The U.S. Department of Labor has announced pivotal updates to the Fair Labor Standards Act regulations, marking a substantial shift in federal overtime pay requirements for salaried employees classified under executive, administrative, and professional (EAP) exemptions. Scheduled to take effect on July 1, these revisions aim to extend overtime protections by raising the salary thresholds necessary to classify workers as exempt from overtime.

The newly established regulations will initially increase the standard salary level to $43,888 annually, an adjustment based on the previous methodology from the 2019 update. This threshold is set to rise to $58,656 beginning Jan. 1, 2025. These changes reflect the department’s commitment to ensuring the salary level continues to serve its function of effectively differentiating between exempt and nonexempt employees. Moreover, the rule introduces adjustments to the compensation threshold for highly compensated employees, with scheduled updates occurring every three years starting July 1, 2027, to respond to ongoing changes in wage data.

Acting Secretary Julie Su emphasized the rule’s intent to uphold the principle that employees who work 40 hours per week should receive appropriate compensation for overtime. The adjustments seek to correct imbalances in which lower-paid salaried workers performing similar tasks to their hourly counterparts receive no additional pay for extra work hours.

This revision came after extensive consultations with various stakeholders, including employers, unions, and workers, and considered over 33,000 public comments. The updates aim to provide better pay equity and more quality time with families for those affected.

Wage and Hour Administrator Jessica Looman highlighted the rule’s benefits, stating it will bring more predictability and economic security to millions working long hours without corresponding overtime pay. By clearly defining EAP employees, the department ensures those deserving of overtime receive it, while others gain more time with their families.

The Department of Labor projects these updates will initially enhance the livelihoods of approximately one million employees, with millions more benefiting from the full implementation of the new salary thresholds. This regulatory change underscores a significant advancement in labor standards, aiming to reinforce numerous American workers’ earning potential and work-life balance.

Biden-Harris Administration Allocates $3 Billion to Eradicate Toxic Lead Pipes

In a significant move to secure clean drinking water for all Americans, President Joe Biden’s Investing in America agenda is dedicating $3 billion to replace toxic lead pipes nationwide. Announced in North Carolina, this funding is part of the president’s broader commitment, per his Bipartisan Infrastructure Deal, to eliminate all lead pipes in the U.S. within the next decade.

Lead exposure, known for its severe impact on health—particularly in children, where it can damage brain development—is prevalent in over nine million homes, schools, and other establishments that still rely on lead piping. This issue disproportionately affects low-income and minority communities, compounded by historic underinvestment in infrastructure.

The $3 billion investment is administered by the Environmental Protection Agency (EPA) as part of an unprecedented $15 billion explicitly allocated for lead pipe replacement. The initiative aims to rectify legacy health hazards and generate numerous high-quality jobs, many of which are unionized positions. This initiative aligns with the Justice40 Initiative, ensuring that 40% of the benefits from such federal investments are directed towards disadvantaged communities.

Furthermore, the Department of Housing and Urban Development (HUD) is bolstering these efforts with nearly $90 million to mitigate health hazards in public housing, encompassing threats from lead-based paint and other environmental risks.

The funding has spurred action across the states, with North Carolina alone investing nearly $2 billion in over 800 water-related projects. Additionally, significant funds are being used to test for and eliminate lead hazards in schools and child care centers throughout the state, setting a precedent for nationwide educational safety standards.

This comprehensive approach not only addresses immediate health concerns but contributes to the workforce development in the water infrastructure sector. Unions like the Laborers’ International Union of North America and the United Association of Plumbers and Pipefitters are actively training workers to replace lead pipes, highlighting the administration’s dual focus on public health and economic growth.

By fostering collaboration among federal, state, and local entities and directly engaging with communities most affected by lead exposure, the Biden-Harris administration is making a historic push toward a safer, healthier future for all Americans. This initiative promises to dramatically accelerate efforts to replace hazardous lead pipes, ensuring cleaner water and healthier communities nationwide.

Senate Finance Committee Hearing Addresses the Fallout of the Change Healthcare Cyberattack

On May 1, the U.S. Senate Finance Committee convened a crucial hearing titled “Hacking America’s Health Care: Assessing the Change Healthcare Cyber Attack and What’s Next,” with testimony from key stakeholders, including Andrew Witty, CEO of UnitedHealth Group, which owns Change Healthcare. This hearing aimed to dissect the impacts and future implications of the February cyberattack on Change Healthcare—a significant incident that starkly compromised the U.S. health care system.

Overview of the Cyberattack Impact
The cyberattack, identified as a nation-state-associated threat, led Change Healthcare to disconnect its systems to thwart further data breaches. This move, however, severely disrupted health care operations across the country. Providers could not process insurance verifications, claims, or payments, significantly straining the health care delivery system. According to an American Hospital Association survey, over 90% of hospitals reported financial repercussions, with more than 70% noting direct impacts on patient care.

Statements from Senate Members
Senator Mike Crapo emphasized the extensive disruption caused by the attack, highlighting the federal government’s delayed response, which exacerbated the situation. He stressed the importance of learning from this incident to bolster cybersecurity measures across the health care sector.

Senator Ron Wyden criticized UnitedHealth Group for its inadequate cybersecurity measures as well as the lack of transparency and accountability in the aftermath of the attack. He pointed out the broader implications of such cybersecurity vulnerabilities, emphasizing the necessity for stringent cybersecurity standards and enforcement within the health care industry.

