Category: Uncategorized

What’s Ahead in Social Impact and AI

Posted on by NationSwell Team

As we step into 2025, AI technologies are primed to drive even greater innovation around societal challenges, from fostering inclusive growth to expanding educational pathways and beyond. But AI is also going to continue raising important ethical questions while carrying the potential to drive new inequities.

At NationSwell’s recent roundtable discussion, What’s Ahead in Social Impact and AI, leaders and innovators across sectors joined featured panelists Vilas Dhar of The Patrick J. McGovern Foundation, Nathan Froelich of Blackbaud, and Stephen Plank of The Annie E. Casey Foundation to share strategies on how AI is currently being leveraged to meet societal challenges and surface ethical considerations and best practices for responsible AI implementation moving forward.

Here are some of the key takeaways from the event:

Insights:

Philanthropic funders have a key role to play in ensuring nonprofit partners get the AI  tools they need at scale. New technologies have the potential to serve vulnerable communities, including by organizing decades of longitudinal research and creating predictive engines that can improve community wellbeing. But given the corporate power dynamics surrounding how tech is built and deployed, we need philanthropies and companies to step forward and advocate for the technology solutions their partners need on the ground, in order for them to be created at scale. Funders have a unique opportunity to come together to build shared capacity, new institutions, and resources in order to ensure that future investments in AI go toward honing its potential to create new pathways to dignity and justice in the world.

A good intelligence strategy will require us to be extremely intentional about governance. One of the most pressing challenges posed by AI will be how we can leverage and deploy it in a way that doesn’t harm people and the planet. We need to set up effective systems of governance, paying attention to how we’re deploying generative AI both within our own organizations and in the marketplace. The development of a set of guiding principles will be instrumental in determining which technologies your organization ultimately adopts, ensuring that the tools you’re using meet your ethical standards.

The creation of empowerment councils can help you tap into the most salient use cases for AI. Convening grantees and employees and giving them the access and latitude to experiment with AI can be one way to fuel unfettered iteration and innovation. Providing the tools and encouraging experimentation and exploration can help to surface the most salient examples of how they’re using new technologies to be more productive and support goals effectively, which can ultimately be helpful in deciding when and how to scale solutions appropriately.

Private-public partnerships hold great potential in shaping AI decisions and adoption. Engaging directly with tech funders through roundtable discussions can help to surface innovative ways to leverage private sector partnerships for tool licensing and technical assistance. Similarly, building peer learning communities where government leaders can access AI expertise and collectively develop approaches to service delivery and technology procurement can be powerful ways to shape policy decisions. 

AI’s potential to displace or disrupt jobs depends on which workforce you’re talking about. While there is good research to suggest that corporate leaders do not expect AI to contribute to significant disruption in white collar jobs, those outside of traditional 9-5 roles still face challenges to upskilling, and in many cases AI is being developed with goals that run counter to the interests and livelihoods of low income and nontraditional workers. At the same time, new technologies also hold the potential to help workers maintain and build power by facilitating organization among union members, helping workers to file wage theft claims, visualize data, and influencing state policy decisions. Let’s explore that potential.

Collaboration in Action: Supporting Communities Amid LA Wildfires

Posted on by NationSwell Team

As we take stock of the urgent needs on the ground in Los Angeles following the devastating wildfires earlier this month, a group of NationSwell members convened to discuss how to best allocate energy and resources in response to the near and long-term impacts of the disaster.

Below are some of the key takeaways that were surfaced:

Think in phases to align support with evolving needs during disaster recovery. As you build your response and recovery strategies, consider the distinct needs at different stages of recovery. Focus on immediate relief and first responder support in the near term, stabilizing communities with housing and essential services in the mid term, and rebuilding homes, mental health, and economic resilience in the long term. Phased grantmaking and collaborating with trusted community organizations during each phase ensures aid meets actual needs, preventing overwhelm or misallocation of resources. 

Invest in disaster mitigation and prevention to improve preparedness. Proactive efforts in disaster prevention, including for wildfires, can significantly reduce the impact of future disasters. For example, initiatives like clearing fuel sources, creating defensible space around homes, and providing home protection training can help communities better withstand wildfires. Find opportunities to invest in mitigation strategies during blue-sky periods to enhance resilience and reduce the strain on recovery resources after disasters occur. Consider encouraging employees to take wildfire prevention training (e.g. home ignition zone training). 

Work with credible partners to ensure product donations are targeted and effective. Collaborate with organizations that specialize in timely and efficient product distribution to increase the likelihood that in-kind donations reach the right people at the right time. Leveraging established relationships with grassroots organizations or well vetted partners can prevent product donations going to waste or the creation of logistical challenges for impacted communities. 

Prioritize cash assistance to meet diverse and immediate needs. Direct cash assistance is one of the most effective ways to help individuals and small businesses address their unique needs following a disaster. Cash assistance is particularly critical for underbanked populations and undocumented workers, who often face barriers to accessing traditional financial support. Supporting communities at risk of being left behind, such as day laborers and micro-businesses, can lessen lost livelihood from the fires. Flexible cash-based approaches empower recipients to make decisions that best suit their circumstances, from securing housing to rebuilding businesses.

Leverage platforms and create opportunities for employee giving. Activating employees as contributors to disaster relief efforts can amplify an organization’s impact while increasing a sense of purpose and community within the workplace. Companies are using platforms for employees to donate directly to vetted organizations, matched by corporate contributions. Companies can also create point-of-sale donation opportunities, raising funding through QR codes and round-up campaigns and increasing public awareness about disasters. 

Use informal networks and communication channels to improve collaboration during crises. Creating private and informal communication channels can be a valuable tool for leaders to coordinate and exchange ideas during times of crisis. For example, being part of a group of LA-based leaders or organizations for off-the-record exchanges of strategies and lessons learned can provide a safe space to troubleshoot challenges, share real-time updates, and identify opportunities for collaboration. 

