Policy and advocacy Archives

Five Minutes with… Stacey Abrams on why health equity starts close to home

Posted on May 20, 2026May 21, 2026 by Brianna Provenzano

For years, Stacey Abrams has been one of America’s most recognizable champions for expanding access to the ballot box, to economic opportunity, and to the systems that shape who gets to thrive. A former Georgia House minority leader, two-time gubernatorial candidate, bestselling author, and founder of organizations including Fair Fight and American Pride Rises, Abrams has built a national profile by connecting the dots between structural inequities and the everyday lives they shape.

That same desire to expand access is what animates Close to Home: a new health equity initiative from American Pride Rises designed to help people better understand how wellness is shaped by policy, place, and the everyday pressures we all face. Alongside a public education campaign, the initiative also pairs storytelling and resource-sharing with a 2026 health equity microgrant program designed to surface community-driven solutions.

In this installment of Five Minutes With…, NationSwell asked Abrams to reflect on why health equity belongs in the same conversation as democracy and economic mobility; what makes such an initiative remarkable in a moment when even the language of equity is under attack; and what she hopes funders, business leaders, and civic institutions will do to bring this work close to their own homes.

NationSwell: In the simplest terms, what is “Close to Home,” and why did American Pride Rises want to make health equity one of its flagship fights right now?

Stacey Abrams, founder of American Pride Rises: American Pride Rises focuses on DEI in our everyday lives, and one of the most important and high impact places where DEI has been critical is in the healthcare space. The Close to Home campaign is focused on how we can best surface, understand, and invest in community-driven solutions that reflect the lived healthcare experiences of the most impacted communities.

Put more simply, the Close to Home campaign is a place to understand how health connects to our daily lives and to one another through the lens of DEI.

NationSwell: The name “Close to Home” is significant. What does that phrase mean to you, and how does it help people understand how inequity actually shows up in everyday life?

Abrams, APR: We know that health equity is a fairly misunderstood issue. It often feels like something that’s being done to you; as if your access to healthcare is shaped by Washington, D.C., that your access to a hospital is being changed by your state, or that your access to a fair chance at good health is being determined by your background or your zip code. What we want to do is say that it is close to home, it is your community, it is your family, but if the problems are there, so are the solutions.

At the same time, we also want folks to understand that these health outcomes, these challenges, are not personal: It’s close to home, but it’s not you. So many of us are made to believe that a poor health outcome is a personal failure, and Close to Home is designed to help us understand the gaps that exist in access, and between people and opportunities, and that the solutions are close to home.

NationSwell: Close to Home seems designed to do three things at once: public education, community-based microgrants, and policy advocacy. How do those pieces work together, and why was it important to build an initiative that operates across all three?

Abrams, APR: First and foremost, we have to understand the systemic failure that has led to the healthcare crisis. We’re talking about communities that face barriers to preventive care, higher rates of chronic illness, environmental hazards, and rising healthcare costs, and all of that can be traced back to what you know, who you know, how much things cost, and who’s in charge. That’s why we always say it comes back to education, economics, and elections.

On the education side, we are stronger when we understand what we’re facing. Too many Americans of all backgrounds are experiencing persistent health challenges because of gaps in access to care. And that’s part of the onus of DEI: understanding that diversity means all people, equity means fair access to opportunity, and inclusion means respect for belonging — especially when it comes to healthcare.

So the education piece is about making sure people know what they’re entitled to and understand the barriers they face. The microgrants are the economic piece. We know that, at scale, it’s going to take public policy to solve these problems — but close to home, we are already incubating and ideating solutions. One of the most important things we want to lift up is that wherever you live, you probably have a neighbor, a friend, or a community member who’s thinking about how to make life better and improve access to healthcare.

The intention of the microgrants is to invest in those ideas. Because of the attacks on DEI and the attacks on the Affordable Care Act, resources that could make us stronger are instead making us sicker, more divided, and more vulnerable. So the microgrants are really about investing in communities to surface extraordinary ideas, test those experiments, and then say: based on what we now know, let’s build systems that can scale them.

And that leads to the third piece: policy. It is a political decision to undermine public health infrastructure. It is a political decision to use executive orders to attack equity in healthcare. It is a policy decision to roll back protections for women’s bodily autonomy, and to undermine care for communities facing the AIDS and HIV epidemic.

These are policy decisions, and therefore it is our responsibility to advocate for the policies that can make us healthier, help unite us, and strengthen not only those most directly impacted, but the communities they’re part of. We all win, regardless of where we start, when we solve healthcare inequity.

NationSwell: What feels differentiated about the approach American Pride Rises is taking here, particularly in a moment when even the language of equity is under attack?

Abrams, APR: We begin with the belief that we have to understand what we face. And to your very first question about what “Close to Home” means, we know that the language we hear helps shape what we believe we’re entitled to. That’s why we’re focusing on the language of “Close to Home”: because we want people to understand that this is an everyday issue. It’s not remote. It’s about you, your loved ones, and your community. For us, it’s about helping people understand how the values of DEI improve health outcomes for all communities.

We’re talking about providers who are trained to deliver competent care based on your cultural needs. For example, we know that men can experience PSA levels differently in ways that affect whether prostate cancer is detected. That’s culturally competent care. And that doesn’t care about who you are; it cares about what biology tells us about your health needs. We know that women, especially women going through menopause, have very specific needs, and that policies should be designed around the people most impacted. We know that rural communities often have less access to healthcare simply because of geography.

So part of our intention is to use language that helps people understand that diversity isn’t a curse. It is one of the superpowers of our society, but it can only work if we understand how it can be used for us, or weaponized against us.

NationSwell: When you look at the communities this initiative is meant to serve, what do you see as the most overlooked drivers of health inequity — the forces upstream from the doctor’s office that too many leaders still treat as separate from “health”?

Abrams, APR: Well, let’s just start with the current administration’s decisions: We began with the slashing of federal funding for healthcare, and we saw this administration double healthcare premiums for 20 million Americans and kick 14 million people off their coverage in order to fund a permanent tax handout for the top 1%.

