Topic: Equity and inclusion

Q3 2025 Social Impact Trends

Q3 2025 Social Impact Trends

NationSwell’s quarterly trend spotter provides impact professionals with visibility into the most noteworthy, timely, and material shifts in the field. For Q3 of 2025, our report explores the following six trends:

  1. Corporations are quieter on ESG/DEI – and delaying some reports
  2. “One Big Beautiful Bill” has material implications for corporate giving strategies
  3. Values-driven public pressure is influencing reputations and sales
  4. Workforce development is surging as a strategic priority, driven by widening skills gaps
  5. Impact teams are increasing AI adoption while attention grows on need for ethical governance
  6. The U.S. is experiencing climate & ESG policy setbacks while global rules march on
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What’s Ahead for Diversity, Equity, and Inclusion

Posted on by Brianna Provenzano

On November 12, NationSwell hosted a virtual Leader Roundtable dedicated to examining what’s ahead for diversity, equity, and inclusion.

Amid a turbulent year for DEI, the discussion was designed to unpack the pressures, highlight innovative responses, and surface practical strategies that enable organizations to safeguard hard-won gains, navigate uncertainty, and continue advancing more equitable workplaces and communities.

Some of the most salient takeaways from the event appear below:

Key takeaways

Maintain progress over posture. It’s critical to make progress, not a just point—staying committed to tangible outcomes rather than symbolic gestures. This mindset demands both courage and strategy: being careful not to obey in advance to external pressures or political headwinds that discourage action.

Focus on the problem you’re solving: access, opportunity, and shared prosperity to strengthen its staying power. Get clear about naming the challenges you’re solving, like inequitable access to capital or opportunity, rather than centering the focus solely on identity. This approach to language helps protect the intent of the work while expanding its reach and legitimacy across audiences.

Reimagine investment for systemic impact. Practitioners are aligning the levers of philanthropy with the principles of venture capital, while ensuring that the return on investment accrues to the communities themselves. This means mobilizing catalytic capital that addresses the intersections of material conditions such as housing, economic mobility, and entrepreneurship.

Embed equity into leadership and institutional DNA. The shift from programmatic to executive–led initiatives ensures accountability at the highest levels. By developing collectives of teams and integrating initiatives across business units, companies can ensure inclusive work becomes a shared operational responsibility and cannot easily be targeted, defunded, or liable to scrutiny.

Build local, cross-functional ecosystems to spread the risk and keep moving forward. Leaders are forging stronger alignment among legal, compliance, communications, and other teams—working in lockstep to mitigate risk without compromising purpose. The question is not whether risk exists, but who can take on what risks, and where the risks lie. Consider which local partners you can work with to keep pushing beyond where your organization is able. Ask yourself: what costs are we willing to bear to uphold our values? And what do we lose if we don’t?

Adapt and sustain commitments amid scrutiny. Even as language shifts and brand sensitivity heightens, the overwhelming majority (94% of purpose-driven companies) continue the work. Many are increasing investment in ERGs, volunteering, and community engagement because changing words, not work, allows employees to feel continuity of mission while maintaining public trust and compliance.

A strong future hinges learning from our past, and having the courage for tomorrow. “History is repeating and rhyming, and it’s a great teacher.” By staying committed to the work while strategically responding to external conditions, organizations can thrive amid headwinds. Communicating clearly about what is changing and what remains constant, helps counter perceptions of retreat, while sharing authentic stories of impact reinforces enduring credibility.

Impact Next: An interview with Cisco’s Brian Tippens

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster underserved 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 2025, Impact Next — an 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 Brian Tippens, Senior Vice President and Chief Social Impact Strategist at Cisco.

Greg Behrman, CEO and founder, NationSwell: What brought you into social impact work? Was there a moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Brian Tippens, Senior Vice President and Chief Social Impact & Inclusion Officer, Cisco: I’ve always been the type of person naive enough to believe that I could change the world and do well by doing good — I’ve been focused on community all my life. I grew up in West Oakland, California, with hardworking parents who sacrificed to send my sisters and me to Catholic school across town. That parochial upbringing emphasized giving back, lifelong learning, and making an impact. My early career started in technology, but I went to law school—not to practice law, but to be a more empowered IT professional. I worked in legal roles at Intel and Hewlett-Packard, but quickly realized the work was transactional and adversarial, and it didn’t satisfy my need for purpose.

That realization led me to pivot into supplier diversity, overseeing procurement programs to increase spend with minority- and women-owned businesses. From then on, every role I’ve taken has centered on creating impact while also tying that impact to business value.

Both of my parents were from small towns in East Texas, though they met later on the West Coast, where their families had moved for work. They weren’t college educated initially — my mother eventually earned a degree later in life — but they modeled a deep commitment to education, lifelong learning, self-improvement, family, and community. Those values shaped me profoundly, and their sacrifices to send us through Catholic school and university reinforced the importance of staying connected to both community and impact.

Behrman, NationSwell: As you think back on what you’ve learned on your leadership journey, are there any particular principles, approaches, or ideas that are central to your brand of leadership? 