Invest in narrative work to sustain attention on disaster recovery. Shifting the public and media narrative toward systemic issues like inequality and generational wealth loss can promote better understanding of community needs. Getting innovative with your funding choices, such as investing in photography projects or local storytelling initiatives, can help highlight underrepresented voices in public forums and the full scope of post-disaster challenges.

The Intersection of Caregiving and Business: NationSwell Summit Explores the Care Crisis

Posted on by NationSwell Team

As we enter a new era of workplace dynamics, the critical issue of care support for workers has become increasingly urgent. According to a survey led by AARP and S&P Global, 67% of caregivers face difficulty in balancing their employment with caregiving duties with 27% of caregivers needing to switch to part-time work or reduced hours. Furthermore, 16% of caregivers have needed to decline promotions due to their care responsibilities and 13% have been forced to change employers to meet their care needs. Between April 2022 and March 2024, the U.S. Census collected data from 1.1 million parents who said child care has kept them from working, up from 939.7K between 2018-2020. Care directly impacts the economy and both private sector solutions and public policy are needed to support the sustainability of the workforce. 

In response to this urgent need, Pivotal, the Annie E. Casey Foundation, and the American Family Insurance Dreams Foundation highlighted caregiving at the 2024 NationSwell Summit through an Impact Spotlight and a panel discussion, which was punctuated with an on-site immersive experience including a ‘Care Lounge’ that highlighted key stats, quotes and figures from  the expanded Childcare for All site created by the Case for Childcare Collaborative.

We’ve summarized key insights from this portion of the Summit below:

Public-private partnerships are key to sustainable, systemic change.

Aly Richards, CEO of Let’s Grow Kids, shared her inspiring story through an Impact Spotlight showcasing how the nonprofit revolutionized childcare in Vermont alongside the business community, ultimately passing Act 76, which committed $125 million to the childcare sector annually through a 0.44% payroll tax. During the spotlight, Richards emphasized the critical role of childcare in both economic and social development, calling the state’s care crisis a “market failure.” Through her passionate storytelling, Richards highlighted the urgency of early childhood education on workforce participation, stating, “90% of a child’s future is baked by age 5.”

As seen by Richards’ work in Vermont, public investments can fill care gaps. Through a grassroots campaign, Let’s Grow Kids mobilized 40,000 citizens and business leaders and secured bipartisan support for Act 76. Now, more families are eligible to receive financial assistance for child care than ever before, and the state is paying programs at higher weekly rates to provide that care. Since implementation, slots have surged, boosting access for many families and relieving employers of staff shortages with a more stable workforce.

Caregiving is an economic issue with investments yielding huge economic returns.

The NationSwell caregiving panel brought together visionary leaders to discuss the urgent challenges and groundbreaking solutions shaping the future of caregiving. Moderated by Jennifer Stybel of Pivotal, the panel featured Reshma Saujani, founder of Moms First; Lindsay Jurist-Rosner, CEO of Wellthy; and Stephan Dolling, Vice President at Merck, who each shared their personal and professional perspectives on the critical care issue.

Stybel set the stage by emphasizing caregiving as a universal challenge, stating, “None of us can do it alone. The solution lies here together.” Saujani underscored the transformative potential of prioritizing caregiving within policy and business frameworks. “We need to convince the nation that childcare is an economic issue,” she said. She credited the pandemic for shifting perspectives, noting, “We’ve slammed the door on whether childcare is a personal problem or an economic problem.”

Jurist-Rosner shared her personal caregiving journey and explained Wellthy’s mission to partner with families through personalized care coordinators, alleviating the complexities of a fragmented healthcare system. “Families need someone who can get things done,” she explained. Dolling highlighted Merck’s commitment to employee well-being and the ROI of caregiving benefits. “Providing caregiving support shows your people you truly care,” he said, sharing how Merck implemented Wellthy’s services during the pandemic resulting in overwhelming employee appreciation and support.

The conversation also spotlighted the significant economic case for caregiving. Saujani noted, “Investing in childcare offers a 425% return,” emphasizing that solutions must extend beyond privileged workforces to include hourly and shift workers.

The panelists concluded by exploring bold, actionable strategies for change: join national coalitions advocating for policy reform, foster open discussions about caregiving in workplaces, and leverage data to drive leadership buy-in. As Stybel aptly concluded, “Caregiving isn’t a niche issue; it’s a challenge that unites us all.”

Workers with the most to gain from employer-sponsored care support are traditionally excluded from care benefits.

Following the inspiring spotlight and panel, NationSwell announced the launch of the expanded Childcare for All site, which builds the case for gig, hourly, part-time and frontline workers to be included in employer benefits to support caregivers. Frontline workers represent about 70% of the workforce with 90% of companies relying on these workers. And yet, while only 14% of full-time workers have access to employer-sponsored childcare support, that number falls to 8% for part-time workers. This demonstrates a childcare benefits gap, revealing those with the most to gain from these benefits are traditionally excluded from qualifying. The detrimental effects of a broken childcare system are glaringly apparent, with parents forced to leave careers in order to take care of children, and businesses suffering huge workforce losses. 

The site serves as a resource for employers to better support employees who are caregivers, highlighting 35+ actionable strategies through an interactive solutions visualization. Packed with resources, firsthand stories, insights, and examples, the site empowers businesses and individuals to advocate for and implement impactful caregiving solutions. This launch reinforces the call to action for systemic change and collective responsibility in addressing the childcare crisis. Visit the Case for Childcare Collaborative’s site to publicly commit to implementing solutions and find downloadable resources to share with your team and network. Help us forge a world where childcare is no longer a barrier for workers to remain and thrive in the workforce. 

To learn more about the Case for Childcare Collaborative, click here

Creating Opportunity: Building Equitable Communities for the Future, a Fireside Chat with Julián Castro

Posted on Sara Danver

On November 21, 2024, the NationSwell Summit opened with a riveting and in-depth fireside chat between the current CEO of the Latino Community Foundation and former Secretary of Housing and Urban Development, Julián Castro, and NationSwell CEO, Greg Behrman. Although the uncertainty of our current political moment was at the forefront of both the conversation and our minds, so too was this year’s theme, Hope in Action. 