That has real consequences, because those are still people who are going to show up in our hospitals. They’re still going to show up in urgent care, but they’re not going to have the care they need. And there’s a cost to every American. We don’t often think about this, but when someone goes to the hospital and can’t afford care, the hospital absorbs that as uncompensated care and then passes those costs along to everyone else. One of the realities is that our affordability crisis is caused, in part, by our broken healthcare system.

You can’t afford to get what you need because when you do get support, you’re being charged more than you should. Number two: this administration also cut environmental justice investments. That may sound esoteric, until you realize what it actually means: they cut efforts to address the health burdens facing vulnerable communities, including communities living with high levels of pollution. When you roll back environmental protections, you create an environmental hazard that becomes a healthcare cost.

And then there’s something very close to me, and to where I live in Georgia: we have one of the worst maternal mortality rates in the nation. But this is not endemic to Georgia, and it’s not endemic to the South. When maternal mortality rises, it’s not just healthcare costs that go up, the economic costs to the entire community go up as well. There are real economic harms that come with persistent health challenges.

We are all made stronger when we have a public health infrastructure that goes beyond the medicine we’re given and extends into the communities we live in.

NationSwell: At a time when many institutions are retreating from equity language or narrowing their ambitions, what does it look like to make the case for health equity in a way that is both morally clear and broadly resonant?

Abrams, APR: I was having a conversation with someone earlier today who asked me, “Why do you talk about DEI and equity so brazenly?” And I said it comes down to two things. First, when we adapt our language, we change our minds. That’s not always a bad thing; sometimes we change our language because we’ve learned something new. New language can help us evolve our thinking, but that same dynamic can also be used against us.

So when it comes to the attacks on DEI, my question is always: Which letter don’t you agree with? Do you oppose diversity? Are you offended by equity? Are you afraid of inclusion? What part is problematic? Equity simply means fair access to opportunity. And in healthcare, equity means understanding that when one person is healthier — when a system is healthier — we all benefit.

That goes back to a fundamental recognition: too many of us have been trained to believe that broken healthcare is a personal failing, that our needs are simply the result of individual choices. But health is shaped by the places we call home. It’s shaped by the work we do. It’s shaped by the pressures we face. It’s shaped by what we can afford.

That’s why it’s so important to talk about health equity and to talk about DEI. Because when we internalize that language, we also internalize the power to know that things can be made better. The attacks on DEI are not happening because DEI has failed. They’re happening because DEI has been working — because Americans of all backgrounds were getting better access and a fairer shot at living healthy, thriving lives.

Those who oppose it demonized the language. So for me, it is a power move to keep using it, because when we own the language, we own the narrative. And the narrative should be that everyone in this country deserves a fair shot at living a healthy and thriving life, no matter where they are — but especially close to home.

NationSwell: You’ve spent so much of your career expanding access to power in democracy, in the economy, in public life. Why does health equity belong in that same conversation?

Abrams, APR: I grew up in southern Mississippi. I used to be on the debate team when I was young, and when we’d pass through Louisiana, we would drive through what was known as “Cancer Alley.” The fact that there was a nationally recognized name for an entire community defined by environmental harm was devastating. What it said was that, in pursuit of revenue, it was acceptable for industry to poison a whole community. And that community was predominantly Black and predominantly poor.

My family did not have health insurance. When we got sick, prayer was our best option — and then Tylenol. Those should not be the choices we have to make. My dad fell off scaffolding and broke his back in an on-the-job accident, but his employer refused to pay for it. So my parents had to figure out how to cover extraordinary medical bills while also fighting a legal system that ignored my father because of his race.

Now my parents are older, and they’re grappling with healthcare issues again. But the difference is: now they have health insurance, and now they have a daughter who knows who to call and has the ability to open doors. What I can do on an individual level for my parents today should be available to every person, for every member of their family, every day.

Equity is about fair access. I should not have more access simply because more people know my name. This comes close to home for me because I cannot believe in a democracy that is real if it does not include all people.

NationSwell: If you could leave corporate leaders, funders, and civic institutions with one challenge as they think about their own role in health equity, what would you want them to do differently? How could they start the work close to home?

Abrams, APR: A healthy workforce is the least expensive form of labor. At the most basic economic level, it is better for industry and better for companies to have a healthy workforce. People work faster, they work better, and they’re not stressed about the next accident or the next mistake. So at a very basic level, it’s in the interest of business leaders to want a healthcare system that works for all of us.

At the societal level, we know that DEI helps ensure the healthcare system reflects real communities — that we have providers trained to deliver culturally competent care, and that policies are designed around the people most impacted. When we invest in DEI and healthcare, we build systems that work better for everyone. When we solve healthcare problems for the most vulnerable or the most complex cases, there’s a follow-on benefit for everyone else.

And ultimately, in a democracy, business does better when people can afford to invest, afford to come to work, and afford to value your products. “Close to Home” is about connecting those dots and making sure we are building healthier, more equitable communities everywhere we go, and supporting the ideas that actually lift us up.

Companies already know from the data that when people do better, they are more productive, more engaged, and stronger community members. So at the individual, corporate, and societal level, health equity makes us all richer.

NationSwell op-ed: Predicting the Future of Work

Posted on April 28, 2026May 28, 2026Jacob Lepiarz and Allie Mahler

We are currently living through one of the most profound shifts in the history of work. As AI, automation, and other emerging technologies redefine jobs, skills, and career pathways wholesale, leaders across sectors are being called to meet these industry-wide undulations head-on and help shape what comes next.

That imperative is at the heart of NationSwell’s new Workforce Innovation Collaborative — a cross-sector effort designed to help leaders explore emerging workforce trends and co-design scalable solutions for a more future-ready and inclusive economy. Through shared learning, strategic dialogue, and collective action, the Collaborative aims to create the kind of trusted space leaders need to navigate uncertainty and create a future-ready workforce where every person has the skills, opportunities, and support to succeed.

To mark the launch of that work, NationSwell invited leaders from the Collaborative to respond to a shared prompt:

Which emerging signals are giving you the most optimism about the future of work right now? And where do you currently see the greatest opportunity to build a system that is more responsive to where work is headed next?

Although their responses reflect different vantage points, they converge around the common belief that the future of work will be shaped by how well leaders connect learning to real opportunity, pair innovation with inclusion, and design workforce systems that can adapt as quickly as the world around them changes.