Tippens, Cisco: Earlier in my career at HP, I led supplier diversity within the procurement team. It was my first move from individual contributor to people manager, and at the time social media was just emerging. I leaned in, building a reputation as a thought leader in entrepreneurship, small business, and procurement. I was spending a lot of time at trade shows, on stages, and in industry press, earning awards and recognition for both myself and the company. At first I shared those wins with my team and boss, but eventually I worried it might seem self-serving and stopped talking about them.

That changed during an offsite when my boss pulled me aside. I braced for criticism about spending too much time outside the company, but instead he said: ‘I wish all my leaders were seen as thought leaders — can you teach your peers to do what you do?’ It was a wake-up call to embrace my strengths rather than hide them. Since then, leaning into your superpowers — and fighting imposter syndrome — has become a cornerstone of my leadership philosophy. I see myself as a player-coach: mentoring and educating my team, but also rolling up my sleeves to work alongside them.

One of the lessons I often share is, never waste a good crisis. In impact work, challenges and controversies are inevitable. I encourage my team to view tough moments as opportunities: to rethink processes, update policies, adapt to change, and even raise our visibility by helping steer the company through uncertainty. Crises, if approached with that mindset, can become catalysts for growth and impact.

Behrman, NationSwell: Is there a particular program, signature initiative, or some facet of the work that you would like to spotlight for us that is driving outcomes for the work?

Tippens, Cisco: One area I’m especially proud of is Cisco’s crisis response work. For more than 20 years, our Crisis Response Team has deployed technology to connect first responders during natural disasters, from earthquakes in Morocco to wildfires in California. We use everything from suitcase-sized kits that can be carried on a plane to full-scale network emergency response vehicles with satellite capabilities. Increasingly, this work extends to refugee crises as well. In Syria, Ukraine, and now Burundi, we’ve seen connectivity become the first request — on par with food, water, and shelter — as people need Wi-Fi to reach loved ones, access financial services, and search for jobs. Today, nearly a thousand Cisco employees volunteer as part of this extended response network, many of them trained engineers who put themselves on the frontlines.

We’ve also built on this by creating a more deliberate approach to societal issue response. Many companies struggle to speak out on geopolitical and social issues without appearing reactive or inconsistent. Our goal is to provide a clear framework and governance process so that when crises arise, we can respond thoughtfully, consistently, and with impact. It’s not perfect — every situation is different — but it keeps us from reacting only by instinct or pressure in the moment.

Looking ahead, we’ve also set a bold new goal in honor of Cisco’s 40th anniversary to help build 40 connected, resilient, thriving communities over the next decade. By bringing together all of our resources — employee volunteerism, nonprofit partnerships, digital skills training, and the strength of our customer network — we aim to drive long-term, place-based systems change. It’s still early days, but this vision of combining Cisco’s full power with that of our partners is one of the efforts I’m most excited about.

Behrman, NationSwell: Of the socially motivated leaders you consider your peers, who are 2-3 whose work has inspired you and whom you hold in high esteem?

Tippens, Cisco: The first mentor I’ll mention is John Hope Bryant, the founder of Operation Hope in Atlanta, has been a friend for decades. He launched the organization after the Rodney King riots, recognizing that much of the destruction was to property people didn’t own. His mission became advancing financial literacy and dignity, helping check-cashing customers become bank account holders and renters become owners. Through initiatives like Banking on Our Future and Hope Inside Centers, his organization has grown tremendously, offering financial education and credit counseling to empower communities. What has always impressed me is his singularity of purpose: he lives and breathes impact through financial literacy, and I’ve tried to model that same alignment with core values in my own work.

Then there’s Hugh Evans, the founder of Global Citizen, which mobilizes people worldwide through music and campaigns. From him, I’ve taken the power of setting bold, audacious goals — the kind that feel almost impossible at first. His mission to eradicate poverty in our lifetime is a prime example, and it’s inspired me to embrace moonshot thinking in my own approach to impact.

Behrman, NationSwell: Are there any resources you’d recommend — books, podcasts, Ted talks — that have influenced your thinking that might influence others as well?

Tippens, Cisco: Related to my mantra of never wasting a good crisis is The Infinite Game by Simon Sinek, which reframes leadership as an ongoing, long-term pursuit rather than a short-term contest. It reminds me not to get caught up in the turbulence of today, but to focus on building resilience over time.

I also often return to Only the Paranoid Survive by Andrew Grove. During my years at Intel, when Grove was still there, it was required reading. His insights on strategic paranoia — anticipating crises and preparing for disruption — have stayed with me. Similarly, The HP Way by Bill Hewlett and Dave Packard shaped my approach during my years at HP. It emphasized people-first leadership: management by walking around, open-door policies, and the belief that people are inherently good and capable of succeeding if given the right conditions.

Together, these books reinforce the core of my leadership style: long-term vision, readiness for disruption, and a people-centered philosophy that empowers teams to thrive.