Castro started by providing his perspective on this year’s election results and how we understand them within the context of our work. He noted that across the country, Americans continue to feel the impact of high prices and anxiety about the future, making economic opportunity a critical focus in the coming years. And while there have been questions and even unwarranted derision about the rightward swing of the Latino vote Castro was quick to deconstruct the stereotypes and false narratives around a monolithic Latino experience. No one issue, experience, or campaign addresses that complexity. 

Pushing back on these oversimplified and harmful narratives is even more important in the face of the incoming administration’s proposed mass deportations. Castro pointed to the role of all of us in pushing back against this policy by supporting organizations doing vital legal work in immigration services and civil rights, and by using our voices and influence to demand resistance at the city, state, and federal level. 

“We’ve seen part of this before a few years ago,” Castro said. “And so just as the new administration has experience accomplishing whatever it wants to accomplish, there’s also a lot of experience in trying to make sure that we continue to be a nation that lives up to its best values. So, that makes me optimistic for what’s possible.”

Castro is no stranger to that endeavor, and he comes by it honestly. In response to a question about a leadership-defining person or experience in his life, he went straight to his mother, Rosie. 

“My mom was a hellraiser, a Chicana activist, a civil rights activist,” he said, adding later that “She never pushed us to go into politics, but she gave us this sense that you should get educated and do well for yourself and then figure out how you’re going to do good for other people.” 

In fact, service in the Castro family is a multigenerational project. When asked about what 2024 Summit’s theme, Hope in Action, means to him, Castro spoke movingly about his kids. “Every time I think about their lives, and what they are going through, I think that it’s time for us to live up to our values,” he said, “the values of treating each other with dignity and respect and compassion and trying to find the places where people can work together and compromise.”

Julián Castro lives the values of hope in action, as evident in his lifetime of service, and that continues in his work with the Latino Community Foundation. LCF was first formed in 1989 as an affinity group of United Way of the Bay Area, and became an independent foundation in 2016 with the mission of building a movement of civically engaged philanthropic leaders, investing in Latino-led organizations, and increasing political participation of Latinos in California. And while philanthropy is quite a bit different from his work as a public servant (Castro noted with a laugh that he’d never heard the word ‘proximate’ as much as he had this last year), both feature the core themes that have guided his life so far – lifting up community, and doing good work that makes a difference in people’s lives. 

LCF’s projects and investments are wide ranging, but Castro highlighted with particular pride the work they do ensuring that workers at all levels can share in the success that they help create, and building capacity at nonprofits and other organizations whose leaders often have the ideas and the determination needed to enact them, but not the resources. 

“Less than 2% of big philanthropy dollars go to Latino led organizations,” he noted. By providing operations support and financial investment, LCF bolsters community-led initiatives improving the health and wellbeing of thousands of Latino families across California. 

In spite of the differences over the word proximate, however, Castro sees an opportunity space in the overlap between public service and private organizations like LCF. Recognizing that politics is often a fraught endeavor, Castro emphasized the untapped potential presented by public private partnerships. 

“I can count on one hand the number of times that anybody in philanthropy set up a meeting [when I was a councilman, and then mayor],” he noted, but his advice for the room was to be willing to have those conversations because there are a lot of good public servants out there with good ideas that could benefit from that connection with philanthropy. “We have this opportunity to make a lot of progress when you have stronger public private partnerships because from the philanthropy standpoint, there’s no way, even with all the philanthropic dollars, to make changes on housing or other issues. You need government.” 

Willingness to have the conversation was the running theme of Castro’s fireside chat. Whether in communities of practice that share information and resources, or amongst public servants and philanthropic leaders, parents and children, and Republicans and Democrats, it is conversation that leads to community, connection, and compromise. These are the values that we will need to build a future where we can all thrive. 

But that’s not all we’ll need. “This is going to be a time to be bold, to be in partnership, to be strategic, thoughtful, but to stand up,” Castro said, his last advice to the NationSwell audience. “It’s a time to stand up in [whatever] way you can.” 

For more moments from NationSwell Summit 2024, click here.

Pathways to Economic Opportunity: Extern

Posted on by NationSwell Team

As wealth and income inequality continue to climb in the United States, some employers are developing innovative models and catalytic partnerships designed to bring new skills, job access, and ultimately economic opportunity to financially vulnerable and historically marginalized individuals.

With our Pathways to Economic Opportunity interview series, NationSwell is taking a closer look at some of the solutions companies are pursuing in service of leveling the playing field and expanding their talent pipelines. In spotlighting these partnerships, this series hopes to uncover the “secret sauce” that makes these solutions successful for the benefit of other employers and their leaders.

NationSwell recently sat down with the team at Extern — a mission-driven organization empowering students with hands-on professional experience while creating meaningful pathways to economic mobility for historically underserved talent. Extern developed the Externship – a new form of professional experience that its students say is a more flexible and accessible alternative to internship or co-op programs. Companies like PwC, The Home Depot, AT&T, HSBC, National Geographic, and The Nature Conservancy have leveraged Extern’s tech-enabled platform to deliver Externships to tens of thousands of young people.

Here’s what they had to say:

NationSwell: In your own words, can you describe the high-level problem that Extern is solving for? 

Matt Wilkerson, Founder and CEO, Extern: The challenge is clear: employers increasingly value work experience over credentials, yet most students don’t have access to the professional opportunities they need to succeed. Internships are shrinking, and career centers aren’t equipped to meet the demand for real-world preparation.

At Extern, we create new opportunities for students to gain professional experience while helping companies broaden their talent pipelines. Our team has a mix of tech, education, and corporate DNA which allowed us to develop a platform so companies can deliver Externships at scale. Externships go beyond traditional internships by offering accessible, structured work experiences that meet the needs of both students and employers.