Prompt: Which emerging signals are giving you the most optimism about the future of work right now? Where do you currently see the greatest opportunity to build a workforce system that is more responsive to where work is headed next?

“We are at an inflection point in the future of work, and I believe the greatest source of optimism and opportunity is in mastering the art and science of building truly responsive workforce systems.

The science is the strategic leveraging of predictive labor market intelligence. By shifting away from reactive measures, we can now leverage data and insights to anticipate skill demands driven by global trends. Our data provides the scientific rigor needed to pinpoint future talent shortages, standardize risk indicators, and replace guesswork with reliable, real-time insights, allowing us to accelerate our workforce investments across the globe.

However, the true opportunity — the art — lies in translating those insights and data into hyper-local execution that allows us to co-create with the communities we work in. This essential human-centered approach ensures our work doesn’t just fill a business gap, but actively builds equitable, transparent systems that deliver a net-positive impact in local communities. We achieve this by cultivating bespoke, long-term partnerships with community leaders, educational institutions, and nonprofits.

Linking our global data-driven approach to local trust and co-creation is the systemic approach necessary to ensure our interventions foster equity and accessibility, building the sustainable, resilient workforce the future demands.”

— Courtney Williams, Global Workforce Development & Labor Market Intelligence, Google

“Across the Design and Make industries, I’m seeing promising workforce solutions that connect access, applied skills, and real hiring pathways. It’s no longer enough to train people on tools in isolation — what’s emerging now are integrated models that build capability in real workflows, validate those skills through industry recognized credentials, and link learners directly to opportunity. That’s how we ensure both students and experienced professionals can adapt and thrive as technology reshapes the future of work.”

— Kate Buchanan, Workforce Innovation & Investment Lead, Autodesk Foundation

“Right now, what gives me the most optimism about the future of work is the growing consensus that, as AI reshapes roles, human-centric skills — critical thinking, communication, and creativity — matter more, not less. It’s really important that optimism is matched with action in this moment, and through Barclays LifeSkills, our programs are helping people to develop these skills in order to differentiate themselves for current and future roles.

As we look at the workforce development sector, the greatest opportunity is to build a system that keeps pace with change by connecting learning to work earlier and more often, and by updating training as employer needs evolve faster. That means scaling employer-aligned earn-and-learn pathways — apprenticeships, fellowships, internships and project-based work — so learners graduate with an increased level of experience. It also means widening access to growth sectors, including AI-enabled roles and the skilled trades, where we continue to see strong demand. Through Barclays LifeSkills, we’re working across our partnerships to turn demand into clear routes to good jobs.”

— Deborah Goldfarb, Global Head of Citizenship, Barclays

“What gives me optimism is how clearly manufacturing and industrial skills are being redefined as both high-tech and people-driven. Advances in automation, digital tools and connected systems are changing work on the factory floor and at job sites. Realizing the full value of those advances depends on sustained investment in our people through skills-building, learning and clear career pathways. I’m also encouraged by how employers are engaging more intentionally with collaborators beyond their organizations. We’re witnessing stronger coordination among educators, workforce systems and local communities to ensure training keeps pace with technological advancement. This alignment — of innovation, skills and purpose — is a compelling signal that manufacturing can provide meaningful, fulfilling careers in a dynamic industry.

One of the greatest opportunities lies in modernizing workforce systems to evolve alongside the technologies shaping manufacturing. High schools, community colleges and regional training providers are critical anchors in this system, and we need to align more closely and dynamically with them, given that roles and skill requirements are changing faster than traditional training cycles can keep pace.

That means co‑designing training pathways that blend hands‑on experience with digital and technology‑enabled learning. It also means creating opportunities for continuous upskilling throughout a career. When workforce systems are built to adapt — rather than react — they not only prepare people for today’s manufacturing roles, but also for the future. They also help ensure the industry can remain innovative, competitive, and resilient over the long term.”

— Asha Varghese, Head of Corporate Social Responsibility, Caterpillar Inc. and President of the Caterpillar Foundation

“We are seeing a historic surge in systems readiness work at the local, state, and national levels. Stakeholders in the workforce ecosystem sometimes work in silos, but I’m seeing sustained interest in collaboration, especially across sectors. We are collectively examining what worked in the past to determine what must evolve for the future.

There’s also growing consensus that career journeys of the future will be less linear. We know upskilling isn’t one-dimensional. It might mean deepening expertise to grow within an existing career trajectory, diversifying skills to transition into an adjacent role, or pivoting into an entirely new profession. A big opportunity right now is to reimagine our support systems to recognize this full spectrum of movement, ensuring that our infrastructure is as flexible as the workers it serves.”

— Diana Fischer, Senior Director, Workday Foundation

“One of the greatest opportunities is in building accelerated, more flexible pathways into the skilled trades that are tightly connected with employer needs. A more responsive workforce system should focus on expanding apprenticeships, investing in short-term training, and exposing students earlier to these fulfilling and well-paying careers.”

— Betsy Conway, Executive Director, Lowe’s Foundation

Health in Action: Care Needs and Innovations in Rural Communities

Posted on March 25, 2026May 26, 2026 by Brianna Provenzano

Rural communities face some of the most persistent health challenges in the country—provider shortages, long travel distances for care, limited broadband, higher rates of chronic illness, and underfunded local health systems. Yet, across these same regions, practitioners, employers, health systems, nonprofits, and local leaders are piloting innovative approaches: mobile and telehealth models, community health workers, cross-sector care networks, and employer-backed wellness programs that meet people where they are.

During a March 24 virtual Leader Roundtable, leaders from the NationSwell community came together to discuss the real-world models working on the ground, the operational and financial barriers to scaling them, and the opportunities for multi-sector collaboration that can create more reliable, equitable access to care. Some of the most salient takeaways from that discussion appear below:

Key takeaways

Recognize Community Health Workers as the connective tissue. CHWs are most effective when embedded within communities and linked to broader care systems, bridging social services, clinical care, and local resources. Sustaining and expanding this impact requires flexible funding that meets CHWs where they are by unlocking early-stage innovation, reducing unnecessary restrictions, and resourcing the work already happening on the ground.