Testimony from UnitedHealth Group’s CEO
Andrew Witty expressed profound regret over the incident, detailing UnitedHealth’s immediate and extensive measures to mitigate the impact, including severing connections to affected systems and collaborating with law enforcement. Witty outlined the proactive steps taken to secure systems, ensure continuity of care, and support financial operations within the health care sector. He acknowledged the ongoing challenges but reassured the committee of the company’s commitment to restoring trust and security in its operations.

Committee’s Response and Future Directions
The hearing underscored the critical need for enhanced cybersecurity protocols and preparedness across the health care sector to prevent future incidents. Discussions focused on establishing mandatory security standards and the potential for more rigorous federal oversight and support for cybersecurity in health care.

The Senate Finance Committee’s hearing marks a pivotal moment in addressing cybersecurity in health care, highlighting the urgent need for comprehensive strategies to safeguard patient information and ensure the resilience of health systems against cyber threats. The testimonies and discussions from this hearing will likely influence future legislative and regulatory actions to strengthen the nation’s defense against cyberattacks in health care.

Subscribe to the Policy and Advocacy Radar to receive our biweekly policy roundup, which includes commentary on issues in Social Current’s federal policy agenda, opportunities to take action, and curated news and opportunities.

The 2024 edition of updates to the standards for COA Accreditation are now available. These targeted enhancements to the standards are the result of our annual update process and include changes based on ongoing collection and analysis of feedback received from our network, collaboration with diverse groups of subject matter experts, and a review of research and professional literature on identified trends and evolving practices.

Our collaborative update process is designed to ensure the standards remain up-to-date, research-based, and field-informed, promoting improved outcomes for individuals, families, and communities.

Who’s Affected

These changes impact private, public, and Canadian organizations seeking COA accreditation or reaccreditation. The 2024 edition of updates will not impact organizations that are currently pursuing accreditation or re-accreditation and have already been assigned standards in the MyCOA portal.

When It Is Happening

Standards assignments for COA Accreditation using the new standards began April 19, 2024.

What’s Changing In Our Standards

The Adult Protective Services standards have been revised to better address current literature on screening, investigation, service delivery, and collaboration with community partners. These revisions aim to mitigate or eliminate the risk of abuse, neglect, and exploitation for vulnerable adults, emphasizing safety, independence, and overall well-being. The 2024 updates to APS include new or revised content on:

  • Staff qualifications
  • Workload and work-related stressors
  • Properly identifying and routing cases for the most positive outcomes
  • Investigation protocols
  • Case monitoring
  • Procedures for case closures  

The Crisis Response and Information Services (CRI) standards have been expanded to better reflect the full spectrum of crisis services. The 2024 updates to CRI include:

  • Greater emphasis throughout on creating collaborative crisis response systems and community partnerships
  • Greater emphasis throughout on trauma-informed, culturally-responsive, and person-centered care
  • New content on staff with lived experience
  • New content related to the use of telehealth in crisis care
  • New content on crisis services provided in group settings
  • New content on rape crisis and victim services
  • New content for mobile crisis response services including a new Core Concept, CRI 6: Mobile Crisis Response Services
  • New content for short-term crisis receiving and stabilization units that were all previously accredited under Residential Treatment Services (RTX) including two new Core Concepts, CRI 7: Crisis Receiving and Stabilization Services and CRI 8: Crisis Receiving and Stabilization Facilities
  • New and revised content on law enforcement involvement

We have revised our standards for Domestic Violence Services (DV) to better address important topics in the field and encourage practices that promote survivors’ well-being. The 2024 updates to DV include:

  • New and revised content on the range of supportive services that can enable survivors to heal, access resources, develop connections, and build skills
  • New and revised content focused on improving the well-being of survivors’ children
  • Revised content addressing processes for intake and assessment
  • New and revised content on telephonic crisis intervention services
  • New content on support for personnel
  • Updated expectations regarding evidence of standard implementation that reflect best practices for record keeping when working with survivors

We have revised our standards for Integrated Care; Health Homes (ICHH) to better address important topics in the field, including shared decision making and the social factors that can impact health outcomes. The 2024 updates to ICHH include:

  • An overall shift towards person-centered language and away from terms like “client,” “patient,” or “service recipient” 
  • Greater emphasis throughout on putting the individual or family at the center of all service delivery decisions 
  • New and revised content on identifying and addressing the social determinants of health to promote whole-person care and equitable health outcomes
  • New content on staff with lived experience 
  • New and revised content on health information technologies
  • New and revised content on crisis and/or safety planning
  • Updates to ICHH 4: Intake and Assessment

The standards for Intellectual and Developmental Disabilities Services (IDDS) have been revised to better address key topics in the field including personnel competencies, the inclusion of workers with lived experience, caregiver/family education and support, and the delivery of individualized therapeutic interventions to address symptoms that inhibit positive functioning and quality of life. The 2024 updates to IDDS include:

  • A revised Purpose Standard and Definition
  • New and revised content related to staff qualifications
  • New and revised content related to peer support in IDDS services, including new content on staff with lived experience
  • New content on therapeutic services for individuals with IDD including a new Core Concept, IDDS 5: Therapeutic Services
  • New and revised content on procedures for transitioning individuals to another level of care

We have revised our standards for Mental Health and/or Substance Use Services in response to SAMHSA releasing its updated criteria for Certified Community Behavioral Health Clinics (CCBHCs) in March 2023. As more states require independent accreditation for CCBHCs in their state certification processes, Social Current is committed to meeting the needs of these clinics nationwide. These CCBHC updates apply only to private and public entities operating in the United States.  We have also updated the MHSU standards to reflect current literature and practice in behavioral health including new or revised content related to key topics in the field such as rehabilitation and recovery, care coordination, shared decision making, and the social factors that can impact health outcomes. These updates apply to private and public entities operating in the United States or Canada. The 2024 updates to MHSU include:

  • A revised Purpose Standard and Definition
  • New and revised content related to staff qualifications
  • New and revised content related to peer support in IDDS services, including new content on staff with lived experience
  • New content on therapeutic services for individuals with IDD including a new Core Concept, IDDS 5: Therapeutic Services
  • New and revised content on procedures for transitioning individuals to another level of care

We have revised our standards for Pregnancy Support Services (PS) to better address important topics in the field and support the health and well-being of pregnant individuals. The 2024 updates to PS include new and revised content addressing:

  • Counseling and support that can help individuals make decisions about their pregnancies
  • Education and support services that promote positive functioning and help individuals attain goals
  • Education and support services that encourage healthy births and promote preparation for parenthood

The Respite Care (RC) standards have been updated to reflect current literature and practice including effective, person-centered respite care. The 2024 updates to RC include:

  • New content centering caregiver involvement in provider training and service delivery
  • Improved clarity on service environment practices and procedures
  • Greater emphasis throughout on caregiver and care recipient voice and choice
  • New content related to care recipient safety and well-being

We have revised our standards for Wilderness and Adventure-Based Therapeutic Outdoor Services (WT) and the Experiential Education Supplement (EES) to better capture the intent and functionality of these programs. The 2024 updates to WT and EES include:

  • New content on respecting Indigenous land and cultural traditions
  • The inclusion of adventure-based services for adult populations
  • New and revised content related to the health and safety of personnel and persons served
  • New and revised content on providing person-centered, trauma-informed care
  • Clarity on the definition and intent of WT programs to offer clinical services in a natural environment

In response to feedback from our network, we are also releasing a collection of revisions throughout the COA Accreditation standards to provide clarity and/or remain current with trends in the field. Highlights include:

  • Updates to the Person-Centered Logic model standards, evidence, and rating indicators where applicable
  • Adjusting CPR training requirements for Canadian organizations from a two-year to three-year cycle to align with prevailing industry standards in Canada
  • A new standard in ASE 2 on prohibited practices
  • A new standard in GOV 3 on providing meaningful opportunities for individuals and families to influence the design, delivery, and evaluation of an organization’s programs and services

Download a full list of standards impacted by the 2024 updates.

Our Standards Update Process

The 2024 COA Accreditation standards updates reflect changes made based on evolving practices, ongoing review of relevant literature, and the continuous feedback we receive from our network, including volunteer reviewers and accredited organizations. More specifically, updating the 2024 Standards involved:

  • Collection, in-depth review, and synthesis of prominent published research and professional literature in targeted areas
  • Review of standards drafts and discussion of trends in the field with Standards Advisory Panels comprised of subject matter experts, agency leaders, and service providers
  • Collection and review of feedback solicited from Social Current’s network, including through the “Provide Feedback” button found in the MyCOA and VIP portals
  • Sharing drafts online for a period of field comment to solicit feedback from Social Current’s network and the broader social service sector

Questions?

If you are currently pursuing accreditation or re-accreditation, reach out to your accreditation coordinator.

If you are seeking accreditation for the first time, please contact Joe Perrow.

For additional information about COA Accreditation standards, please contact Melissa Dury.

At Social Current’s SPARK 2023 conference last October, I announced our New Narrative campaign and shared that Social Current would be collaborating on the social impact campaign for the film UnCharitable. After months of planning and conversations with our UnCharitable colleagues, I am excited to announce that Social Current will be the catalyst, convener, and activator on the social impact campaign for UnCharitable.

While ideas are still taking shape, we are excited that, together with the UnCharitable team, we will be working to solidify funding and identify an initial cohort of communities to create, test, and refine strategies to change the perception and fundamentally redefine the nonprofit sector and its ability to solve social problems.

We will be sharing more details in the coming months and at SPARK 2024 in Denver this October and are excited about the future opportunities for you and your organizations to be part of this important work.

The important work of creating an equitable society where all people can thrive cannot be achieved without the support of diverse community-based partnerships. Global Volunteer Month, celebrated in April, provides a great opportunity to acknowledge and celebrate partners that donate time, resources, and expertise to make a difference in our communities.

Social Current is grateful for its corporate social responsibility partners, which bolster our network’s impact by engaging teams of corporate volunteers and generously donating resources.

Aramark

Social Current is grateful for our 16-year partnership with Aramark. Rooted in service and united by purpose, Aramark strives to do great things for its employees, partners, communities, and planet. Their global volunteer program, Aramark Building Community, engages the talents and passions of employees to develop solutions that address challenges caused by lack of access to healthy food and proper nutrition, financial insecurity, and inequitable environments. The program drives stronger communities, creates employee volunteer opportunities, and encourages employees to give back to their local communities.

The Aramark Building Community grant program and team of engaged volunteers have been an incredible support for Social Current partner Branches in Miami, especially over the holidays. Aramark volunteers cooked, packaged, and delivered meals over Thanksgiving, while also purchasing and wrapping gifts for college students during the holidays.

“We are continually grateful for the service-minded spirit of Aramark volunteers,” said Sarah Pattinson, associate director of development at Branches. “They come ready to serve the community and to tackle any project we present them with. They serve with joy and are always willing to go above and beyond for others.”

CSC ServiceWorks

Since 2021, Social Current has partnered with CSC ServiceWorks, the leading provider of laundry solutions and air vending services throughout the U.S., Canada, and Europe.