As of this publication, we’ve officially served 50,000 students with six to eight week externship experiences since 2020; about 25,000 of those have been year to date, and we’ve worked with about 45 companies at this point. 

Extern works by standing up programs that connect students seeking real-world experience with companies seeking to recruit from diverse, underrepresented talent pools. The companies pay us to organize and run these experiences, and in exchange we absorb much of the recruiting, training, and management work that they would have had to do in a traditional internship.

For hiring managers, the professional experience section of a resume is often the most critical factor in recruitment decisions. Yet, systemic barriers leave millions of students—especially those from underrepresented communities—without access to these resume-building opportunities. Extern’s solution is to create and deliver new experiences that wouldn’t exist otherwise, ensuring more students are equipped to step into the workforce with confidence.

NationSwell: What are the primary differences between externships and internships, and what are the unique benefits of each for companies?

Wilkerson, Extern: Externships make professional experience more scalable and accessible. Unlike internships, which are often limited in number and require significant HR resources, Externships are designed to create flexibility and minimize the logistical burden on companies. 

The number of available internships is currently about 4 million each year, compared to about 20 million college students. So there’s a supply and demand issue to begin with, and part of the reason is that internships are hard to get set up on the employer side — it’s laborious to train students, to give them feedback, to manage these programs. The really big programs require enormous amounts of employee resources — many, many hours supporting individual students. At Extern, we take most of that load off of the employers.

NationSwell: Could you tell us a bit about how the program actually works, in practice?

Wilkerson, Extern: Over six to eight weeks, students work on real-world projects remotely with company support, removing geographic and logistical barriers to gaining work experience. For companies, externships reduce training and management overhead while delivering meaningful engagement with a diverse talent pool.

Take a head of consumer insights launching a customer research project: they may not have time to recruit, train, or manage interns on frameworks like survey design or ‘Jobs to Be Done.’ With Extern, they can launch projects quickly, spending just an hour every other week mentoring students while Extern handles the rest—recruiting, training, managing, and ensuring deliverables meet professional standards.

Extern streamlines the entire process: recruiting students through a single application, preparing them with targeted training on project-specific tools and methodologies, and managing daily operations like answering questions and reviewing work. By the time deliverables are presented, students have been guided to produce high-quality, professional outputs, freeing managers to focus on high-value mentorship instead of oversight.

For companies—whether or not they aim to hire college grads at scale—this creates a rewarding way to share expertise, connect with emerging talent, and build brand recognition.

NationSwell: How does your current funding model work?

Mike Eng, Senior Director of Partnerships, Extern: We’ve been fortunate enough to find some corporates who have been paying us to run these programs; that is predominantly where our funding comes from right now. Some of our biggest partners believe from a CSR perspective that they have a commitment to society — and to different stakeholders — to invest in initiatives like education and upskilling, and have funded programs where they want to create better career outcomes for specific demographic groups. They’re not necessarily looking to hire the students, and they are happy if the students go and work at different places. 

Other corporates work with us from the perspective of a pre-internship funnel, where some strategic leaders have recognized that they need to improve and find ways to differentiate themselves in the marketplace. By launching Externships with large cohorts they expand their brand recognition in competition with peers or different companies. They’re able to engage students a little earlier on and give them exposure to different career opportunities within the organization.

For example, we created a National Geographic and the Nature Conservancy externship that’s managed by us. These organizations want to bring young people into the field of conservation as part of their mission to inspire others to protect the natural environment, and so we’re running this program where students come in and get support and guidance toward careers at all these different places doing conservation work. 

NationSwell: How would you describe your theory of change?

Wilkerson, Extern: At a societal level, we’re addressing the disconnect between education and employment. For decades, the focus has been on earning costly degrees without ensuring job readiness, disproportionately affecting underrepresented students who face greater economic barriers.

At an individual level, Externships act as a catalyst for economic mobility, embedding future-ready skills through structured, real-world experiences that enhance education and give students a competitive edge. For example, we’re investing heavily in Generative AI training—covering prompt engineering, identifying hallucinations, and building chatbots—because we see it as a key skill for helping young people leapfrog the job market over the next few years.

This has a direct impact on learners from underrepresented populations, who ultimately have gotten left behind by this big push over the last few decades to go through higher education, take on more and more student debt to do so, and come out the other end with some kind of credential that’s supposed to mean something in the marketplace. 

NationSwell: What is the call to action for other leaders at other organizations who would hope to establish their own programs to improve either educational attainment or economic mobility?

Wilkerson, Extern: If you’re a company that has been thinking of standing up some sort of impact program, but you’re struggling with how to connect it to business value, the Externship model offers a powerful solution. If you have a corporate foundation or CSR team that wants to tie into business goals around recruiting, building employer branding, and engaging your employees, that’s where this program really shines. That’s our big call to action. 

NationSwell: Tell us a little bit about your learning curve — what have been the stumbles you’ve faced, or anything you’ve learned as you’ve grown this program? 

Wilkerson, Extern: One of our biggest hurdles has been convincing companies that externships are as effective as we claim. Employers are often skeptical that students can deliver high-quality work with minimal oversight. It sort of flies in the face of your intuition about how the world works. However, once the employees and managers experience the program firsthand, they see the value—and that’s why we’ve maintained such strong retention among our partners.

Degrees alone aren’t enough anymore. Employers need to prioritize real-world skills, and students need more opportunities to build them. Extern is uniquely positioned to address both sides of this equation.

NationSwell: Is there anything else that feels really important to mention here?

Wilkerson, Extern:  An Externship becomes this ability to train young people on future-ready skills. My current thesis is that companies aren’t going to embrace Generative AI fast enough — they’re dabbling in it, but employees actually need to be able to experiment and play with those tools. We’ve started to build out modules that can be delivered within the Externship that train students on this — we’ll teach them how to do something the regular way, and we’ll teach them how to use Generative AI to do it more efficiently, at higher quality — or do something that wasn’t possible before. 