Five Minutes With… Lisa Lawson, president and CEO of the Annie E. Casey Foundation

Posted on by Brianna Provenzano

For this installment of 5 Minutes With, NationSwell sat down with Lisa Lawson, president and CEO of the Annie E. Casey Foundation, to talk about her new book, Thrive: How the Science of the Adolescent Brain Helps Us Imagine a Better Future for All Children.

The book explores how breakthroughs in adolescent brain science reveal what young people need to thrive, why our systems so often fail to provide those essentials, and how families, communities, and institutions can come together to build the stable relationships, opportunities, and supports that help all children reach their full potential.

We asked Lisa what the research means for educators, policymakers, and young people themselves — here’s what she had to say:

NationSwell: Your book weaves together a lot of powerful new insights from brain science. How should this research change the way educators, youth leaders, or policymakers show up for young people?

Lisa Lawson, president and CEO of the Annie E. Casey Foundation: The research is clear: young people’s brains are still under construction through their mid-20s — especially the parts that control judgment, planning and emotional regulation. We also know they are wired for rewards, highly influenced by peers and learn best when they’re actively engaged rather than passively instructed. That means that some of the behaviors we sometimes label as defiance in young people is often just development in action.

Knowing this, we should redesign systems to work with the adolescent brain, not against it. That means moving beyond one-size-fits-all instruction and embracing hands-on, real-world learning; shifting from compliance to connection; prioritizing relationships and rewards; and creating meaningful opportunities for young people to shape programs and policies that affect their lives. 

As I write in Thrive, when we align our programs and policies with what science tells us young people need, we not only set them up for success — we strengthen our workforce, our communities and our country’s future.

NationSwell: We know relationships and real opportunities are essential for kids to thrive. Where do you see the biggest disconnect between what the science says and what young people actually get from our systems today?

Lawson: The science tells us teens need caring adults and chances to learn and lead. But our systems too often offer punishment without purpose and rules without relationships. 

In foster care, for example, tens of thousands of teens age out each year without a permanent family. Many want to be adopted, but to do so, they may be forced to cut legal ties with their birth family. That’s why the Annie E. Casey Foundation partnered with young people to create the SOUL Family Framework. It lets youth choose a circle of caring adults who can support them legally — without cutting off their existing connections. Kansas has been the first state in the nation to create a SOUL Family legal permanency option. 

At the end of the day, if we want different outcomes, we need different systems that trust young people’s voices and build with, not for, them.

NationSwell: Unequal experiences of adolescence often ripple into lifelong inequities; what does it look like in practice to make sure every young person — especially those growing up in poverty or foster care — has a fair chance to thrive?

Lawson: It starts with meeting their most basic needs. When young people are just trying to survive — worrying about food, housing, health care or safety — they can’t thrive.

That’s why “basic needs” is one of the five essentials the Foundation invests in through our Thrive by 25 ® effort. But we go beyond survival. We work with communities to ensure youth have stable relationships, flexible education paths, real work opportunities and chances to lead.

NationSwell: Outside of formal systems, what role do you see families and neighborhoods playing in putting brain science into action for everyday adolescent development?

Lawson: Families and communities are such an important part of the construction crew for the bridge to adulthood. Brain science tells us teens are wired for rewards and responsive to relationships — which means parents, neighbors, coaches and mentors have enormous influence.

Just being present, especially during the messy moments, is powerful. The guidance of one caring adult can buffer trauma, strengthen resilience and shape a young person’s sense of identity and possibility.

Even small acts of support — like a teacher who listens, a neighbor who offers a job or a relative who sticks around — can anchor a young person during this period of immense growth.

NationSwell: If you could wave a wand and get policymakers to make one change tomorrow that aligns with what we now know about adolescent development, what would it be and why?

Lawson: I would have policymakers shift from crisis response to prevention. Too often, our systems only engage with young people after something has gone wrong — after they’ve dropped out, gotten in trouble or landed in foster care. But adolescent brain science tells us prevention isn’t just more humane — it’s also smarter and more cost-effective.

Imagine if our child welfare systems invested as much in strengthening families on the front end as they do in out-of-home placements. Or if our cities dramatically expanded summer job programs and mentorship opportunities, which we know reduce the likelihood that young people will come into contact with the justice system.

Policies that reflect adolescent development would focus on building stability, opportunity and connection before a young person falls into crisis. That shift would not only change individual lives — it would strengthen our workforce, our communities and our country’s future.

NationSwell: Finally, thinking about NationSwell’s community of leaders and changemakers: if there’s one call to action you’d want them to take from Thrive, what would it be?

Lawson: I would call on them to use their influence to shift the narrative about adolescence. Too often, we see teenagers through a deficit lens — focusing on what’s wrong instead of what’s possible. Thrive makes the case that adolescence is one of the most powerful windows of opportunity we have to shape the future.

That means every leader, no matter their sector, has a role to play in building a stronger “bridge” from childhood to adulthood. I use this metaphor throughout the book because adolescence really is a long, sometimes shaky crossing. Young people are still developing the skills and supports they’ll need to stand firmly on the other side. When the bridge is missing planks or guardrails, too many fall through. But when we reinforce it with caring adults, real opportunities and policies grounded in science, we give every young person a sturdy path forward.