CSC CommunityWorks’ Signature Services program works with community organizations to provide reliable access to clean laundry and basic supports. They believe access to clean laundry is essential to helping people be successful in school and work as well as to maintain healthy lifestyles. CSC teams support their local community-based organizations by providing washer, dryer, air, and vacuum equipment; ongoing service for these machines; and volunteer support. Through their donations of washers, dryers, and ongoing equipment maintenance, CSC helps strengthen the capacity of Social Current partners who are providing essential services.

“The equipment [provided by CSC ServiceWorks] has allowed us to keep our laundry done in a timely fashion because our machines stay in operation,” said  Danny Whitley, chief facilities officer at Thompson Child and Family Focus in Matthews, North Carolina. “We are 24/7 facility, and laundry is crucial to our care.”

Rodney Prystash, director of facilities/operations at Auberle in McKeesport, Pennsylvania, shared, “The six high-quality washer and dryer units provided by CSC ServiceWorks have really helped meet the need for families residing at our homeless family shelters, and for the young women and men at our semi-independent living programs. The donated equipment and volunteer installations have allowed us to use resources for other critical items for those that we serve.”

 

Social Current celebrates and thanks all of its corporate volunteers, working in partnership with our network of organizations and helping us implement equitable solutions to society’s toughest challenges. For questions about Social Current’s corporate partnerships, please contact Emily Merritt, senior manager of corporate partnerships.

The Biden-Harris administration announced significant updates to the Office of Management and Budget’s (OMB) Guidance for Federal Financial Assistance. This pivotal move will make over $1.2 trillion in federal funds more accessible for families, communities, and small businesses. These modifications, representing the most substantial changes to the federal grants process since the Uniform Grants Guidance was instituted 10 years ago, are designed to streamline and clarify the requirements associated with federal funding.

The revised Uniform Grants Guidance focuses on reducing unnecessary compliance costs and administrative burdens. The goal is to make it easier for recipients, particularly those in underserved communities, to access essential funding without getting bogged down by bureaucratic complexities. The guidance notably emphasizes the importance of data and evaluation in program development and implementation, ensuring that federal funds are used effectively to achieve meaningful outcomes.

One of the fundamental changes includes the simplification of the Notice of Funding Opportunities (NOFOs). By rewriting NOFOs in plain language and including an executive summary, they look to help non-experts and smaller organizations more clearly understand program objectives and application requirements. Furthermore, the guidance promotes equity by removing the requirement to use English in notices, applications, and reporting. The updates also stress the need for federal agencies to engage with affected communities actively. This involves consultations with nonprofits, labor unions, and Tribal governments, as well as the use of responsible contractors.

Accompanying the guidance revisions, the OMB has issued an implementation memorandum that directs federal agencies to adopt these changes by Oct. 1. This directive includes additional tools to strengthen the administration of federal financial assistance, ensuring that agencies and recipients can focus more on delivering impactful results, rather than navigating the complexities of administrative requirements.

This overhaul of the grants guidance was informed by a comprehensive review process involving over 50 federal agencies and considering more than 3,200 public comments, reflecting a broad spectrum of stakeholder insights. By making these adjustments, the Biden-Harris administration aims to foster a more supportive and transparent environment for federal grant recipients.

Senate Hearing Focuses on Solutions for the Long-Term Care Workforce Crisis

On April 16, the Senate Special Committee on Aging convened the hearing, “The Long-Term Care Workforce: Addressing Shortages and Improving the Profession,” chaired by Sen. Bob Casey. The hearing assembled a diverse group of stakeholders to discuss pressing issues facing the long-term care workforce and explore potential legislative and practical solutions.

In his opening statement, Sen. Casey underscored the dire situation in long-term care settings, where staffing shortages have become increasingly prevalent, significantly affecting the quality of care. He highlighted the introduction of the Long-Term Care Workforce Support Act, a legislative effort aiming to provide comprehensive support for the workforce, including improved compensation, respect, and a safe working environment.

Ranking member Sen. Mike Braun emphasized the importance of state-led initiatives and flexibility, critiquing a one-size-fits-all approach. He advocated for innovative local solutions to bolster the workforce without imposing burdensome federal regulations.

Testimonies from frontline workers and educators provided a personal touch to statistics. Brooke Vogleman, a licensed practical nurse, shared her journey and the ongoing challenges in the profession, including the reliance on temporary staffing agencies due to chronic understaffing and burnout exacerbated by the pandemic. Additionally, Nicholas Smith, a direct support professional, detailed his role’s physical and emotional toll, illustrating the critical need for better compensation and support systems to prevent burnout and ensure a sustainable workforce.

Dr. Matthew Connell from Ivy Tech Community College highlighted Indiana’s educational initiatives that address workforce shortages through targeted training programs, demonstrating the potential impact of academic and professional development opportunities. Assistant Professor Jasmine Travers from New York University provided an academic perspective, noting the severe impact of staffing shortages on patient care and calling for systemic changes to improve working conditions and compensation.

The hearing vividly depicted the challenges and opportunities within the long-term care sector. It called for a unified approach where federal and state governments, educational institutions, and health care providers enact meaningful reforms that ensure quality care for the aging population and respect and support those who provide this indispensable service. The testimonies and discussions from the hearing underscored a commitment to transforming the long-term care workforce into a more sustainable, respected, and professionally rewarding field.