Anchor care in community infrastructure to expand access at scale. Care is most effective when it flows through familiar structures, such as churches and local organizations that have long served as anchors in their communities, rather than relying solely on traditional clinical settings. From faith-based health navigation to in-home support for high-risk populations, training and deploying workers from within these networks strengthens engagement and increases the likelihood that care is sustained.

Leverage technology to unlock reimbursement and coordination. Purpose-built platforms, hub models, and shared infrastructure are enabling community-based organizations to track outcomes, meet compliance requirements, and access reimbursement. When paired with technical support, these tools reduce administrative burden and make it possible to scale impact while maintaining quality.

Use data to prove value and secure sustainable funding. Demonstrating outcomes like increased primary care engagement, reduced emergency utilization, and cost savings is critical to making the case for continued investment. Data not only validates the impact of community-based models but also translates that impact into language that funders and policymakers act on.

Invest in training that is locally relevant and role-specific. Expanding the workforce requires equipping CHWs with training that reflects the populations they serve, from maternal health to behavioral health to chronic disease. Tailored, community-informed curricula ensure that workers are prepared to meet the specific needs of their communities.

Close the gap by aligning systems, funding, and community needs. Persistent barriers like fragmented data systems, limited interoperability, and short-term funding continue to slow progress. Closing the rural health access gap requires deeper coordination, sustained investment in community-based infrastructure, and policies that reflect how care is actually delivered on the ground.

Meeting the Moment: Responding to Events in Minneapolis

Posted on February 6, 2026May 26, 2026 by Brianna Provenzano

The events unfolding in Minneapolis transcend politics, instead tapping the much deeper wells of morality and justice. During a NationSwell “Meet the Moment” conversation, peer leaders on the ground in Minnesota and elsewhere gathered to share what they’re asking, doing, and anticipating during a pivotal moment, and how we can lead at our best for the communities we serve and for the future of our nation. A selection of takeaways from the conversation appears below.

Key takeaways

Center responses on lived experience and local leadership. At times, national narratives can flatten crises. Effective action starts by listening to those on the ground. Local leaders and community organizations best understand the scale, nuance, and human impact, and therefore should shape priorities, messaging, and solutions.

Treat fear as a systemic condition. When people cancel medical care, stop working, and remain confined to their homes, fear becomes a public health, economic, and civic crisis. Responses must restore safety, trust, and dignity alongside legal or policy efforts.

Invest in mutual aid and community infrastructure as essential systems. Grassroots networks delivering food, transportation, and care are critical infrastructure. Sustained funding and coordination can strengthen these systems beyond moments of crisis.

Recognize economic harm as intentional, cascading, and local. Overly aggressive enforcement actions destabilize small businesses, drain municipal budgets, and shift costs to cities and states, especially harming businesses of color. Leaders should frame interference as an economic issue as much as a moral one.

Protect information integrity as a form of community safety. Citizen documentation and local journalism have become vital accountability tools, while misinformation actively endangers people. Supporting trusted media, rapid fact-checking, and responsible data use is now a core leadership responsibility.

Understand and use emerging data to guide action. New polling and research show shifting public sentiment on enforcement, accountability, and institutional power. Leaders should engage proactively with credible data and use it to inform strategy, challenge misinformation, and ground decisions in evidence rather than assumptions about public opinion.

Be explicit about structural limits and push responsibility upward. Cities and states face material legal and fiscal constraints while absorbing the consequences of federal action. Effective leadership requires coordinated pressure at the federal level, not expecting local systems to shoulder unlimited burden.

Match moral clarity with institutional courage and future-focused action. Individuals have shown extraordinary bravery; institutions must do the same. Business, philanthropic, and civic leaders should speak up. Grounding their actions in workforce realities, demographic needs, and long-term economic health can help move beyond political framing.

Impact Next: An interview with Results for America’s Michele Jolin

Posted on January 27, 2026May 20, 2026 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 Michele Jolin, CEO and Co-Founder of Results for America.

NationSwell: What brought you to the field that you’re in right now? Was there an early moment, a relationship, or an experience that galvanized your commitment to driving bold action?

Michele Jolin, CEO and Co-Founder of Results for America: I grew up in a small town in Wisconsin that was really battered in the 1980s by the decline of manufacturing. A lot of people were losing their jobs, families were out of work — it was a hard time. At the same time, I came from a family of Irish immigrants who deeply loved America, and that shaped me just as much.

There was this incredible optimism in my upbringing about the promise of the American dream. My grandmother met my grandfather on the Fourth of July, married him a year later on the Fourth of July, and even had a ring with a red, white, and blue stone, which I still wear. It sounds a little hokey, but that sense of pride and belief in this country was real and deeply ingrained.

That optimism was paired with a clear-eyed understanding that we could — and should — do better. My mother was always an activist, involved in civil rights and anti-war movements, so there was this constant tension between believing in America’s potential and needing to push America to constantly improve itself to reach its potential, including supporting workers like those in my hometown transition to new jobs. I was growing up in a place where the government wasn’t stepping in the way it needed to — retraining workers, improving education, or creating pathways to new jobs. Seeing that gap early on really shaped how I think about economic mobility and the role systems can play in helping people move forward.

NationSwell: What would you say is the North Star of your current leadership?

Jolin, Results for America: One of our core organizational values is empathy, and that’s very much my North Star. By empathy, I mean truly understanding people’s lived experiences and what motivates them. When you’re trying to drive social change, especially within government, that understanding matters more than anything else. People act for complex reasons, and meaningful change only happens when you design solutions with those realities in mind.

At Results for America, our work is focused on helping government deliver better results and improve economic mobility. We know more than ever about what works — clear pathways that help children born into poverty reach the middle class — yet government hasn’t consistently funded or implemented those solutions. The issue isn’t a lack of intention; most public leaders are deeply mission-driven. It’s the complexity of systems, information overload, and structural barriers that make action difficult.

Our role is to simplify that landscape and remove those barriers. We help governments access proven solutions, learn from peers, and implement change more effectively, then recognize and celebrate progress when it happens. That combination of clarity, peer learning, and recognition is powerful. It reflects our values and how I think about leadership: understand what motivates people, meet them where they are, and create the conditions for sustained impact.

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?