Policymakers can invest in prevention instead of waiting for crisis. Employers can create meaningful first-job experiences. Communities can make sure every young person has at least one caring adult walking alongside them.

If NationSwell’s leaders step up in these ways — guided by the science and by the voices of young people themselves — we can ensure this generation doesn’t just make it across the bridge, but thrives once they do. And when our young people thrive, so does our country.

Inclusive Approaches to Workforce Innovation

Posted on by Brianna Provenzano

As the global economy undergoes rapid transformation driven by digital innovation and artificial intelligence, the future of work demands a new approach—one that centers inclusion, equity, and adaptability.

During a virtual Leader Roundtable hosted on September 10, NationSwell members unpacked how integrating digital fluency into skilled trades training, advancing skills-based hiring, and designing accessible learning pathways that center future-ready skills can help build a more inclusive and representative workforce.

Key takeaways:

  • Design training programs in close partnership with employers. Employer-informed curricula and training ensure learners are trained for actual demand, not theoretical needs. Models like customized training tracks for data center technicians show how alignment with industry can lead to placement rates above 80% and help close gaps in fast-evolving fields.
  • Build agility into workforce initiatives. Instead of long planning cycles, programs can adopt short pilots, rapid iteration, and feedback loops to adapt quickly. This allows leaders to experiment, take risks, and scale what works — an approach critical in a labor market reshaped by AI and automation.
  • Pair technical training with wraparound supports. Barriers like childcare, transportation, housing, or career navigation often determine whether someone can complete training. Embedding these supports — sometimes through cross-sector partnerships — translates access into real outcomes, especially for women, parents, and workers from historically excluded groups.
  • Strengthen social capital alongside skills. Networks matter as much as technical ability in securing jobs. Programs that cultivate alumni pipelines, peer mentorship, and hiring networks replicate the advantages of traditional social capital and help level the playing field in an era where AI screening increases applicant volume.
  • Break down silos in education and training. Cross-disciplinary programs that cut across engineering, data science, environmental science, and business better prepare students for the complex, blended challenges industries face. Universities that shift from teaching “departments” to solving cross-disciplinary “problems” are modeling the future of workforce education.
  • Engage communities where new industries take root. Data centers, renewable energy hubs, and advanced manufacturing facilities are creating jobs in rural areas, but also raising concerns around land use, environmental impact, and neighborliness. Leaders who pair workforce investment with intentional community dialogue and benefit-sharing will unlock more durable opportunities.
  • Invest in real-time labor market intelligence. Traditional labor data lags six to nine months, often missing critical inflection points. By collecting live input from job seekers, students, and employers — and analyzing it with AI — leaders can spot emerging trends earlier, respond faster, and avoid over- or under-investing in certain skills.
  • Reframe high-demand industries to attract the next generation. Manufacturing and skilled trades are increasingly automated, tech-driven, and well-paid, but remain plagued by outdated perceptions. Recasting these jobs as high-tech, sustainable, and future-focused is essential to inspire young people and address looming talent shortages.
  • Expose young people to career pathways early and often. Many students simply don’t know what opportunities exist or how their skills connect to them. Career awareness programs, mentorship at the high school level, and early exposure to applied training help bridge the gap between education and the jobs of tomorrow.
  • Expand inclusive on-ramps for nontraditional learners. Talent often sits outside four-year institutions. Short-term credentials, apprenticeships, and alternative pipelines — combined with recognition of prior learning — allow individuals from varied backgrounds to enter high-demand fields and build economic mobility.

Explore how NationSwell’s Workforce Innovation Collaborative is charting a more inclusive path forward to ensure the future of work works for everyone.

Q2 2025 Social Impact Trends

Q2 2025 Social Impact Trends

Q2 2025 trends indicate that employee engagement and wellbeing are at alarming lows; nonprofits face heightened threats amid federal scrutiny and funding cuts; DEI efforts are under political attack but still supported by consumers and investors; cross-sector coalitions are forming to defend civil society; funders are stepping up with bolder strategies to counter government pullbacks; and companies, though quieter publicly, remain committed to impact through value-aligned, resilient strategies.

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Beyond the Backlash: What’s Next for Diversity, Equity and Inclusion

Posted on by Brianna Provenzano

Threats facing diversity, equity, and inclusion (DEI) accelerated dramatically in early 2025 as new Executive Orders exerted significant pressure on companies, funders, and nonprofits to retreat from their DEI practices. The EOs and surrounding political scrutiny have led some organizations to walk back their commitments and decrease their investments. Others – propelled forward by their investors, employees, and organizational goals – are finding new ways to sustain momentum while remaining in compliance with relevant laws.

On August 5, NationSwell hosted a virtual Leader Roundtable dedicated to taking stock of the latest developments shaping the future of DEI and surfacing the practices, models, and pivots that are helping organizations navigate challenges, protect gains, and create more inclusive, equitable workplaces and communities.

