, including funding threats, policy changes, and workforce shortages. Here we explore some of the key trends, opportunities, and risks that social sector organizations need to be aware of in Q1 to thrive in the coming year. But first, let’s understand how to make the most of trend inquiry and scenario planning.

Trend Inquiry

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.

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:

• Identification of trends. What are the trends we should follow? Are there any associated systems and disciplines we need to understand better before determining trend relevance?
• Analysis of the effects and possible projections. In which directions can a trend lead? What impact can a trend have on our strengths and weaknesses? Can we expect more or less support from partners and collaborators?
• Analysis of the implications. What do these trends mean for our community? How will child and family well-being change as a result? Do we have adequate organizational capacity in relation to this trend?

Scenario Planning

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:

• Plausible. Logical, consistent, and believable
• Relevant. Highlighting key challenges and dynamics of the future
• Divergent. Different from each other in strategically significant ways
• Challenging. Questioning fundamental beliefs and assumptions

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 positive community outcomes 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.

Professional librarians 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.

This is done by:

• Employing an evidence-first approach to evaluate and scan the knowledge base of an area of inquiry, especially scope, relevance, and utility
• Reviewing and evaluating information sources for credibility and thoroughness
• Working closely with subject matter experts to define specific questions to be answered, problems to be solved, or opportunities to uncover

Systematizing the information in a way that users can quickly and easily understand.

Key Trends We’re Following in 2025

Below are some of the key topics that we will be monitoring in 2025.

Funding and Policy Trends

• Institutional Trust: Despite an increase in institutional trust, the social sector braces for funding threats.
• Diversified Revenue Streams: To handle economic and political uncertainty, nonprofits seek to diversify their revenue streams.
• Insurance Liability Crisis: Human services organizations are facing unprecedented financial strain due to increased liability insurance costs.
• Tax Policy Implications: The expiration of TCJA provisions and a new focus on nonprofit exemptions could result in major impacts to the social sector.

Technology Trends

• Leveraging AI: Social sector organizations are using AI to automate routine functions, gain organizational insights, and increase productivity.
• Risk Management: While capitalizing on innovative technologies, nonprofits must remain human-centered and mitigate risks such as algorithmic bias, cybersecurity risks, and privacy risks.

Workforce and Performance Trends

• Nonprofits are struggling to pay competitive wages and many social sector employees face financial hardship.
• Workforce shortages continue to impede nonprofit progress and innovation.
• Leadership gaps reveal inequities and barriers to advancement
• Workforce Resilience: Burnout continues to plague nonprofits, but many organizations are making employee mental health a priority
• PQI: Nonprofits are developing and updating their PQI Models to stay sustainable and mission-oriented.
• Partnering with Social Cooperatives: Nonprofits are promoting worker co-ops through incubation.

Social Determinants of Health Trends

• New community partnerships will be formed to address SDOH.
• New policies will impact the way we measure and address SDOH.
• Expanding the definition of SDOH.

Equity, Diversity, Inclusion, and Belonging Trends

• Opportunities and uncertainties on the horizon for EDIB initiatives.
• Technology will provide crucial insights into the impact and effectiveness of EDIB initiatives.
• Intersectional approaches will provide a more nuanced and inclusive delivery of EDIB workplace initiatives.

While the social sector faces a complex landscape of opportunities and threats in 2025, Social Current is here to partner with you along the way. By staying agile, adaptable, and mission-driven, social sector organizations can continue to thrive in the coming year. Social Current offers a variety of resources and solutions services to help you navigate funding and policy changes, build workforce resilience, and address social determinants of health. We are committed to helping you achieve your mission and make a positive impact in your community.

Download the full trend report for details and ways to partner with Social Current.

How to Access Our Specialized Researchers & Tools

As you plan for 2025 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 now accepting presentation proposals for its SPARK 2025 conference, to be held Oct. 20-21 in Chicago. This event will activate our collective power by sparking bold thinking and new conversations around some of our sector’s most vexing challenges. SPARK 2025 will offer a forum to connect, learn, refuel, and be inspired.

The deadline to submit presentations was Jan 28, 2025.

Social Current’s mission is to advocate for and implement equitable solutions through collaboration, innovation, federal public policy, and practice excellence. This conference will convene and unite a diverse community from across our network and sector to share their expertise and drive toward an equitable society where all people can thrive.

Proposal Guidelines and Deadlines

• All workshop proposals must be submitted through the online submission form by Jan. 28, 2025.
• All required information must be submitted for consideration.
• Proposed content should be appropriate for the 90-minute sessions. Participants prefer interactive sessions with clear takeaways and tools, rather than exclusively lecture.
• A maximum of three presenters/panelists is recommended.
• Workshops intended to sell a product, consultant, or program will not be considered.
• Submitting a proposal does not guarantee acceptance. Individuals will be notified by April 18, 2025 if their presentations have been selected for the SPARK 2025 program.
• Presenters are not paid for their participation but will receive a $75 discount on the conference registration rate.

Core Areas of Focus

Social Current welcomes presentations that will engage, challenge, educate, and inspire participants to act. While emphasis will be placed on the core areas below, we welcome submissions that address other current issues affecting and important to our sector.

Brain-Friendly and Trauma-Informed Approaches
Sessions should address the integration of brain-friendly, healing-centered, and trauma-informed knowledge, skills, and strategies into change efforts for programs, organizational culture, and/or systems. Consider topics that highlight how we apply brain-friendly and trauma-informed interventions to prevent toxic stress and increase positive experiences for children, families, social sector workforce, and communities. Suggested topics also include ways to merge brain-friendly and equity, diversity, and inclusion practices to strengthen our organizations.