Exploring the Biden-Harris Administration’s Vision for America’s Future

As the Biden-Harris administration forges ahead into the second half of its term, recent White House briefings offered a window into the diverse strategies that aim to reshape America’s economic and social fabric. These briefings, covering a broad spectrum of initiatives, underscored a commitment to steering the nation through pressing challenges while laying a foundation for sustainable growth. Each briefing articulated distinct yet interconnected objectives, reflecting the administration’s intentions to actively balance immediate needs with long-term goals.

Highlights from the FY2025 Budget Briefing
In a comprehensive briefing on the FY2025 budget, Shalanda Young, director of the OMB, outlined the administration’s strategic fiscal objectives aimed at fortifying the economic landscape of the U.S. Central to the budget are measures to reduce living costs, spur economic growth, decrease the federal deficit and safeguard entitlement programs, such as Social Security and Medicare.

Key initiatives include continuing efforts to lower drug prices, exemplified by the imposition of a $35 cap on insulin and enhanced Medicare negotiations. The briefing also detailed fiscal supports for housing, with notable proposals like a $10,000 credit for first-time homebuyers and equivalent incentives for existing homeowners facing higher mortgages. Additionally, the budget advocates for expanded child care subsidies and a significant $150 billion allocation towards Medicaid home-based services. The economic growth strategy hinges on investments in manufacturing, clean energy, and healthcare, complemented by tax reforms favoring lower and middle-income families and robust measures against tax fraud.

The Biden-Harris Agenda for Bipartisan Collaboration

Emmy Ruiz, assistant to the president and political director, also introduced a session emphasizing bipartisan cooperation under the Biden-Harris administration’s Unity Agenda. Key areas of focus include tackling the opioid crisis, enhancing mental health services, supporting veterans, regulating big tech, and combatting cancer.

Health and Human Services Secretary Xavier Becerra elaborated on initiatives like the significant expansion of the 988 behavioral health crisis line and targets set by the cancer moonshot initiative to halve cancer fatalities within 25 years. Contributions from Dr. Rahul Gupta and other officials highlighted ongoing efforts to curb the opioid epidemic. They underscored the administration’s commitment to broad health care improvements, including increased drug affordability and enhanced treatment options for addiction.

Subscribe to the Policy and Advocacy Radar to receive our biweekly policy roundup, which includes commentary on issues in Social Current’s federal policy agenda, opportunities to take action, and curated news and opportunities.

Advancing equity, diversity, and inclusion (EDI) is an ongoing journey that requires continuous learning and dialogue among all staff. Through our work, we know that organizations are the most effective in advancing EDI when they build an organizational culture that deeply embeds these precepts at multiple levels. That’s why we are offering a variety of opportunities to meet the needs of staff with varying responsibilities and current knowledge of EDI concepts.

Our slate of upcoming virtual learning opportunities provides solutions for:

Learn more and register for upcoming sessions. Social Current Impact Partners and organizations that have achieved COA Accreditation receive a discounted rate.

EDI Essentials for Supervisors

Supervisors play a key role in supporting and retaining staff, engaging diverse teams, and fostering a sense of belonging, so it’s important to make sure they are equipped with the right knowledge and tools. Being an effective supervisor requires specific skills that are often unaddressed and underdeveloped.

Using equity, diversity, and inclusion principles as the foundation, this virtual learning series will help supervisors support and engage their team members’ varied views, experiences, and capabilities.

These sessions are offered throughout the year to provide supervisors with continual learning, networking, and support. Register for individual sessions or save by purchasing the entire series.

Translating EDI Practice Into Action

Successfully leading EDI initiatives requires a deep understanding of the common challenges that affect organizational culture, as well as practices that build bridges and create a stronger community. This virtual learning series is designed for staff who are leading their organizations’ EDI efforts and want to grow their understanding and application of key EDI concepts. Participants will be able to better address complex workplace dynamics and craft meaningful strategies for growth.

These sessions are designed for staff who are new to leading EDI initiatives, or as a refresher course for those looking to revamp or relaunch an EDI initiative. Register for single sessions or save by purchasing the entire series.

Advancing Equity Workshop: Fundamentals to Support Your Journey

During this three-part virtual workshop, participants will learn and engage in a safe environment, where they can ask questions and share reflections with their peers. Using Social Current’s three-prong approach to EDI (Person, Organization and Systems), the presenters will encourage participants to develop a deeper personal EDI journey, to build an inclusive work culture, and to become more aware of the systems that impact us all.

Participants will explore their relationships with EDI in a safe environment and increase understanding of how to build an equitable and inclusive workplace culture and foster psychological safety. In addition, they will explore the phases of organizational growth in EDI and learn about the essential components of a successful EDI plan. Participants will gain the foundation they need to create their own EDI plan.

Learn more and register for this three-part workshop, to be held July 9, July 16, and July 25.

Customized Consulting

Social Current also offers support and training through our EDI consulting. Our services build on decades of work with nonprofit organizations and knowledge about what makes EDI efforts successful. Learn more and contact us to get started.

Lauri Goldkind, associate professor at Fordham University, will lead a session on artificial intelligence (AI) in human services at the upcoming CEO Convening, May 1-3 in Detroit. During the session, she’ll help participants assess opportunities and challenges related to using AI in human services organizations. This rapidly developing technology holds promising benefits for greater efficiency and effectiveness; however, it must be implemented strategically. Participants will be introduced to the three main applications of generative AI, learn how to conduct an organizational readiness assessment, and consider the elements of an organizational AI policy.

Goldkind’s research interests include data justice, AI and data ecosystems in nonprofit management, and telemental health and human rights. She has coauthored two articles for Social Current’s journal, Families in Society: The Journal of Contemporary Social Services. The journal offers peer-reviewed content that continually advances the social work profession.