Some of the key takeaways from the discussion appear below:

Insights:

1. Flexibility is a strength — but values must remain non-negotiable. Organizations are adapting language, public messaging, and branding in response to political pressures, but those with the most clarity and confidence are grounding decisions in their mission, legal frameworks, and long-held values. This internal consistency and moral clarity helps to ensure that external adjustments don’t dilute internal commitments.

2. Internal alignment and transparent communication are essential. Clear messaging to staff — especially during times of change — helps maintain trust and cohesion. Leaders are prioritizing employee engagement, addressing concerns proactively, and reinforcing shared purpose in order to sustain morale and minimize confusion. Internal stakeholders and employees need to understand that the mission hasn’t shifted — just the framing.

3. Crisis response teams and task forces are becoming essential infrastructure. Organizations are formalizing cross-functional groups to navigate fast-moving political, legal, and reputational risks. These teams — which often include legal, HR, communications, and policy stakeholders — enable coordinated responses and reduce the burden on DEI leaders to go it alone.

4. Fear and confusion among leadership requires intentional re-grounding. Allies who once championed DEI work are now hesitant, unsure of legal limits or public repercussions. Supporting leaders to revisit their “why,” and equipping them with clear, values-driven language, helps prevent unnecessary retreats and builds back courage.

5. Staff engagement and inclusion remain top priorities. Changes to DEI language or visibility can be felt deeply by internal teams. Organizations are leaning into listening sessions, transparent rationales, and co-created strategies to ensure staff feel included and aligned — even when choices are tough.

6. DEI work is becoming more decentralized — but must remain coherent. In large or distributed organizations, responses to the current climate can vary across regions, teams, or departments. While local nuance matters, leaders are working to ensure that the organization’s equity efforts remain coherent, consistent, and strategically aligned.

7. A shared learning and support ecosystem is crucial for leadership stamina. This work is emotionally and politically taxing. Leaders are finding strength in peer networks, cross-sector convenings, and informal “circles of care” that offer solidarity, shared tools, and a place to strategize in real time.

8. Courage is contagious—and still required. Amid a climate of uncertainty, principled leadership remains essential. Whether through bold public statements or quiet consistency, organizations can lead by example — affirming that even strategic compromise can be paired with moral clarity.

Two Days in Atlanta with NationSwell and The Annie E. Casey Foundation

Posted on by Brianna Provenzano

On a warm July afternoon in Atlanta, a group of corporate, philanthropic, and community leaders gathered to experience what place-based impact looks like when it’s rooted in history, shaped by community voice, and powered by a shared vision. As part of NationSwell’s Place-Based Impact Collaborative, and in partnership with The Annie E. Casey Foundation, this immersive, two-day experience offered a firsthand look at Atlanta as a “tale of two cities.” Throughout the experience, participants learned how bold, collaborative investment is helping communities reclaim land, preserve and celebrate identity, and build a more just economic future.

Day One: Grounded in history, connected by movement

Our time together began with something deceptively simple: a walk. Led by a close partner of NationSwell, GirlTrek, the walk to Centennial Park focused on presence and intentionality. “We walk, talk, and solve problems,” our leader shared, describing GirlTrek’s model of wellness and connection. It was a chance to move through the city, feel its energy, and open space for reflection.

Later that evening, we headed to a welcome reception, setting the tone for what would be a day of honesty, inspiration, and exchange. In a circle, we heard from visitors and locals alike about their personal and professional motivation for joining the immersive. Participants were welcomed to Atlanta as a city of neighborhoods, of legacy, of resilience.

Day Two: A tale of two cities

Breakfast opened with a powerful panel, “Atlanta’s Path in Perspective,” laying bare the complexity of the city’s narrative. As Courtney English, Interim Chief of Staff to Mayor Andre Dickens noted, “Atlanta is a tale of two cities and two stories.” On one hand, it is the cradle of civil rights, home to Black leadership and cultural innovation. On the other, it is among the lowest in economic mobility for Black families, shaped by redlining, disinvestment, and policy decisions that still echo today.

Site visits followed, including a deep dive into the Atlanta Beltline’s evolution – a project that has generated both opportunity for entrepreneurs and concern for displaced residents. Led by the Atlanta Beltline team, we saw examples of responsive solutions: affordable housing built to combat gentrification pressures; shipping containers repurposed into microbusiness spaces; and ongoing work to address basic infrastructure, like stormwater and sewage management. We also heard from a small business owner, Sarah Pierre, owner of 3 Parks Wine Shop, about her partnership with the Beltline. 


