In addition, we continued to deliver the core services our Association is known for: technical assistance and training, spaces for connection, and innovation labs that drive improvement across the human services sector. We provided customized technical assistance, launched a National Leadership Academy, trained career navigators in evidence-based practices, and expanded the THRIVE learning platform with courses on benefit cliffs, staff burnout, and leadership skills.

In 2025, state and local human services leaders chose APHSA convenings in record numbers to connect with peers. Our National Human Services Summit reached its highest attendance ever, with strong participation across all events and virtual meetings. Members consistently tell us they value not only the resources and information, but also the opportunity for honest conversations about what’s working—and what’s not—with peers and leaders in similar roles.

APHSA partnered with national organizations to build and scale innovations into lasting infrastructure. The National Electronic Interstate Compact Enterprise (NEICE) continues to support interstate child placements, and this year, in collaboration with the Association of Administrators of the Interstate Compact on the Placement of Children, we launched a new analytics dashboard to help states monitor and improve placement timelines. We also launched our first State Action and Innovation Lab (SAIL), focused on advancing data interoperability across three states and guided by a Community Impact Council with support from technical assistance partners.

In 2025, state and local human services leaders worked to serve individuals and families more effectively while navigating a rapidly shifting policy landscape. As these challenges evolved, it became clear that lasting solutions depend on strong community partnerships grounded in shared responsibility and mutual support. In response, APHSA developed and released the Community and Social Impact (CSI) Framework—a structured approach to engaging community voices and strengthening partnerships to address service gaps. Using this framework, five agencies identified priority needs, co-created solutions with stakeholders, and responded proactively to policy changes, ensuring improvements were both impactful and sustainable.

The numbers tell part of the story. But the real impact is harder to quantify: the agency director who felt less alone after a peer community call; the Congressional staffer who better understood SNAP implementation challenges because APHSA explained them clearly; the families who received benefits more seamlessly because their state implemented tools APHSA helped develop; and the child placed safely with a grandparent across state lines in a matter of days because a caseworker had access to the right information at the right time.