Over the next few years, you’re not going to have enough candidates in the market who have developed these skill sets in a real professional experience. We can help students from underserved and underrepresented backgrounds essentially leapfrog the talent pool with these skill sets. So I’d say companies that believe in that, that want to invest in that, that want to run experiments, this is also a way to do that with a talent pool that’s hungry, and in many cases, actually knows more about how to use technologies like Generative AI better than the average employee. 

NationSwell Launches the ‘Childcare for All’ Site from the Case for Childcare Collaborative

Posted on by NationSwell Team

The Business Case for Childcare Benefits for Every Employee

Today NationSwell is proud to announce the launch of our expanded Case for Childcare Collaborative site advocating  for childcare for all workers. Employees—especially gig, hourly, part-time and frontline workers— across the country continue to face an uphill battle, punctuated by the ongoing childcare crisis in the United States. Frontline workers represent about 70% of the workforce with 90% of companies relying on these workers (BCG, Fortune). And yet, while only 14% of full-time workers have access to employer-sponsored childcare support, that number falls to 8% for part-time workers (U.S. Bureau of Labor Statistics). This demonstrates a childcare benefits gap, revealing those with the most to gain from these benefits are traditionally excluded from qualifying. The detrimental effects of a broken childcare system are glaringly apparent, with parents forced to leave careers in order to take care of children, and businesses suffering huge workforce losses. 

This was the instigation for NationSwell to launch the Case for Childcare site in February 2024, showcasing two years of research making the case for employer-supported childcare benefits, revealing the business opportunity of supporting employee childcare needs. 

Why focus on frontline workers?

But–a gap in our research remained—frontline workers have the most to gain from childcare support yet are traditionally excluded from benefits packages that are reserved for full-time, salaried employees. So we set our sights on an expansion of this site to build the case for employers to provide childcare benefits for all workers. Over the last year, we’ve focused our research on frontline workers, speaking with workers, advocates, and employers alike. This research highlighted the importance of these workers for businesses and the overall economy—leaving this demographic out of conversations around employer-based childcare support is a missed opportunity for companies to improve their retention, attraction, loyalty, and engagement of workers, ultimately boosting their bottom line. Today, we’re exposing the data that employers should support their worker’s childcare needs because it is both the right thing to do for people and the company.

Educate

With this launch, our Collaborative aims to put the spotlight on the research-backed value of supporting employer-sponsored childcare benefits for frontline workers so that more leaders can educate their colleagues and advocate for change.  If you need to make the case for childcare at your company, you can find easily downloadable materials that can serve as a pitch to leadership on why childcare benefits should be implemented or expanded for your workforce. Visit our site and request the synthesized research and solutions that you can use to pitch leaders and HR managers on the expansion of your childcare support for all workers.

Commit

You might be asking, “After I get buy-in, how can we get started? What can we offer as an employer to support caregivers?” The newly launched site includes a visualization of childcare solutions that range to fit any business, no matter where you’re starting from, whether it’s just starting to think about childcare support for the first time or adding cutting-edge policies to your already comprehensive benefits package. Explore each solution with resources and organizations to help you get started and examples of other companies who are implementing these kinds of support. Then commit to change, perhaps making a plan to reevaluate your care policies each quarter with executive leadership or starting to pilot one solution over the next six months. No matter where you start, start somewhere. Join others by committing publicly on our site—submit your story or commitment to be uploaded on our wall of examples. Together we can build a community of care. 

Share

Finally, we encourage you to share this site with your networks. Caregiving is undervalued in the United States and we’re on a mission to showcase the value of care for businesses and our economy. This site not only portrays the data on the clear business value in providing employer-supported care benefits for every employee, but it also features firsthand stories from business owners and workers who are parents. Listen to employers share how to accommodate childcare needs in the workplace for all workers—it’s not only possible, but practical. Hear from advocates on the unique barriers these workers face in regards to care. And listen to parents share their stories on the impact of employers who support the care movement. Post the site on your LinkedIn, text the link to a friend or family member, or reshare NationSwell’s social posts. Help us reframe the narrative to value care.

Conclusion

This site is a go-to hub for businesses and leaders to find information they need to not only build awareness of the business case for employer-supported childcare, but also, to provide tactical solutions that more employers can implement to grow the support for all workers to  have access to affordable, quality childcare that fits the needs of their family.

Visit the Case for Childcare Collaborative’s childcare for all expanded site to learn about the case for care for all workers, commit to implementing solutions, and share the information with your team and network. Help us forge a world where childcare is no longer a barrier for workers to remain and thrive in the workforce. Thank you to our partners at the Annie E. Casey Foundation, American Family Insurance Dreams Foundation and Pivotal Ventures for supporting this important work.

Read more about the Case for Childcare Collaborative

NationSwell Recognized with Five Anthem Awards for Social Impact Initiatives

Posted on by NationSwell Team

NationSwell was honored yesterday with five Anthem Awards for its transformative work in advancing social impact. The 4th Annual Anthem Awards was the most competitive season yet with more than 2,300 entries submitted from 34 countries worldwide. Anthem Winners are selected by the International Academy of Digital Arts and Sciences.

The Awards recognized NationSwell’s Case for Childcare for Diversity, Equity & Inclusion with Gold in Digital & Innovative Experiences and Silver in Partnership or Collaboration; Place-Based Impact for Humanitarian Action and Services with Silver in Research Projects or Publications and Bronze in Digital & Innovative Experiences; and Civics Inc. in Human & Civil Rights with Bronze in Research Projects or Publications. These honors are a testament to NationSwell’s dedication to strategic partnerships and community-based action to address society’s most pressing challenges.

“We’re honored to be recognized by the Anthem Awards, and we’re incredibly proud of the work behind each of these projects,” said Greg Behrman, CEO and Founder of NationSwell. “The Case for Childcare, Place-Based Impact, and Civics Inc. exemplify our collaborative approach, bringing together leaders from diverse fields to drive scalable impact. This recognition fuels our mission to provide essential support to impact leaders across sectors, and we’re deeply grateful to our partners who make this work possible.”