“That’s the Beauty of It”: Practitioners Describe the Affordances of Direct-to-Consumer Tele-Mental Health
Lauri Goldkind and Lea Wolf
Published 2021, Vol. 102 (Issue 4)

This qualitative study uses the framework of affordances, derived from James Jerome Gibson, to examine what social work practitioners working on direct-to-consumer tele-mental health (DTCTMH) platforms are discovering about the features, benefits, and constraints of virtual therapy.

An interpretive phenomenological approach was employed to document the lived experiences of social workers who practice in this manner. According to the practitioners interviewed, for a subset of individuals seeking treatment, DTCTMH can offer meaningful interpersonal interaction that confers benefit. Key affordances include accessibility, anonymity, meaningful work, autonomy, lifelong learning, and access by new populations. Practitioners simultaneously acknowledge the ethical complexities and structural challenges of DTCTMH practice. The article concludes with suggestions for future research, policy, and practice.

Selling Your Soul on the Information Superhighway: Consenting to Services in Direct-to-Consumer Tele-Mental Health
Lauri Goldkind and Lea Wolf
Published 2020, Vol. 101 (Issue 1)

The practice of on-demand digital psychotherapy presents ethical questions, as new economic models, service delivery systems, and therapeutic models are introduced. Virtual therapy, now offered on a subscription basis by third-party providers, requires users to accept terms of service (ToS) agreements.

This article describes the results of a survey in which participants (n = 579) were asked to compare the values of the Human Rights framework with the language of one tele-mental health platform’s ToS user agreement. Findings suggest that those clients with prior experience with a mental health professional will find the ToS agreements to be the most ethically compromised. Similarly, individuals who are employed and have attained a higher level of education also found the ToS to be ethically suspect. Of those who were surveyed, individuals who hold less education and those who are unemployed, may be at most risk for signing consent to a system they do not understand. The study provides one example of the ethical questions that emerge from the introduction of a new model of for-profit service provision in mental health. Recommendations for consumers and practitioners are suggested.

How to Gain Access to Social Work Research

Social Current’s Knowledge and Insights Center offers the research and resources human services professionals need to stay current on emerging trends, implement practices, and advance organizational excellence. One feature of the Knowledge and Insights Center is the complete collection of Families in Society journal content, dating back to 1920.

In addition, users have access to an extensive resource library with thousands of catalog records in more than 20 topic collections, EBSCOhost, and customized research requests with knowledgeable librarians.

The Knowledge and Insights Center is one of the many benefits of being a Social Current Impact Partner. Other benefits include convenings and networking opportunities, complimentary participation in our workforce resilience virtual learning series, and special cost savings on solutions from Social Current and our Strategic Industry Partners.

Organizations may also purchase access to the Knowledge and Insights Center.

April is National Child Abuse Prevention Month. Since 1983, when Child Abuse Prevention Month was first established, this national recognition has coalesced efforts to bring communities together to serve children and their families in meaningful, impactful ways that provide families what they need to thrive through both calm and challenging times.

Child abuse prevention efforts have evolved over the years. For example, when the Commission to Eliminate Child Abuse and Neglect Fatalities released its final report in 2016, it was intended to equip policymakers, practitioners, and advocates with the tools needed to fundamentally reform child welfare. It outlined a vision for a 21st-century child welfare system predicated on a proactive public health approach that was framed by greater leadership and accountability, decisions grounded in better data and research, and multidisciplinary support for families.

In October 2019, the Department of Justice, Office for Victims of Crime launched the Child Safety Forward initiative, with technical assistance provided by Social Current, to test strategies based on the commission’s report for a public health approach to reducing child abuse and neglect fatalities. We issued our final evaluation report on the initiative last year, and in that report, identified three very important themes that  emerged across this work.

  • Invest in protective factors
  • Address disproportionality and racial bias
  • Meaningfully engage the community and people with lived experience

First, many organizations and jurisdictions began their work with a focus on risk factors among children. However, because these initiatives took place during the COVID-19 pandemic, we gained greater insights into the impact of concrete, economic supports for families during times of crisis. This real-time learning inspired a shift from focusing solely on risk factors to an approach that more heavily identified and addressed protective factors.

Protective factors are conditions or attributes that mitigate or eliminate risk and can increase the health and well-being of children and families. They provide parents with the tools they need to parent effectively even under stress. Major protective factors include knowledge of parenting, knowledge of child development, parental resilience, social connections, and concrete supports.

That shift in focus led to strategies that promote strengthening families and identifying supports that help children stay with their families and prevent them from entering the child welfare system, a finding that is supported by a range of recent research. In fact, April has more recently also been designated as Family Strengthening Month in response to the growing body of knowledge in support of the importance and impact of family strengthening approaches.

Secondly, it has become more evident than ever that child welfare must acknowledge and address the impact of disproportionality and racial bias across child welfare decision-making. This is a system-wide issue and will require systemic changes to address it.

And finally, what has been missing for too long in the conversation about keeping children safe is the voice of the community and those with lived experience. Parents are key to keeping their children safe and resilient. While parents have historically been placed in antagonistic roles in child welfare systems, it is critical that parents are positioned as strong partners and leaders in our efforts.

To achieve this vision, though, we must shift from a child welfare system that responds after harm has occurred to a family strengthening approach that invests in upstream preventive resources that respond to the needs and challenges of families. The challenge we face in achieving this, though, is that the framework of our child welfare system is not set up to respond unless a child has come to the attention of the system because of harm occurring or through a report from a mandatory reporter or hotline call.