Child, Family, and Community Well-Being
Sessions should describe innovative strategies for nurturing child and family well-being within communities, including efforts to transform child welfare systems into 21st-century child and family well-being systems, which involves but is not limited to child protective services. Consider proactive, public health approaches that address the social determinants of health, separate neglect from abuse, prioritize equitable solutions to better support families, and shift power toward families and communities and those with lived experience.

COA Accreditation
Sessions should discuss keys to achieving COA Accreditation and explore the immediate and ongoing benefits of accreditation on organizations, the workforce, and persons served. Consider topics such as the return on investment in COA Accreditation, the importance of using data and quality improvement processes to impact service delivery, how to engage your board and/or staff in the COA Accreditation process, ways to leverage your accreditation, and “best in class” examples of standard implementation.

Equity, Diversity, Inclusion
Sessions should address how to create just, fair, and inclusive organizational cultures and communities through policies, practices, and leadership, despite legal, political, and additional external factors that are challenging EDI efforts. Consider topics related to addressing inequity in health, education, wealth, systems involvement, and the workplace based on race, sexual orientation, age, gender, socio-economic status, and ability.

Government Affairs and Advocacy
Sessions should explore strategies to effect positive change locally, regionally, or nationally. We invite presentations that share insight on how to successfully influence policy, engage lawmakers, and mobilize grassroots efforts. These sessions will examine the intersection of public policy, community engagement, and social impact with the goal of creating a more just and equitable society.

Leadership and Organizational Development
Sessions should discuss leadership approaches, strategies, and frameworks for developing the next generation of social sector leaders so that they can address challenges and sustain success to achieve greater impact. Consider approaches that promote the skills needed to create and sustain equitable, inclusive, organizational cultures.

Submit your proposal through the online submission form by Jan. 28, 2025.

Social Current has recently received funding to support its work to further child, family, and community well-being. The organization will work in concert with partners and community-based organizations to provide training and technical assistance for the initiatives.

“Social Current has proven itself as a facilitator and training and technical assistance provider by creating access to experts, facilitating peer-to-peer learning, emphasizing lived experience, and supporting progress through research and evaluation,” said Jody Levison-Johnson, president and CEO. “We are proud to have been selected for these initiatives and look forward to advancing child, family, and community well-being so that all people can thrive.”

About the Initiatives

Quality Improvement Center on Helplines and Hotlines
Social Current and the Children’s Trust Fund Alliance are partnering with Evident Change, which has been awarded a five-year cooperative agreement with the Children’s Bureau, a division of the Administration for Children and Families (ACF), Administration on Children, Youth, and Families (ACYF).

The Quality Improvement Center on Helplines and Hotlines will be the resource for collecting and sharing national models and best practices in implementing community-based helplines as an alternative to child protective services (CPS) hotlines. The Center will also develop evidence-informed training for mandated reporters and hotline staff to learn skills to overcome bias in decision making and distinguish between poverty and willful neglect in child abuse reporting.

This project is supported by the Administration for Children and Families (ACF) of the United States (U.S.) Department of Health and Human Services (HHS) as part of a financial assistance award totaling $2,492,412 with 100 percent funded by ACF/HHS. The contents are those of the author(s) and do not necessarily represent the official views of, nor an endorsement, by ACF/HHS, or the U.S. Government. For more information, please visit the ACF website, Administrative and National Policy Requirements.

The Justice Initiative: Learning Network for Juvenile Justice Funding
Social Current is working with the National Partnership for Juvenile Services (NPJS) on this three-year initiative to enhance organizational capacity and resilience by increasing access to Office of Justice Programs (OJP) funding for community-based organizations serving youth in marginalized communities. This initiative focuses on organizations that provide juvenile justice services and victim services to individuals who face significant challenges, including racial bias and inadequate health care, which were exacerbated during the COVID-19 pandemic.

It will establish a learning network for 75 community-based organizations and impacted community members, with a focus on organizations that serve communities of color, indigenous and rural communities, persons with different abilities, and LGBTQ+ individuals. The initiative will provide training and technical assistance, focusing on the Extension for Community Healthcare Outcome model. Participants will learn from experts and each other to enhance the quality of services they provide and build skills to better access OJP funding.

This project is supported by cooperative agreement number 15PBJA-24-GK-04088-MUMU, awarded by the Bureau of Justice Assistance. The opinions, findings, and conclusions or recommendations expressed in this product are those of the contributors and do not necessarily represent the official position or policies of the U.S. Department of Justice.

OJJDP Building Local Continuums of Care to Support Youth Success
This initiative, awarded to JBS International in 2023, has received extended funding to enhance local continuums of care and opportunity. Social Current will collaborate with JBS and other project partners to respond to the training and technical assistance needs of communities. This initiative’s goals are to:

• Identify strategies that support promising and evidence-based approaches that advance the long-term well-being and success of youth and their families
• Develop economic impact strategies that result in cost savings, and identify how those cost savings can be reinvested into the larger continuum of care
• Establish a sustainable framework that supports the decarceration of youth and the diversion of children identified as being at risk of involvement in the criminal justice system through a coordinated, collaborative strategy and also promotes safe communities

Social Current will provide support to carry out training and technical assistance activities, including planning and coaching meetings; developing literature reviews, trainings, and tools; and more.

This project is supported by cooperative agreement number 15PJDP-23-GK-06136-JRIX, awarded by the Office of Juvenile Justice and Delinquency Prevention, Office of Justice Programs, U.S. Department of Justice. The opinions, findings, and conclusions or recommendations expressed in this product are those of the contributors and do not necessarily represent the official position or policies of the U.S. Department of Justice.

Learn more about Social Current’s Child, Family, and Community Well-Being Impact Area.