NationSwell will celebrate its five Anthem Awards at this year’s annual NationSwell Summit on Thursday, November 21. There, over 250 leaders across corporations, nonprofits, foundations, philanthropies, and government will convene to share insights, recognize achievements, and inspire collective action under the theme, “Hope in Action.” 

The Anthem Awards highlight the mission-driven work of individuals, organizations, and companies that drive impactful change globally. NationSwell’s recognition by the Anthem Awards reinforces its position as a trailblazer in the social impact sector. The company remains committed to engaging new partners, expanding the reach of these impact initiatives, and setting new standards for meaningful, community-driven change. 

Awarded Projects

The Case for Childcare Collaborative formed in 2022 to explore the business case for supporting childcare. In February 2024 a comprehensive website was launched to showcase data, success stories, and policy recommendations, underscoring an equitable childcare system’s critical role in supporting families, communities, and the economy. The Collaborative expanded its work this year to explore childcare-for-all benefits centered on frontline, gig, and hourly workers. Childcare solutions will also be featured at the upcoming NationSwell Summit with a panel discussion presented by Pivotal Ventures.

Place-Based Impact is a Collaborative focused on place-based approaches to community development. Through insights and case studies featured on the funder’s guide website, the Collaborative provides practical guidance and real stories of impact in action to inspire more funding that is community-led, place-specific and long term. Forging a new standard in collaborative impact, the work continues to build a leading community of practice around place-based philanthropy.

Civics Inc. was released in May 2024 to empower organizations in supporting civic engagement through insights, tools, and shared knowledge from our community of practice. By advancing civic education and participation, Civics Inc. provides a strategic framework to help employers customize their efforts to contribute to a democratic society.

Interesting in joining a NationSwell Collaborative? Connect with us to learn more.

JPMorganChase Delivers Major Boost to Ohio’s Workforce Through Formation of New Regional Workforce Collaborative

Posted on by NationSwell Team

The $2.1 million commitment will advance career pathways and deepens the firm’s 155-year investment in Columbus.

NationSwell is honored to partner with JPMorganChase, One Columbus Foundation, Columbus City Schools District, Ohio Excels and Zora’s House in support of the critical work of the newly formed Columbus Regional Workforce Collaborative. Together, the Collaborative will bring in local stakeholders, drive equity by addressing employment disparities, and strengthen the systems needed to support both employers and employees as the Columbus Region’s economy continues to grow and flourish. 

“We are committed to transforming how we prepare our employees and others to compete for well-paying jobs and successful careers,” said Corrine Burger, Columbus Location Leader for JPMorganChase. “We’re proud to deepen our investment in the region by joining forces with some of our city’s leading business and community organizations, including NationSwell, to create a more prosperous and inclusive workforce.”

Read below to learn more. 

September 12, 2024 (Columbus, Ohio) — Today, JPMorganChase announced its support of a newly-formed regional workforce collaborative that will strengthen the Columbus Region’s economy by breaking down obstacles to employment, advancing equity, and equipping job-seekers with the skills and experience needed to thrive. The collaborative, funded by a $2.1 million commitment from JPMorganChase, will enable five organizations to better align the Columbus Region’s workforce system to address employment disparities, enhance workforce development, and create an environment where diverse individuals and families can fully benefit from the region’s economic growth. The funds will be distributed amongst the organizations to support their involvement and initiatives within the collaborative.

Led by One Columbus, central Ohio’s leading economic development organization, the new workforce collaborative will convene business, education, community, and elected leaders for facilitated discussions to modernize the regional workforce system strategy. Its focus will be on emerging industries that demand highly technical skills. Specifically, the collaborative will develop:

  • A landscape assessment of regional attributes and case studies of successes and pitfalls
  • A regional workforce roadmap that articulates business needs and priorities
  • Data and research on the needs of diverse community members
  • A comprehensive workforce system plan, with robust community input, identifying strategic implementation steps, critical partners, and potential resource alignment

“Today’s announcement will help to ensure the Columbus workforce is equipped with the knowledge, skills and experience needed to compete for high-quality careers in emerging industries, ” said Tim Berry, Global Head of Corporate Responsibility and Chairman of the Mid-Atlantic Region for JPMorganChase. “Drawing on our experience, we know it’s critically important to bring the right local stakeholders together to ensure the workforce has the skills needed to meet the evolving needs of the region.”

The Columbus Region is one of the fastest-growing economies in the nation. However, like many urban areas, the available job opportunities have not been equitably shared among all workers and residents, leading to a racial wealth divide. The workforce collaborative announced today will help address this challenge by preparing individuals for jobs that can jump-start careers.

“As an employer with such a long-standing history in Columbus, we’re proud to deepen our investment in the region by joining forces with some of our city’s leading business and community organizations to create a more prosperous and inclusive workforce,” said Corrine Burger, Columbus Location Leader for JPMorganChase. “Together, we’re making a difference and ensuring that every resident can thrive.”

“When it comes to workforce training, the Columbus Region is program-rich, but by addressing skill gaps within our workforce, we can advance opportunity for all residents,” said Kenny McDonald, president and CEO of the Columbus Partnership. “This new commitment from JPMorganChase will go a long way toward helping us strengthen the systems and strategies that will improve our workforce for both employers and employees.”