We then made our way to Pittsburgh Yards, standing out as a living example of what it looks like when development is done collaboratively with a community. Built on land acquired by the Annie E. Casey Foundation, the space has grown into a hub for locally-owned businesses, creatives, and entrepreneurs – including some that have transitioned to brick-and-mortar storefronts in retrofitted shipping containers (check out Carrot Dog and PinkPothos). Individual co-workers, businesses, and events hosted at Pittsburgh Yards bring in revenue, helping sustain the space without compromising its mission. “We would like to think that the Annie E. Casey Foundation is a collaborative partner and listener,” Tomi Hiers, vice president of the Center for Civic Sites and Community Change at the Annie E. Casey Foundation said, reflecting on the ongoing effort to ensure that the people closest to the challenges are closest to the decisions. As we stood outside Pittsburgh Yards, a child played on his bike, calling out “Hey, neighbors!.” As one participant noted, “The fact that a little boy came up and called us ‘neighbor’ — that’s what success looks like.”

Our visit included a Partnerships for Collective Action roundtable, held in the heart of Pittsburgh Yards’ Nia Building. Amanda Jaquez, Senior Associate, Annie E. Casey Foundation opened by naming the legacy of the neighborhood — founded by formerly enslaved people and long a center for Black self-determination — and reminded the room that development must build on, not erase, that foundation. 

The panel explored what makes cross-sector collaboration work, with Mindy Binderman, Executive Director of GEEARS, emphasizing that shared purpose and trust must come before action. Natallie Keiser, Executive Director of HouseATL, added that structure, sustained engagement, and clarity of roles are important, especially when tackling entrenched challenges like affordable housing and displacement. The cost of inaction was made clear: unchecked infrastructure investments can rapidly raise property values and inadvertently displace the very communities they intend to serve.

Jay Bailey, President and CEO of the Russell Innovation Center for Entrepreneurs (RICE), offered a powerful charge: “Collaboration beats competition every day of the week.” But he cautioned against “collaborative theater” — partnerships formed for optics rather than outcomes. He urged leaders to confront uncomfortable truths, including the stark contrast between Atlanta’s image as a Black mecca and the reality of its low Black economic mobility. “Let us have the courage to say no…because we are worth investing in.” 

The day ended at The Third Space, where a happy hour and signature dinner prompted deeper conversation and laughter. Over shared plates, attendees unpacked the day’s learnings: how land becomes leverage, how rest becomes resistance, and how institutions can be built to last.

Day Three: Collaboration and continuity

Our time together concluded with a tour of RICE. The impressive center, which supports Black entrepreneurs with space, mentorship, and capital access, sparked conversations about ecosystem thinking. During the tour, participants saw how the organization is cultivating Black entrepreneurial success at scale. The 54,000 square foot space was built with intentionality: every wall, quote, and photo was curated to inspire ownership, legacy, and possibility. As Bailey summed it up: “We don’t need another symbol of hope. We need institutions that manufacture hope.”

As attendees began to head home, there was a palpable sense of momentum. Participants reflected on what they had seen and learned, and how they can apply it to their own communities and work.

What Atlanta taught us

Atlanta is not a monolith. It is a microcosm of the broader American story — a city where systemic harm and radical possibility coexist. Place is not neutral here, it is contested, storied, and powerful. From listening sessions designed with dignity to equitable housing strategies and entrepreneurship ecosystems, the visit to Atlanta reminded us that place-based work requires honesty, trust, and collaboration. 

As one participant shared, “The system isn’t broken. It’s working how it was designed to work.” But in Atlanta, people are redesigning it — together.

This immersive experience was offered to NationSwell through the NationSwell Collaboratives. To learn more or get involved, visit nationswell.com/nationswell-collaboratives/

Impact Next: An interview with Nike’s Vanessa Garcia-Brito

Posted on by Brianna Provenzano

At a moment of inequality and division, who is advancing the vanguard of economic and social progress to bolster under-served 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 2025, Impact Next — an 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 Vanessa Garcia-Brito, Chief Impact Officer, Nike.

Greg Behrman, founder and CEO, NationSwell: What brought you to this moment? What was your leadership journey like?

Vanessa Garcia-Brito, Chief Impact Officer, Nike: I come from pretty humble beginnings — my mom always had three jobs at a minimum, and my grandmother did a good chunk of raising me in the early years of my life with such unconditional love. Growing up, there was a big theme around agency and choice and optimism. No matter how difficult life was, I was raised to believe we could do something about it. I initially thought that I would put that into practice as a human rights lawyer, and although I did go to law school, eventually through saying yes to a series of opportunities I ended up at Nike. Instead of holding tightly to any one job, I’ve always held tightly to the idea of combining impact with forward movement in a more literal sense. Nike represents the convergence of those values — it’s a place that values sport and movement, a place where my energy and passion for driving impact can really flourish. 

Behrman, NationSwell: What is your North Star of your leadership? What are some of the practices and approaches or styles that you’ve found to be really helpful for you, for your team, for others?

Garcia-Brito, Nike: I’m in love with humanity, and because of that, I really believe in leading from a place of love and being upfront and with that as a leadership style. 

I believe everyone deserves the chance to realize their greatness, and earlier in my career as a younger woman in leadership, that’s a unique choice to make. Ultimately, you have to decide if you’re all in. For me, it wasn’t even a question — I just led from a place of vulnerability, curiosity, and genuine interest in people and their impact. I’m not territorial, sometimes to a fault; even at Nike, everyone is invited into impact. I view my role as bringing people in and cultivating spaces for connection, helping people move forward together. This aligns perfectly with Nike’s focus on human potential and possibility, and it reflects how we see the power of sport to move the world forward.