Achieving a more preventive system means moving away from the idea that it is solely the function of child protective services (CPS) to keep kids safe. Instead, CPS is one component in a shared, community-wide responsibility for child and family well-being with an emphasis on prevention and a public health approach that addresses the social determinants of health.  

A public health approach to child safety and prevention of fatalities looks for the maximum benefit for the largest number of people, promoting the healthy development and well-being of all children. It works not only at the family level, but also at the community and societal level by bringing the public and private sectors together to align, leverage, and coordinate existing resources to provide support to children and families and to address risks and promote resilience before there is a crisis. Importantly, CPS remains a critical downstream component, but the goal is for fewer families to require CPS involvement.

Because communication is so vital to this shift, an additional resource for child welfare professionals is the Building Better Childhoods website and toolkit. It is based on the framing brief, “Reframing Childhood Adversity: Promoting Upstream Approaches,” developed by the FrameWorks Institute in partnership with Prevent Child Abuse America and Social Current, and provides tools and resources that can help child welfare professionals talk about the shift to a more preventative, family-strengthening system. We know this transition from a CPS-focused child welfare system to a much broader child and family well-being system is not an easy shift to make, but it is one we hope everyone can embrace as we prioritize the tools and resources needed to keep families safe, strong, and together.

We have long been aware of the impact of adverse childhood experiences (ACEs) on our long-term health and well-being. Because toxic stress from ACEs can change brain development and how the body responds to stress, their occurrence in childhood has a direct correlation to increases in substance abuse, mental illnesses, and poor health outcomes.

The Journal of the American Medical Association (JAMA) recently published a new study that puts a staggering dollar figure on that impact. Researchers found that ACEs cost our nation $14.1 trillion annually because of related adult health conditions, including direct medical spending and lost productivity.

However, the study is limited, in that it doesn’t identify the disparities in the number of ACEs impacting children and families of color, and the exponentially higher costs for this segment of our population. In fact, a recent Child Trends report indicates that 61% of Black children in the U.S. have experienced at least one ACE, as compared with 40% of white children and 23% of Asian children.

Researchers have long identified ACEs based on the Felitti scale, which identifies 10 items under two categories:

  • Maltreatment: Physical, sexual, and psychological abuse and physical and emotional neglect
  • Parental Problems: Psychopathology, substance misuse, and three forms of family instability

What’s missing is the impact of generational and historical trauma, especially racism.

Impact of Generational Trauma and Systemic Racism

Racism has a direct and measurable impact on children’s health. More families of color live in poverty than white families, which can lead to food insecurity, lack of safe housing, and reduced access to health care and education. All of these increase chronic stress in children and can have long-term health consequences, with African Americans at a higher risk for heart disease, stroke, cancer, asthma, influenza, diabetes, and HIV/AIDS. This disproportionality also is evident in incarceration rates, child welfare system involvement, and educational outcomes for African American youth, and disparities are often linked to systemic biases.

Research backs this up. A study from Princeton University sociologist Devah Pager showed that young Black men with similar education and no criminal record were much less likely to be offered a job than similar white men. It went on to show that white men with criminal records had an equal or better chance of being hired than Black men with no record. We see the same biases in housing discrimination, child separation rates in child welfare, and more.

There has been some progress in expanding the ACEs scale to reflect the toxic stress that bias and racism impart on children. For example, the team at RYSE Youth Center in Oakland expanded the original ACEs pyramid from the CDC, adding layers of collective and multigenerational thinking, layers of historical, cultural, and social context, to highlight the deeper roots of trauma and explore why these traumatic experiences occur in the first place. The CDC has since adopted the more complete picture offered by this pyramid.

For those of us who work in health and human services, it is critical that we expand our understanding of trauma and adversity beyond the 10 ACEs questions, and work to integrate both trauma-informed and antiracist efforts across the systems we support.

Embracing a Trauma-Informed Approach

One example can be found in Zero to Three’s Safe Babies Court Team™ (SBCT) approach, which focuses on minimizing trauma and its impact on early development by improving how the courts, child welfare agencies, and related child-serving organizations come together to partner with families to support their young children. This approach recognizes that some families experience great stress while raising their children due to environmental conditions—community violence, systemic racism, trauma, or health issues—that make it difficult to provide safety and stability. The Safe Babies Court Team approach does not promote a “one-size-fits-all” solution to the challenges faced by families within the child welfare system or by the system itself. By addressing the needs of each family, through housing, work opportunities, job training, transportation, substance use counseling, and more, Safe Babies Courts are showing that their children are reaching permanency three times faster than infants and toddlers in the general foster care population. Almost two-thirds of babies and toddlers are reunified or find permanent homes with members of their families.

This approach calls for practitioners to ensure all equity efforts include knowledge and practices that embed brain science concepts, including understanding the areas of our nervous system that are activated when we discuss, experience, or perpetrate racism, and how that activation creates barriers for connection.

A core concept of the trauma-informed approach is, “healing happens in relationships.” The development of safe, stable, and nurturing relationships can help build greater resilience in individuals. In its July 2021 policy statement, the Academy of Pediatrics emphasized the need to shift from toxic stress to building relational health. As Dr. Andrew Garner with the American Academy of Pediatrics notes: “The concept of drawing on positive relationships as a shield against the toxic stress caused by adverse experiences has never been more relevant. Over the past few years, we’ve experienced a socially isolating pandemic and reckoned with centuries of structural racism. We must take steps to help kids form close, healthy, and nurturing bonds, whether it is within family, school, or community.”