Partners Include:

  • One Columbus Foundation: One Columbus will lead the integration of workforce efforts across the region, aligning regional initiatives to meet the needs of emerging industries. By facilitating collaboration among businesses, educational institutions, and workforce partners, One Columbus will develop a more cohesive system that supports sustainable economic growth, enhances skill development, and ensures equitable access to job opportunities for all residents.
  • Columbus City Schools District: Columbus City Schools will support this project by ensuring connectivity between their high school redesign work and the opportunities and skills articulated by the business community throughout the process.
  • NationSwell: NationSwell will support OneColumbus with the overall project design, conducting research on challenges and opportunities, facilitating convenings, and developing key assets, including a regional workforce system roadmap.
  • Ohio Excels: Ohio Excels will provide project management support to One Columbus, ensuring alignment, coordination, and communication among all grant partners throughout the process.
  • Zora’s House: Graduates of Zora’s House Women of Color Equity in Design Institute (WECDI) — a program that upskills participants in design thinking skills and then embeds them in critical community conversations and projects to ensure that the lived experiences of women of color are adequately engaged and informing the work — will develop processes to ensure that the voices and experiences of women of color—the fastest-growing population segment in our region—are adequately addressed in strategy planning and design.

JPMorganChase in Ohio

JPMorganChase has a 155-year long history serving Columbus and has committed $11 million over the last five years to strengthening career pathways for Central Ohio residents. As one of the state’s largest private employers, JPMorganChase is proud to serve more than 18,000 employees, 725,000 consumer customers, and 59,000 business customers. As leaders in business, the firm works in partnership with local government officials, businesses, and nonprofits to advance inclusive economic growth and drive a stronger, more inclusive economy.

About JPMorganChase

JPMorgan Chase & Co. (NYSE: JPM) is a leading financial services firm based in the United States of America (“U.S.”), with operations worldwide. JPMorgan Chase had $4.1 trillion in assets and $341 billion in stockholders’ equity as of June 30, 2024. The Firm is a leader in investment banking, financial services for consumers and small businesses, commercial banking, financial transaction processing and asset management. Under the J.P. Morgan and Chase brands, the Firm serves millions of customers in the U.S., and many of the world’s most prominent corporate, institutional and government clients globally. Information about JPMorgan Chase & Co. is available at www.jpmorganchase.com

The Paralympics show how DEI means winning together

Posted on AiLun Ku

Over the past year, as anti-DEI (diversity, equity, and inclusion) efforts have hit the headlines, I’ve talked with countless leaders who are wary of potential catastrophic impacts for their work – layoffs, lawsuits, the list goes on. The irony? Those imbedding fear in DEI leaders are scared themselves.

Anti-DEI forces are tapping the intrinsic human fear of exclusion to build their take-down of DEI. They want to convince people that they are being left out of the economy, left out of having a voice, left out of fair access to opportunities, and left out of being relevant.

When we believe we are left out, it is easy to feel scared. Scared of losing what we have and scared of what else we can lose. When we feel like we’re being left out, we believe that the fight must be a zero-sum game – it’s me or them – never us winning together. 

When ideologies and identities are conflated into opposing forces (as we’ve seen recently in the U.S. political landscape), winning together can feel like an oxymoron. In reality, winning together means moving away from finger-pointing and debating the reality that most things don’t exist in dichotomies. DEI is about shaping our systems, policies, institutions, and conditions so no one is left behind and everyone can thrive in their own self-determination. 

DEI’s unifying powers in action are seen this week, in the Paralympic Games. 

With origins to honor injured veterans, so they could be actively included and celebrated, not left behind and forgotten, the Paralympics have evolved to carry forward broader goals around inclusivity. The 2024 Paris Paralympic Games begin on August 28, and Paris has invested over €1.5 billion ($1.6 billion) to improve education, employment, and accessibility for people with disabilities. 

Even though the Paralympic Games last only 11 days, the investments to make host cities more equitable and accessible will endure long after – not only for people with disabilities, but kids, the elderly, those in recovery from medical procedures, those who are pregnant, weary travelers, and more.

While more than 4,400 Para athletes will compete for bronze, silver, and gold at over 549 sporting events, in between those events, they will get to live, eat, and train in spaces made with them in mind. “The residence areas and apartments do not have steps. The restrooms are spacious, and the shower has a chair that allows athletes to transfer from their wheelchairs. Electric sockets are even placed 45 centimeters above the floor to make it easier for athletes with different disabilities to reach them.” The completely accessible Paralympics Village is the physical manifestation of providing the Para athletes with everything they need to compete at their best. 

The Paralympics is a testament to DEI’s charge and mandate – to broaden and expand resources, opportunities, information, and care so that everyone, inclusive of all identities and abilities, can access what they need to meet their highest potential. Even though most of the athletes won’t go home with a medal around their neck, they will have shown us that winning together is not about a singular medal but rather getting access to all the essential resources, opportunities, and care to be the best versions of ourselves.

That doesn’t sound scary at all.

AiLun Ku is the Senior Strategic Advisor at NationSwell

Impact Next: An interview with Salesforce Foundation’s Becky Ferguson

Posted on by NationSwell Team

At a moment of growing inequality and division, who is advancing the vanguard of economic and social progress to bolster our most vulnerable communities? Whose work is fostering the inclusive growth that ensures every individual thrives? Who will set the ambitious standards that mobilize whole industries, challenging their peers to reach new altitudes of social impact? 

In 2024, Impact Next — a new editorial flagship series from NationSwell — will spotlight the standard-bearing corporate social responsibility and impact leaders, entrepreneurs, experts, and philanthropists whose catalytic work has the potential to shape the landscape of progress amid urgent need for social and economic action.

For this installment, NationSwell interviewed Becky Ferguson — Senior Vice President of Philanthropy at Salesforce and CEO of Salesforce Foundation.

Greg Behrman, CEO and Founder, NationSwell: Tell us a little bit about your journey into leadership in this field. Were there any defining moments, experiences, or mentors that helped you to get here? 

Becky Ferguson, Salesforce: For me, a really foundational experience was my first job out of college back at a small, community-based nonprofit in the community where I grew up. 

When I look back, I appreciate it for a number of reasons. First, the support services we provided across the entire county made me appreciate just how interconnected so many social issues are — I learned to look at things holistically and try to get beneath the surface and understand the root causes. 

It also gave me an appreciation for every single dollar. When I look back, I realize how much we made happen as a small organization with a limited budget. And through my career, as I’ve worked with larger organizations, partnerships, and budgets, I still try to think about the power of every dollar. 