Behrman, NationSwell: How has your leadership evolved in the course of your role or your time at Nike — is there a powerful moment that informs how you lead today?

Garcia-Brito, Nike: Working at Nike has really taught me to lead with who I am, and I’d like to think that, in turn, has created space for more people to lead authentically as well. I am very intentional about being a safe space for others, which encourages richer conversations and greater opportunities for people to lower their barriers. Leading this way means you can’t help but see the potential in others. I tend to see obstacles as opportunities — if there’s a tree in the way, I just look for a way around or over it. My experience running ultramarathons shapes this mindset: once committed, you keep moving forward, no matter what challenges arise. This approach has been rewarded in the sense that it’s created venues for different types of conversations — it lets people know exactly who I am.

Behrman, NationSwell: We find ourselves in an interesting moment in the impact space, with new opportunities, some pressures, some currents moving in different directions. How are you making sense of this moment?

Garcia-Brito, Nike: What really helps us navigate is knowing at our core that human potential and movement are at the heart of Nike. Through that lens, it’s exciting to see the definition of sport evolving, becoming more expansive and inclusive. Now, anyone can see themselves as an athlete, whether they’re commuting to work or competing professionally. Life is sport, and this broader perspective invites more people in, helping them rethink what’s possible and feel part of a larger community.

Moments like the Paralympics really stay with me — the power, beauty, and community support are incredible. The athleticism is inspiring, and those experiences remind me how important it is to find connection and empathy through sport. Even if I could never do what Paralympians do, I can share in their experience. I think seeking out those moments of shared humanity is how we move forward together.

Behrman, NationSwell: Is there a sport that kind of embodies the way in which you see the social impact world right now?

Garcia-Brito, Nike: For me, running and yoga are deeply connected- they both embody the mind, body, and spirit, and how we exist together in a world full of polarities. We’re more global than ever, yet people often feel isolated; we have private moments, but we’re always surrounded by others. Both running and yoga remind me that there’s no finish line, just the next step, always at your own pace. No one can do the running or yoga for you, but you can still share the experience.

The New York Marathon is a perfect example: everyone runs their own race, yet it’s a massive, collective event. I love those moments — cheering for strangers, being cheered on, feeling connected even when you’re not sure you’re still moving. That sense of accomplishment is powerful, and the same is true in yoga, where it’s just you, your breath, and your flow. The practice allows you to connect with yourself and that in turn strengthens our connection with others. 

Behrman, NationSwell: We’d love to invite you to share a little bit more about the amazing impact work that you and your colleagues are leading. Are there any programs, partnerships, or strategies  you’d particularly like to lift up?

Garcia-Brito, Nike: Our focus is creating the future of youth sport, truly uplifting work. Youth are not just our future leaders and next generation of athletes, they are already demonstrating their leadership and shaping how we play, move and pursue sport. Built on 35 years of research and pilots, we’ve learned that leading with girls is the key to lifting everyone up. While both boys and girls are dropping out of sport at high rates, girls tend to start later, drop out sooner, and are harder to bring back — about 85% of girls worldwide aren’t getting enough movement. We also focus on coaches and coaching because we know how important the relationship between a coach and an athlete can be. Coaches play a crucial role as caring adults who provide safe spaces and guidance, especially during pivotal moments in girls’ lives. For example, body confidence is a leading reason girls leave sport, and coaches are vital in addressing this.

Over the past year, we’ve ignited a coaching revolution through global summits — from our World Headquarters in Beaverton, Oregon, to Paris, Los Angeles, and Tokyo — bringing together experts, partners, researchers, and youth to accelerate better, more inclusive approaches. Despite cultural nuances, the barriers youth face in sport are strikingly consistent worldwide, with body confidence a common challenge for girls. Body Confident Sport, our research with partners like Dove, and world-renowned experts the Centre for Appearance Research and the Tucker Center for Research on Girls & Women in Sport, helps coaches understand these issues and create welcoming environments to retain girls in sport.

We also leverage Nike’s broader community, including Nike Community Ambassadors — Nike store employees who serve as coaches in their communities. They embody the spirit of lifting up their neighborhoods. We partner closely with elite athletes in their own community work, such as Play Academy with Naomi Osaka and also via innovative partnerships with other leading brands like our work with Lego emphasizing creativity, movement, and mental health, aiming to build lifelong love for activity. Ultimately, active kids are healthier, happier, and more successful in life. Giving kids an opportunity to play and enjoy sport can be so meaningful; it’s about hope, dreams, and creating a foundation to thrive.

Behrman, NationSwell: What is your call to action for other social impact leaders — what do you think other people need to hear right now?

Garcia-Brito, Nike: At Nike, we believe there’s a coach in everyone — even if you’re just coaching yourself, which is actually a great place to start. Whether you’re at work, at home, or in your community, you don’t have to wait to make a difference. Simply seeing yourself as a coach can transform your connections. There are plenty of free resources to help you start this journey, and often, it’s an easy way to change lives without even realizing it.