Policymakers have a role to play as well, by promoting concrete, economic supports and family strengthening policies, such as expanded family medical leave, child tax credits, access to safe and affordable housing, access to early childhood education and mental health services, and more. Research from Chapin Hall at the University of Chicago has demonstrated that connecting families to a well-resourced, community-driven prevention system can meaningfully address the root causes of adverse experiences, including racism, child abuse and neglect and trauma. 

Despite the terrible cost of ACEs, both in economic dollars and lifelong negative impacts, the latest research has demonstrated the potential for safe, stable, and nurturing relationships to act as a protective buffer against the harm of toxic stress on children. When we expand our view of ACEs to include the impact of generational racism, and lift up community efforts focused on building relationships and an understanding that our diversity as a nation is our strength, we have a better roadmap to addressing disparities and incorporating trauma-informed approaches that can help provide all children with a foundation for building resilience that leads to safer, healthier outcomes throughout their life.

Last week, Congress passed the second and final package of bills that make up the federal budget. President Joe Biden signed it over the weekend. This marks the end of a drawn-out period characterized by months of continuing resolutions to bide time for negotiations. The Labor, Health and Human Services, Education bill included $225.4 billion, a $200 million reduction compared with FY2023. The bill includes a $1 billion increase for childcare and early learning programs within the Department of Health and Human Services (HHS). Head Start will receive $12 billion and the Child Care and Development Block Grant will receive almost $9 billion, a 9% increase over last year.

Other highlights include an $18 million increase for the 988 Suicide Prevention Lifeline and $4.6 billion for substance use prevention and treatment programs. Title I-A grants and Individuals with Disabilities Education Act (IDEA) programs saw $20 million increases and school districts will receive $160 million to fund school-based mental health professionals. Finally, 12,000 Afghans will receive Special Immigrant Visas. With the two packages combined, defense spending equaled $886 billion, a 3% increase from FY2023, and nondefense spending totaled $773 billion, which is even with last year.

Sources: NPR and Senate Appropriations Committee

Administration Bolsters Patient-Focused Primary Care Model

The Biden-Harris administration has launched a new initiative to enhance investments in patient-focused primary care. Through the Accountable Care Organization (ACO) Primary Care (PC) Flex Model, primary care providers within eligible ACOs will deliver innovative, team-based care to Medicare beneficiaries. This model, administered by HHS and the Centers for Medicare and Medicaid Services (CMS), provides ACOs with a one-time advanced shared-savings payment as well as monthly prospective primary care payments. By equipping ACOs with resources and flexibility, it aims to cover formation and administrative costs to ensure optimal care provision. This initiative reflects the CMS commitment to fortifying the primary care system and promoting competition in healthcare.

By incorporating health equity considerations and incentivizing team-based care, the new model strives to address disparities. Implemented within the Medicare Shared Savings Program, it focuses on low revenue ACOs, aiming to improve efficiency and quality. The ACO PC Flex Model, a five-year voluntary initiative, will commence Jan. 1, 2025, with about 130 ACOs planned for participation.

New Executive Order on Women’s Health Research

President Joe Biden has issued an executive order aimed at bolstering women’s health research. This initiative, as part of a broader effort to address longstanding disparities, emphasizes the administration’s commitment to economic empowerment for women. Key provisions of the order include directing federal agencies like the National Science Foundation and HHS to explore the use of artificial intelligence in advancing women’s health research. It also mandates the expansion of data collection on women’s midlife health and prioritizes investments in menopause-related research.

Historically, women’s health research has faced disparities in funding and representation in clinical trials. To address this, the White House has proposed a $12 billion research fund for women’s health at the National Institute of Health as well as the establishment of a national network of women’s research centers. The order also focuses on menopause research, instructing the Defense and Veterans Affairs departments to study and improve treatment for women in the military and veterans. This initiative underscores the administration’s commitment to addressing all diseases affecting women and aims to provide comprehensive support for women’s health and well-being.

Hearing on the Social Security Administration

The Senate Special Committee on Aging hosted a hearing titled “Keeping Our Promise to Older Adults and People with Disabilities: The Status of Social Security Today,” featuring Martin O’Malley, the Commissioner of the Social Security Administration (SSA). O’Malley opened by saying the SSA faces significant challenges due to increased demand for services coupled with decreased staffing levels. After a FY 2018-2021 budget freeze, a $785 million funding increase in FY 2023 helped rebuild staff levels. However, due to a continuing resolution in FY 2024, hiring stopped, leading to a staffing decline and potential all-time low of around 55,000 staff.

Despite the lack of sufficient funding, O’Malley said the SSA has prioritized addressing challenges in service delivery. Through extensive engagement with employees and stakeholders nationwide via town halls and field visits, they gathered insights and ideas. By implementing quick fixes and long-term strategies such as technology upgrades and streamlined processes, SSA aims to improve both employee and customer experiences through reduced wait times and enhanced efficiency. Additionally, plans for increased onsite presence and automated data exchange demonstrate a commitment to innovation and responsiveness to feedback, ultimately enhancing the agency’s ability to serve the public effectively.

O’Malley emphasized that President Biden’s FY 2025 Budget proposal for SSA highlights the urgent need for increased funding to address staffing shortages and improve customer service. With a requested budget of $15.4 billion, the agency aims to restore staffing levels, reduce wait times for services such as the National 800 Number, and process more disability claims promptly. Approval of the budget would enable significant improvements in staffing, service delivery, and backlog reduction efforts, ultimately benefiting millions of beneficiaries.

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