Jolin, Results for America: When we first started Results for America, our focus was at the federal level, shaped by my experience in the Obama administration helping launch the Social Innovation Fund and the White House Office of Social Innovation. The idea was simple: Governments should invest in solutions that work, using evidence and data to guide funding. But when I took that idea to Congress, the response was often resistance. Even though the Social Innovation Fund was small relative to the trillions spent on economic mobility, it was meant to model a better way, and the pushback was deeply frustrating.

That frustration ultimately led me to start Results for America. The goal wasn’t just to fund a program, but to create the conditions where investing in what works became the norm. It’s common sense — and bipartisan — to say government dollars should go toward proven solutions that help kids and families move up. So we set out to remove the barriers that prevented governments from acting that way.

We began at the federal level, then expanded to cities with support from Bloomberg Philanthropies through What Works Cities, and later to states. Across all levels, we focus on the funding lever — budgets, grants, and procurement — because that’s where real change happens. By embedding evidence and outcome requirements into those processes, we help dollars flow to what works. Over time, we also realized governments needed help finding and implementing proven solutions, so we built tools like our Economic Mobility Catalog and Solution Sprints to pair funding with action. That combination — funding, solutions, and peer learning — is what now drives our impact.

NationSwell: What’s defining the current social and economic environment that we’re in — what are the trends that you’re currently seeing, and what’s giving you hope?

Jolin, Results for America: One of the most notable dynamics right now is the renewed focus on government efficiency, effectiveness, and state capacity. This isn’t new or partisan — spending public dollars more effectively has always resonated across red, blue, and purple states — but recent attention, including the DOGE moment, has put a sharper spotlight on the question of how government actually improves performance. Even as that moment fades, the underlying question remains: what truly works to fix government?

We’re part of a broader field tackling that challenge, alongside organizations like Code for America, the Government Performance Lab, and Work for America. What’s exciting is the growing momentum across this ecosystem. Where we play a distinct role is by starting with results and outcomes first, and then working backward to the “plumbing” of government — budgets, grants, procurement, and systems. That results-first approach is critical. Some leaders are motivated by efficiency alone, but many, especially elected officials, are driven by outcomes like cutting child poverty or improving economic mobility. We meet them there and then help translate those goals into smarter funding and proven solutions.

That focus feels especially important at this moment, as local governments face tightening budgets and growing pressure from affordability crises, workforce disruption, and rapid technological change. Resources will be more constrained, not less. Our role is to help governments do better with what they have — to become stronger problem-solvers, more adaptive, and more capable of delivering results despite volatility. The next decade will demand that kind of capacity, and that’s where we’re focused.

NationSwell: What is unique or differentiated about the approach that you’re taking? Can you walk us through what excites you most about the work that you’re leading?

Jolin, Results for America: I think it’s worth reiterating that funding is a powerful lever — something governments can actually shape — but it works best when it’s paired with information about solutions that’s easier to access and stronger support for implementation. That’s something we’ve learned over time through testing and piloting, and our reach is big: we work with 350 local governments, in 48 states, at the federal level, and with both Republicans and Democrats.

Another learning is that partnering with community organizations — especially place-based partnerships — can speed government delivery and results. Over the last five years, we’ve worked much more closely with networks like StriveTogether, the William Julius Wilson Institute, Purpose Built Communities, Partners for Rural Impact, and others. When a community is already aligned around outcomes, it can help drive faster uptake of solutions and faster results for residents. That’s something I see us leaning into even more over the next decade.

One example is in Dallas, where we worked with the city alongside the Commit Partnership (part of the Strive network) and CPAL (Children’s Poverty Action Lab). We identified an agency that funds many of the social service programs tied to key outcomes, but it wasn’t transparent what was being funded or how much of it was evidence-based. So we helped create an inventory of what they’re funding, what has evidence behind it, and where the gaps are — so leaders can make better decisions. We also worked to incorporate language into city processes that encourages funding programs with an evidence base. It’s a two-part approach: transparency about what’s happening, and incentives to fund what works.

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

Jolin, Results for America: The first is Janet Yellen. I was her chief of staff at the Council of Economic Advisers during the Clinton administration, and I’ve worked closely with her over the years, including helping her stand up the Treasury Department when she became Secretary. She leads with a deep commitment to excellence, rigor, and evidence. The CEA is essentially the White House’s internal think tank, and that experience — grounding policy decisions in what actually works, whether on climate, welfare reform, or economic policy — was incredibly formative for me. She’s also been a pathbreaking woman in a deeply male-dominated field, and her courage, discipline, and integrity have inspired generations of leaders.

Another major influence is Bill Drayton, the founder of Ashoka. After leaving the Clinton administration, I worked there and saw firsthand how he built a global network of social entrepreneurs — people applying entrepreneurial thinking to social problems with extraordinary impact. What struck me was how universal that spirit is: you see it in India, Kenya, Germany, Colombia. Working with Bill helped crystallize the idea that innovation and entrepreneurship are just as powerful in the social sector as they are in the private sector, and that locally rooted solutions can drive change at scale.

The third is Rosanne Haggerty, who leads Community Solutions. Her work on homelessness — especially the concept of “functional zero,” where communities know exactly who is unhoused and can move people quickly into housing — has deeply influenced my thinking. It gets to the root of what results-driven government looks like: building the systems, habits, and problem-solving capacity to respond effectively to whatever challenge comes next. That mindset — helping governments build durable capacity to solve problems again and again — is exactly what excites me about the work we do today.

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

Jolin, Results for America: My go-to podcasts are Masters of Scale and Possible. I love how optimistic they are, and how practical they are about building organizations, shaping culture, and making big things happen at scale. There’s always something in there that sparks a new way of thinking.

Books are a huge part of my life — I read constantly. The Color of Law by Richard Rothstein and The Warmth of Other Suns by Isabel Wilkerson were especially formative for me. Both trace how government policies — sometimes intentionally, sometimes not — have created and reinforced racial disparities. They make clear that reducing inequality requires changing the “plumbing” of government: how laws are written, applied, and administered.

Another book that really stayed with me is Evicted by Matthew Desmond. Set in Wisconsin, it powerfully shows how housing policy and government systems leave families — especially children — extraordinarily vulnerable to displacement. That book deeply influenced how I think about fairness in government processes, and it makes me especially proud that Results for America is actively working with governments to adopt solutions that prevent displacement and improve housing stability.