And then the other thing I really took from that experience was that when you work at a startup or a small nonprofit, you wear a lot of hats. One of the hats I wore in that period of time was running the hotline — making sure that any day of the week, any hour, if someone called, there was someone on the other end to pick up that phone. I learned that oftentimes what people really needed in that moment was someone on the other end to listen. There is so much power and importance that comes with presence and listening. 

Behrman, NationSwell: What makes your approach to your work differentiated or sets it apart in the field?

Ferguson, Salesforce: At Salesforce, we’re celebrating our 25th year anniversary as a company this year, and one thing that has grown with us over the years is what we like to call the 1-1-1 model. Early on, we made a pledge to look at how we could give back our financial contributions, our time, and our product, and the ways in which we have been able to watch and see those contributions grow over time is really remarkable. As we look back over the years and see things like over nine million volunteer hours from our employees, thousands of nonprofits that now use Salesforce technology to help power their missions out in the world, and much more. The layering of that impact over time is really powerful. We’ve also always really believed in the power of partnerships and it has been so inspiring to see other companies adopt the 1-1-1 model and make it their own with now over 18,000 companies joining the Pledge 1% global movement. 

Behrman, NationSwell: Salesforce has really built a reputation for being out in front and on the vanguard. Is there anything you can point to that has helped you to stay in alignment with those expectations over time?

Ferguson, Salesforce: To start, it is very much a part of the origin story of the company — it’s the fabric of who we are and our values. 

I think another element of it is that at Salesforce, we’ve really embraced a more distributed or integrated model of impact in the company — meaning it lives in different parts of the business; it’s not just one person or one team’s responsibility alone. At times that can be a little bit messy, but we’ve always felt that that is actually the most powerful way to make lasting change happen.

Behrman, NationSwell: There’s a lot of energy around employee engagement, volunteering, folks wanting to see how to push to the next level of impact, engagement, design. Is there anything you are particularly proud of that you might speak to?

Ferguson, Salesforce: A couple of years ago, we decided to shift away from just celebrating the number of hours people have volunteered — which is really impressive, and which we still have ambitious goals around — in favor of thinking about how we can also inspire and celebrate a deeper kind of giving back journey for employees. 

We dug in with our in-house design team and got a lot of feedback from employees to create a new impact journey. We now have a set of impact milestones people can earn that encourage them to not only volunteer, but to volunteer more than once with an organization, to volunteer and donate, to perhaps join a board — the ultimate goal is to build deeper and deeper engagement. And then as we reward, recognize, and celebrate those milestones over time, we’re able to connect employees with different opportunities that they can then use to continue to further their impact journeys. 

We’re hoping to reach over a million employee volunteer hours this year. The way in which Salesforce employees engage and give back, whether it’s individually or collectively with their teams, is really inspiring.

Behrman, NationSwell: I have this impression that you guys have a differentiated way of communicating, and using narrative, to further ingrain this work and inspire employees. Can you bring us into that a little bit more?

Ferguson, Salesforce: We are a company and a culture of storytellers, and we bring our work across the company to life through stories — be it stories about customers that we work with, stories about our employees, stories about our community partners. We often refer to the individuals in those stories as trailblazers — people who are forging a new path forward — and the idea is that any of us can be a trailblazer in all sorts of ways, from how you’re using new technology to how you’re inspiring teams. 

We’re also definitely intentional about the ways we create moments and avenues to share those stories. We were just at the company kickoff, and we ended the time together by recognizing three employee trailblazers who were rewarded with golden hoodies and recognition from the entire company. They were three really different employees, working in very different roles and parts of the company — making a unique impact not only in their day jobs, but also in their communities. 

At the end of the day, we are community builders: We think a lot about our ecosystem of partners and trailblazers and the ways we all come together in community. And people really feel that sense of community.

Behrman, NationSwell: What has helped you to be an effective leader in the space? Are there attributes or proclivities or parts of your philosophy of leadership that are central to your leadership

Ferguson, Salesforce: I’ve worked in a lot of different organizations, sectors, and settings. I’ve done work in the UN, research, corporate venture capital, private philanthropy, corporate philanthropy, and I think across all of those roles, I have gained an appreciation that there are many different ways and styles of leadership. I think there are two things that really resonate with me: first, trying to reorient my mindset around failure — this idea that to do hard things, you’ve got to take chances, you’ve got to make bets, and it’s not always going to work or go exactly as planned, and that’s okay. 

Behrman, NationSwell: I’d love to hear about a few things you might recommend that have been influential to you in your leadership journey or current state of mind.

Ferguson, Salesforce: There are a couple things that are on my book stand right now, and one of them is Braiding Sweetgrass: Indigenous wisdom, scientific knowledge and the teaching of plants. What I love about it is it’s a blend of stories and science. Another is a book by Bob Sutton called Scaling Up Excellence that was recommended to me by another leader here at Salesforce. One thing about Bob Sutton’s work that has been sticking with me lately is he talks about this idea that in organizations and companies, things layer up over time and you need to step back and look at what is no longer adding value and strip those things away.

He refers to them as barnacles, and that is something I’ve been thinking about lately — what are the barnacles in the work, in the field I’m in, that have layered up over time and are no longer serving us? What do we need to chip away at or strip so that our ships can sail much faster to where we’re trying to go? 

Behrman, NationSwell: Who are some of the peer leaders you really admire — folks more or less in your role at other companies or organizations who you think are really great leaders doing great work?

Ferguson, Salesforce: I’ve met a lot of incredible people through the NationSwell community actually. Being around a table, sharing meals with folks. For instance, Alicia Vermaele, executive director of the Starbucks Foundation, is someone I love to run across town and have a cup of coffee with and hear what’s on her mind, what she’s working on and thinking about. And then Shamina Singh and the team at MasterCard, that’s another group I have come to know through the NationSwell community that I think are doing great things in the world.