My call to action is to tap into that inner coach, starting with yourself and extending it to others, especially young people. In our impact space, it’s vital to create a vision and journey of hope — just as essential as food and shelter. Hope and dreams truly sustain people; when paired with opportunity and community – it is powerful. We need to connect the dots for others, showing how today’s choices lead to real progress and a better future. 

NationSwell: What are three resources that have inspired who inspired you as a leader? It could be a book, it could be a movie, it could be a quote, a song, anything. 

Garcia-Brito, Nike: There’s a cartoonist called Quino who created a character named Mafalda in the 1960s, and there is a wonderful edition of these comic strips “Todo Mafalda” with a preface by Gabriel Garcia Marquez that I keep near me. Mafalda is a wise and very funny six-year old who is not shy about reflecting some of the absurdities of adulthood. She is a champion for inclusion, joy and world peace – and she is very funny.  I’m inspired by the beauty of being able to see the world through the eyes of a six-year-old girl in this space, and how it reminds us that we know everything that we need to know when we’re young.

The other book I’d recommend is called 4,000 Weeks: Time Management for Mortals, by Oliver Burkeman. I live my life with urgency, so I’m kind of impatient when I think about creating change, but this book puts time in perspective — we have only so many weeks. It’s helped me make my minutes feel longer and my life more present, sharpening my priorities.

Peter Block’s book The Answer to How Is Yes influenced me early on. I’ve learned to say yes and drop the ‘how’ that stalls progress. When faced with challenges, I ask not ‘how,’ but ‘do we want to do it?’ If yes, then the ‘how’ will follow.

As for inspiration, it comes from the people we work with daily around the world. Despite the narratives of global division we hear, I see the opposite — countless selfless individuals dedicating their time to help their communities. This work so often happens outside typical hours, fueled by care and skill. I’m grateful for them and believe there are far more people uniting us than dividing us.

Guaranteed Income + Innovations in Financial Security

Posted on by Brianna Provenzano

Guaranteed income is quickly evolving from bold idea to proven strategy—offering direct support to individuals and families with powerful results. In parallel, new models for delivering benefits, improving financial health, and reducing administrative burdens are helping to build a more resilient, inclusive economy.

On June 24, NationSwell convened a virtual Leader Roundtable dedicated to elevating the most promising innovations — what’s working, why it’s working, and what leaders across sectors need to know as they design or support efforts to scale economic dignity.

Below are some of the most salient takeaways from that event:

Insights:

Scale comes from not just new programs but also shifting existing systems. Explore how to “cashify” more parts of the social systems in place, and make them more equitable e.g. pushing to make large scale programs like TANF (Temporary Assistance for Needy Families) in California to be aligned to guaranteed income principles of ease, no strings, and trust in communities.

Deploy strategic pilots to generate momentum. From Boston to Appalachia, targeted pilots are building political will, seeding narrative change, and giving form to a more just economy. They galvanize support, build coalition muscle, and serve as “proof of concept” for broader policy momentum. With preemptive bills threatening local pilots and federal budget cuts looming, initial wins must be protected while pushing for more humane, equitable public systems. 

Every voice needs to sing the same song, but not the same note. Not every actor needs the same approach, but alignment on principles like dignity, agency, and equity is critical. From child tax credits to baby bonds to safety net reforms, harmony across efforts amplifies impact and drives scalable change.

Evolve with the movement. There is a tried and tested rubric for movement building: Provoke the big idea (e.g. instigate pilots, argue the case in public), Legitimize the idea (e.g. Legal changes, policy shifts, narrative change), and then Win. You may need new team members and new ways of talking about the big idea as you move through these phases. It’s ok if we need to move away from certain phrases over time — e.g. If “guaranteed income” feels politicized in corporate circles; the movement still moves forward.

Use language as leverage. “Every baby deserves a shot at the American dream” may resonate in rooms where “guaranteed income” doesn’t. In polarized environments, accessible, emotionally grounded framing builds bipartisan buy-in and unlocks doors policy can walk through. Policy that respects people’s agency leads to better outcomes and challenges long-standing assumptions about who is deserving.

Lead by scaffolding the movement. Corporate and private funders can play a critical role by supporting data harmonization across pilots, investing in messaging, and acting as connective tissue without wading into policy advocacy directly. They can amplify what’s working and help knit together a fragmented landscape.

Center proximity to those experiencing the challenge to build sustainable and scalable solutions. Conduct listening tours and establish a shared frame of reference among diverse stakeholders. When solutions come from those closest to the challenge, they resonate more deeply and work more effectively. The most resonant stories preserve the relational, community-rooted spirit that birthed them and avoid diluting the dignity at the heart of this work.

Empower fresh voices to drive narrative change. Guaranteed income is making progress but lacks broader understanding and support among the public. To fill this void, The Economic Security Project has recently launched the Economic Futures Cohort to empower a new generation of content creators to put it into their own words.