Childcare for All Solutions Wheel

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Posted on January 22, 2026May 26, 2026

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The Case for Childcare Collaborative designed this interactive resource hub to help employers explore childcare solutions that support working families and strengthen their workforce. Through research, real-world examples, and practical tools, the site helps organizations understand the business impact of childcare and identify benefits and policies that work for employees across industries and income levels.

Whether employers are just getting started or expanding existing supports, the platform offers actionable guidance to help build more inclusive, resilient workplaces where workers — and businesses — can thrive.

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Collective Wealth Building: Innovation in Homeownership

Posted on January 16, 2026May 26, 2026 by Brianna Provenzano

Homeownership remains one of the most powerful—and most unevenly distributed—wealth-building tools in America. Rising housing costs, limited supply, structural inequities in lending and appraisals, and stagnant wages have pushed the dream of owning a home out of reach for millions. Yet across the country, impact-driven actors are testing new solutions that merit deeper investigation and exploration.

On January 15, NationSwell hosted a virtual Leader Roundtable designed to what’s working, what’s emerging, and what still needs to be invented. Alongside a group of leaders from the corporate, philanthropic, and nonprofit sectors, we examined the opportunities and constraints organizations face in expanding access to homeownership, surfaced promising models that can scale, and identified where multi-sector collaboration could move dollars and outcomes.

Some of the most salient takeaways appear below:

Key takeaways:

Treat vacancy as latent supply and rebuild demand alongside units. In hyper-vacancy contexts, the challenge is not only deteriorated housing stock but the absence of market confidence. Pairing acquisition with intentional demand creation (and, in Parity’s case, support for building financial knowledge among buyers) helps ensure neighborhoods are repopulated by residents rather than speculative capital.

Acquisition and clear title are the longest, least predictable phases of the work — and require patient capital. Much of the real labor happens before construction ever begins, particularly when properties involve estates, liens, or unclear ownership. These timelines rarely conform to funding cycles or political urgency; progress depends on legal persistence and institutional patience. Without flexible capital at this stage, downstream innovation rarely materializes.

Center legal and policy innovation to accelerate rehabilitation and prevent investor capture. Intervening earlier in foreclosure or receivership processes can shift outcomes dramatically. Legal tools that transfer control to mission-aligned actors shorten vacancy timelines, reduce blight, and increase the likelihood of owner-occupied housing.

Recognize that interest rates, not sale prices, often determine affordability. Every 1% the interest rate it wipes out $30k buying power which is make or break for first-time buyers. In this context, interest-rate buy-downs can restore feasibility more efficiently than price subsidy alone because they directly address monthly payment constraints.

Balance wealth building with long-term affordability through shared-equity and soft-second structures. Down payment assistance can expand access while still protecting public and philanthropic investment. Carefully designed equity-sharing mechanisms allow households to build wealth without turning affordability into a one-time event.

Rather than treating displacement as a downstream problem, pair revitalization with retention. Neighborhood improvement often triggers rising tax burdens that destabilize long-time residents, particularly elders on fixed incomes. Without parallel retention strategies, revitalization can unintentionally replicate the same extractive dynamics it seeks to undo. Retention must be designed in from the beginning, not layered on after values rise.

Treat homeowner retention as a core wealth-preservation strategy. Preventing tax sale, foreclosure, or forced exit protects accumulated equity and intergenerational assets. In many cases, stabilizing existing homeowners delivers greater impact — and does so faster — than new production alone.

Cross-sector misalignment is the primary barrier to scale. Many effective tools already exist, but they live in silos across philanthropy, government, finance, and nonprofits. The hardest work is often sequencing participation: who de-risks first, who follows, and who sustains the effort over time. Scale depends less on invention than on coordination.

Recognize that credibility, narrative, and design quality actively shape markets. Homes that signal dignity and pride influence how neighborhoods are perceived by residents, lenders, and buyers alike. Aesthetic quality and storytelling are not cosmetic; they help rebuild imagination, confidence, and demand in places long defined by disinvestment. In this way, narrative becomes a form of infrastructure.

Impact Next: An interview with Wellthy’s Lindsay Jurist-Rosner

Posted on December 10, 2025May 21, 2026 by Brianna Provenzano

In 2025, Impact Next — an editorial flagship series from NationSwell — is spotlighting 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 Lindsay Jurist-Rosner, CEO of Wellthy. Here’s what she had to say:

Virginia Tenpenny, Chief Social Impact Officer, NationSwell: Tell us a little bit about what brought you into Wellthy — what galvanized the bold action you’re driving through the company?

Lindsay Jurist-Rosner, CEO, Wellthy: Wellthy was founded in 2014, and the idea came directly from my own caregiving journey with my mom. She was diagnosed with multiple sclerosis when I was a kid — not the more common relapsing-remitting type, but the rarer, progressive form that causes a steady decline in mobility. Over the years, she gradually lost the ability to walk, then to use her arms, though she remained emotionally strong. She was my world, and caring for her shaped who I am.

After college, I moved home to take care of her while working full-time, which eventually led to burnout. When I finally moved out, I continued managing her care from afar, setting up systems, catching last-minute flights, handling the middle-of-the-night emergencies. In her final years, she was in hospice, and she passed away eight years ago.

That experience left me determined to make caregiving easier for other families. I kept thinking, if this was so hard for me — with every possible advantage — how do others do it? I started talking to families and realized how universal the struggle is. The healthcare system does a great job treating medical conditions but offers almost no support for the day-to-day realities of care. Families shoulder 90% of long-term care in this country, often at the expense of their own well-being.

Wellthy was born out of that realization — a desire to build the infrastructure and support I wish my family had. And honestly, that caregiving hasn’t stopped. After my mom passed, I helped care for my grandfather and mother-in-law — both of whom have since passed. I got married, had a child, and now navigate childcare in a blended family. Care is just part of my life from every direction, which keeps me close to our work at Wellthy. I’m not just leading the company — I’m also one of our customers. And living through these different chapters has shown me what so many families experience every day: care rarely fits into neat categories. It spans generations, moments of joy and loss, and every kind of need. That’s why Wellthy has evolved into a true birth-through-bereavement service, because families don’t live in siloes, and their care support shouldn’t either.

