Using Policy as a Strategy for Systems Change

Authors

  • Nicholas Torres Unniversity of Pennsylvania
  • Tine Hansen-Turton Woods System of Care
  • Kristen Farry Woods System of Care
  • Karen Coleman Tabor Services Foundation
  • Michael Clark

Keywords:

Systems Change, Public Policy, Cross-Sector Collaboration, Ecosystem Governance, Housing Stability, Workforce Development, Behavioral Health, Prevention and Early Intervention, Community Wellbeing, Economic Mobility, Integrated Service Delivery

Abstract

Across the Greater Philadelphia region, county governments, nonprofit leaders, healthcare systems, educational institutions, workforce organizations, and community advocates are confronting challenges that are deeply interconnected. Housing instability influences educational attainment. Behavioral health gaps contribute to workforce disruptions. Workforce shortages strain healthcare and human services systems. Fragmented systems leave vulnerable residents navigating disconnected services with inconsistent outcomes.

What emerged from the recent Greater Philadelphia policy convenings and public policy fellowship briefs is a powerful realization: these are not isolated county problems. They are ecosystem problems.

The policy recommendations advanced across Bucks, Chester, Delaware, Montgomery, and Philadelphia counties collectively demonstrate that Greater Philadelphia functions as one regional ecosystem. Residents cross county borders for employment, healthcare, transportation, housing, education, and social services every day. Economic mobility in Philadelphia impacts workforce stability in Chester County. Housing shortages in Montgomery County affect labor pipelines in Bucks County. Behavioral health capacity gaps in Delaware County create pressures across hospital systems regionally.

Most importantly, the region’s challenges mirror those facing metropolitan ecosystems throughout the United States and increasingly across the globe.  Whether in Pennsylvania, California, Texas, Canada, Europe, or rapidly urbanizing regions worldwide, communities are grappling with the same core tensions:

  • Fragmented systems operating independently rather than collaboratively
  • Housing instability undermining economic mobility
  • Workforce shortages in healthcare, behavioral health, long-term care, education, and skilled trades
  • Rising behavioral health needs
  • Youth disengagement from traditional pathways to economic opportunity
  • Service delivery systems that remain reactive instead of preventative
  • Institutional structures that struggle to integrate community voice and lived experience

The published policy briefs developed, through a 6-modular process and formal training, by 16 Policy Fellows and supported by Tabor Services Foundation offer not simply local recommendations, but scalable frameworks for ecosystems seeking to use policy as a tool for long-term systems change.

Together, these recommendations reveal an emerging blueprint for ecosystem transformation grounded in prevention, integration, stabilization, and community-centered policymaking.

 

Author Biographies

Nicholas Torres, Unniversity of Pennsylvania

Nicholas Torres, MEd, has over 20 years of experience in executive management. Nicholas serves in the capacity of the executive director of The Network: Towards Unity for Health (TUFH) an official non state actor of WHO. He is also Co-Founder and CEO of Social Innovations Partners which publishes the Social Innovations Journal, manages the Social Innovations Institute & Lab, and incubates and launches high impact social sector models and enterprises. He teaches Nonprofit Leadership, Social Policy, and Social Entrepreneurship at University of Pennsylvania. He serves on many regional boards including the Free Library of Philadelphia and Springboard Health National Advisory Board.

Nicholas works at the cross section between the private sector, government, and not-for-profits and aligns them toward collective social impact goals and public policy. He has led and founded multiple for-profit and not-for-profit social ventures that are driven both by social impact and financial sustainability measures. Some of his launched social ventures include charter schools, an early literacy technology platform; school-based health centers; and community-based satellite college sites.

Tine Hansen-Turton, Woods System of Care

Tine Hansen-Turton, MGA, JD, FCPP, FAAN, is President and CEO of Woods System of Care, a population health management organization serving individuals with intellectual and developmental disabilities, behavioral health needs, and complex medical conditions. A nationally recognized healthcare and human services leader, she has founded and led several organizations focused on health innovation, workforce development, and systems change. Hansen-Turton is also the founder and publisher of Social Innovations Journal, teaches public and social innovation at the University of Pennsylvania, and is a nationally recognized advocate for integrated, community-centered approaches to health and human services.

Kristen Farry, Woods System of Care

Kristen Farry, MS, is Executive Vice President of Policy and Strategy for Woods System of Care, where she leads government relations, communications, fundraising, marketing, and strategic development. A recognized public policy and advocacy leader, she has served in senior roles within Pennsylvania state government and has extensive experience across the nonprofit, public, and private sectors. Her work focuses on systems change, health and human services policy, and building cross-sector partnerships that improve community outcomes.

Karen Coleman, Tabor Services Foundation

Karen Coleman, DHA, MS, MSW, is President and CEO of Tabor Services Foundation and a seasoned leader in healthcare, human services, and child welfare. With more than 30 years of experience, she has led initiatives focused on family support, community wellbeing, organizational development, and systems improvement. Her work centers on advancing innovative, community-based solutions that strengthen outcomes for children, youth, and families.

Michael Clark

Michael Clark, MBA, is a healthcare and social innovation leader whose work spans policy, strategy, and system transformation. He serves in leadership roles with the Convenient Care Association, Social Innovations Partners, and Woods System of Care, where he advances initiatives focused on healthcare access, community wellbeing, workforce development, and integrated service delivery. Throughout his career, he has worked across healthcare, nonprofit, and public policy sectors to build collaborative solutions that improve outcomes for individuals and communities. His interests include population health, innovation, and cross-sector approaches to systems change.

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Published

2026-06-04

How to Cite

Torres, N., Hansen-Turton, T., Farry, K., Coleman, K., & Clark, M. (2026). Using Policy as a Strategy for Systems Change. Social Innovations Journal, 36(2). Retrieved from https://socialinnovationsjournal.com/index.php/sij/article/view/13113

Issue

Vol. 36 (2026): Public Policy Innovations for Equitable Communities

Section

System and Policy Change

Categories

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Copyright (c) 2026 Nicholas Torres (Author)

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