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Raton, a town once surrounded by eight coal mines, now has a main street of boarded-up buildings. There is reason for optimism as the town diversifies its local economy, betting on "a mix of small manufacturing businesses, health care and specialty services, and hospitality for travelers" to endure the sudden decline in mining revenue. Its calculated revitalization may hold lessons for other towns.

Since 1995, Pragnachaksu has paved a path to empowerment for blind women in India, offering academic and vocational classes in addition to braille instruction. The school provides free housing and tuition for girls looking for primary and secondary education, a service that is usually unavailable to the country's eight million blind citizens, and to visually impaired women in particular.

Pomegranate Kitchen in Wellington, New Zealand employees refugee women from around the world. The kitchen, which operates collaboratively rather than in a hierarchy, encourages these chefs to grow their cooking and managerial strengths as well as overcome cultural boundaries in order to become financially independent.

To replace lost business and keep their employees on staff, Tasmanian businesses quickly diversified into new product lines to meet COVID-19-related demand. A camera accessories firm that saw nearly all of its sales to the film and TV industries dry up became a manufacturer of face shields. A plastic manufacturer increased its business by turning out acrylic counter-top protective screens. And a whiskey distillery began producing 2,000 liters of hand sanitizer per week.

Tennessee Reconnect, which started as a small-scale "mentorship and financial support program", has now been adopted and expanded throughout the state as a way to help adults start or continue higher education. Now in its second year, the program matches applicants with "navigators," adult mentors who understand the specific student's financial and social challenges and helps them navigate the process every step of the way. The program also provides funding to students to pay for coursework and is now looking to expand its operations to jails and prisons.

The South Central Leadership Academy was started in Los Angeles by a college student who believes that gun violence survivors like him should lead the community response in finding solutions to violence. Its first year of paying more than a dozen student survivors to learn community organizing skills succeeded in attracting funding to expand to Nashville, Baltimore, and Atlanta. COVID-19 put the latter two expansions on hold, but LA and Nashville continued with well-attended classes learning remotely. Founder Marco Vargas hopes to turn this startup into a national network of youth leadership academies.

More than 2,700 police departments in the U.S. have crisis intervention teams aimed at responding to mental health crises with fewer arrests and less violence, but the death of Daniel Prude in Rochester police custody offers clear lessons in the shortcomings and misuse of the CIT model. A lack of adequate mental health services across the country, coupled with superficial training of the police, too often means a police response to a crisis will not de-escalate the situation or lead to meaningful help for the person in crisis. A recent study found CITs have not shown they will lower violence.

Frustrated by a tight labor market, two locally owned Grand Rapids employers discovered the virtues – economic, not just moral – of hiring formerly incarcerated people, whose gratitude for an opportunity translated into excellent performance and less risk of adding to rapid turnover. The employers helped guarantee success by paying for support services that made post-prison transitions easier. The employers then talked hundreds of other local employers into doing the same. Besides providing a business advantage, the program changes lives and is evidently contributing to much lower rates of recidivism.

The Flight of the Angel attraction has helped the area to create more jobs and improve the economy through tourism. In 2007, when the attraction opened, there were only two restaurants and two hotels in the city. But now, there are about 50 bed and breakfasts, eight restaurants and over 130,000 visitors annually.

With an influx of COVID relief money, the Russellville school district began hiring and certifying more local, Spanish-speaking staff to help teach English language learners. Districtwide, the percentage of students who met their language proficiency goals increased from 46% in 2019 to 61% in 2022.