Tenpenny, NationSwell: In the 11 years you’ve been at Wellthy, what are some of the bright spots? What’s the moment that you find yourself in right now in terms of the progress that you’ve made and your ambition going forward?

Jurist-Rosner, Wellthy: I’m incredibly proud of what we’ve built — it’s been the most gratifying 11 years. We get to change people’s lives every day. Families tell us we “saved the day,” that their care coordinator was their angel; there’s nothing better than that.

Our original hypothesis was simple: if we could unburden families from the administrative and logistical chaos of caregiving, we could free them up to focus on what really matters: being present with their loved ones. That idea led us to pair every family with a dedicated care coordinator, much like a financial advisor, who helps them navigate complex care decisions. Most of our coordinators are social workers by training — an incredible, underutilized talent pool we’ve been able to elevate and empower.

We use technology to help those care teams work at the top of their degree and deliver a consistent, high-quality experience for families, now on a global scale. Wellthy partners with companies of all sizes that offer our services as an employee benefit, helping their teams balance work and care. We’ve also expanded into backup care and, most recently, acquired Patch — founded by two incredible women — whose team provides on-site and near-site childcare for frontline workforces.

At the end of the day, everything we do comes back to the same question: where are the gaps in care, and how can we step in to solve them?

Tenpenny, NationSwell: This is clearly an ongoing issue and gap in our society — how do you evolve Wellthy in order to make sure you’re meeting the needs on the ground?

Jurist-Rosner, Wellthy: We’re constantly evolving. One of our biggest pushes in the last two years has been building a better backup care program. Traditional providers like Bright Horizons and Care.com have been around for decades, but clients kept telling us they wanted something different. So we built our own from the ground up, including a full fintech system to process payments and an entirely new network of backup care providers offering drop-in care.

Global expansion has been another major focus. Many of our U.S. clients wanted to extend Wealthy’s services to their colleagues abroad, so we went market by market, country by country, studying healthcare, childcare, and eldercare systems to understand where we could add value. In late 2026, we launched with Cisco across 95 countries, building truly global caregiving support.

We’ve also been exploring the intersection of care and climate. When natural disasters strike — including wildfires, floods, hurricanes — we step in to support employees who can’t get to work or safely care for loved ones. After major storms in Houston, for example, we worked with Memorial Hermann Hospital to source generators and provide financial and logistical support for affected staff.

Our latest expansion is through our acquisition of Patch, an incredibly innovative company founded by two women who created on-site and near-site childcare for frontline and in-person workforces. They operate centers in places like UPS sorting facilities, hospital campuses, and manufacturing lines — high-intensity environments where flexible, affordable childcare can literally change lives. I met a worker at one of their sites who, because of a Patch room, was able to keep her job and care for her two-year-old after her husband was incarcerated.

Patch represents the future of childcare: nimble, accessible, and life-changing. Our next big focus is scaling that model: getting more Patch rooms in more places to support more families.

Tenpenny, NationSwell: As you think about the demands that you face as a CEO of this fast-growing company and all the demands outside of the job, how do you take care of yourself and also lead effectively?

Jurist-Rosner, Wellthy: I don’t know that there’s a silver bullet; every day looks different. I’m actually training for the New York City Marathon right now, which might qualify as either self-care or self-torture, depending on the day. But over time, I’ve found a rhythm that works.

The real key, though, is partnership. My husband and I both have demanding jobs — he’s the CEO of a public company — and we make it work through constant communication and trade-offs. We’re really respectful of each other’s ambitions and commitments. If I have to travel or go to an event, he’ll adjust, and vice versa. We make sure we both get time for self-care, time with our kids, and time to focus on our work.

As for the personal side, I’ve just gotten better about the basics — prioritizing workouts, eating well, drinking less — all the things we all try to do. There’s no magic formula, but I’m always working on doing a little better each day.

Tenpenny, NationSwell: What is the North Star for your leadership style that makes you most effective?

Jurist-Rosner, Wellthy: Honestly, I think I have it easier than a lot of leaders because we’re a mission-driven company. We naturally attract people who are deeply connected to what we do, so the culture and my leadership style evolve pretty organically. I imagine it’s harder in more traditional organizations, where you have to work harder to manufacture that sense of purpose.

Our focus is always on reminding the team of the impact they’re having. The work can be intense, but the outcomes are so real. We make that visible every day — sharing real-time member feedback in Slack, highlighting family testimonials during our monthly “All Hearts” meetings, and playing videos that bring our members’ voices directly to the team. It keeps everyone connected to why we do this work.

At the end of the day, that mission is the fuel. It makes the tough days easier and the culture stronger.

Tenpenny, NationSwell: What are the trends you’re seeing right now that are giving you hope?

Jurist-Rosner, Wellthy: I feel a lot of hope right now. In the early days of Wellthy, no one was really talking about caregiving — it just wasn’t on the radar. Now, it’s incredible to see how much that’s changed. Companies are thinking holistically about how to support their employees, not just through us but through broader policies, programs, and benefits. We work with dozens of large employers, and it’s inspiring to have a front-row seat to the way they’re building truly people-centered workplaces.

I’ve also been doing work in D.C. with the Bipartisan Policy Center, helping to make recommendations around the federal role in childcare. That’s been energizing, especially seeing recent progress in Congress, like the expansion of tax credits that will make a real difference for families.

It’s also the case that backup care needs a new era, and at Wellthy we see ourselves as part of that shift. So many organizations have had the same backup care benefit in place for years, sometimes decades, and now they’re taking a fresh look. We’re getting the chance to show them a program built for the modern and diverse realities of family life, one that tackles the pain points HR teams have wrestled with for so long. There’s real momentum right now — whether in companies putting their programs back out to bid or simply in the number of HR leaders who want to talk about what it looks like for backup care to truly work for both employees and employers.

And finally, I’m so inspired by what I see on business school campuses. Wellthy is now taught as a case study at Harvard Business School and Stanford GSB, and every time I visit, I’m struck by how aware and motivated these students are. A few years ago, no one even used the term “care economy.” Now, it’s part of the conversation — and students want to invest, build, and innovate in this space. The class at HBS that used to be a small seminar on social entrepreneurship and systems change now fills the largest lecture halls. That level of energy and purpose in the next generation gives me so much hope for what’s ahead.

Tenpenny, NationSwell: As you think about the socially motivated leaders that you consider your peers, are there two or three whose work has really inspired you and who you hold in high esteem?

Jurist-Rosner, Wellthy: I’m very inspired by my husband. His leadership style is completely different from mine — he’s patient, measured, deliberate, and thoughtful, while I tend to be more reactive. I love learning from him and observing how he leads; he’s an incredible leader and does an amazing job at his company.

Before starting Wellthy, my mentor was Dave Morgan, who led the marketing tech company where I worked. Watching his leadership was hugely motivational. But honestly, I find inspiration everywhere — there are so many people whose approach to leading, thinking, and showing up continues to push me to grow.

Tenpenny, NationSwell: Are there any books, podcasts, or other resources that you’d recommend? What’s been your source of inspiration or influence lately?

Jurist-Rosner, Wellthy: Right now, I’m listening to David Goggins’ book while training for the marathon — his story is incredible and definitely keeps me motivated during the long runs. I’m also a big fan of the Acquired and Science Vs podcasts; they’re great for learning how companies and leaders got their start and for diving into complex topics in a really engaging way.

Since I’m running so much, I’ve been consuming a lot of content lately. I’m reading Genesis by Henry Kissinger on AI, which has been fascinating, and recently revisited Ezra Klein’s book, Abundance. There’s no shortage of inspiration out there — I’m just trying to take it all in mile by mile.

Effective Issue Advocacy: Earning Attention and Driving Change

Posted on November 7, 2025May 26, 2026 by Brianna Provenzano

In today’s fractured attention economy, advancing policy and advocacy goals has never been more complex. For impact leaders, breaking through the noise requires new strategies to connect with hard-to-reach audiences, build trust across divides, and mobilize stakeholders around urgent issues.

During a November 4 virtual Leader Roundtable, participants explored how leaders are navigating these challenges and reimagining advocacy for the current moment, examining the innovative approaches to earning attention, translating awareness into action, and ultimately driving meaningful change.

Some of the most salient insights from the conversation appear below:

Key takeaways:

Effective advocacy begins with reframing, not resistance. When audiences arrive with hardened beliefs, direct confrontation rarely works. The most persuasive advocates find new points of entry — rephrasing the question, offering a story, or isolating a single relatable detail. Shifting the frame in this way can help to bypass defensiveness and move people from ideology to empathy.

Small numbers, clearly told, drive disproportionate impact. In an age of data overload, specificity is what lands. Audiences can’t meaningfully conceptualize millions or billions, but they can relate to the story of a family trying to eat on $2 a meal. The same principle applies to action: small repeatable steps — writing one email, attending one meeting — build the muscle memory that sustains movements over time.

Authenticity is operational, not aesthetic. For mission-driven companies, credibility isn’t a tone of voice, it’s an infrastructure. True authenticity comes from governance models, internal accountability, and consistency across decades, not from reacting to what’s trending. The most resilient organizations root their advocacy in explicit values and distribute ownership across teams so that no single marketing cycle or leadership change can dilute the mission.

Action is the currency of trust. Many organizations talk about values, but far fewer design concrete actions that invite participation. The strongest campaigns make it easy for people to act — not just to emote — and measure success by policy, practice, and participation rather than by clicks or sentiment. Over time, that clarity of purpose builds deeper loyalty than any consumer-facing brand push. One member pointed out that organizing is a ladder and not plank: once an individual takes an action, they are more likely to take another, but are less likely to jump from the bottom rung to the top.

Inside large organizations, effective advocacy depends on internal rigor. One participant described a “scorecard” framework that guides crisis-response across marketing, comms, policy, and philanthropy. Each potential intervention is scored on employee, customer, and corporate impact, which enables the company to move quickly while maintaining transparency and fairness. This kind of cross-functional infrastructure transforms reactive decision-making into principled, replicable action.

Speed and alignment are as important as intent. In the wake of any crisis, momentum is everything. When systems are pre-built and ownership is distributed, teams can mobilize in hours instead of days — ensuring that compassion isn’t slowed by bureaucracy. The organizations that respond best have built their playbooks long before they’re tested.

Digital should drive people towards community, not away from it. While online engagement remains vital, younger generations increasingly crave in-person organizing — IRL spaces to connect, learn, and interact away from screens. The next wave of advocacy will merge the reach of new digital frontiers with the depth of human connection.

Clarity and courage still cut through the noise best. In a saturated attention economy, the most enduring messages are the ones that blend moral clarity with concise storytelling. Whether addressing AI ethics, social justice, or climate resilience, audiences are drawn to organizations that speak with conviction and lead with transparency.

Hope isn’t naive — it’s strategic. At a time of polarization and fatigue, hope is a mobilizing force in and of itself. By naming progress, celebrating persistence, and grounding advocacy in tangible wins, leaders can replenish the emotional reserves that movements depend on.

When it comes to data: Show, don’t tell. When complex systems are made visible, they become impossible to ignore. Mapping inequities or visualizing unseen harms helps people understand scale and proximity, transforming abstraction into urgency and urgency into action.

Strengthening Public Health with Community Health Workers

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Posted on August 22, 2025May 26, 2026

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In virtually every community in our country, it is often the work of a Community Health Worker (CHW) that unlocks the potential for a child, a family, a senior, a farmworker, and millions of others, to access a healthy life. This study isn’t meant to be another generalized, awareness-raising gesture for CHWs. It’s meant to spotlight where CHWs are effectively integrated into their communities while being paid in sustainable ways so these models can continue to be funded and expanded.

Our teams at Sanofi, NationSwell, Atlas Clarity, and NACHW saw a gap, a story to tell. We embarked on a collaborative journey to seek these models of CHW partnership and integration, with our differing perspectives and burning questions.

We asked: What works in communities? What works for CHWs? How might funders, partners, and governments—each of us—better support CHWs while also honoring the self-determination of this unique workforce? And we curated our findings, with replicable examples and insights to build on.

In this report, we’ve laid out what we heard and what we believe are some of the best actions you can take for improved community health powered by CHWs who are sustainably paid for their work, and we’re looking forward to using this tool as a springboard for discussion across sectors. Appreciation to all CHW and non-CHW contributors for sharing their knowledge and stories.

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