11/18/2025
CALL TO ACTION:
NASW CEO/COO LAID OFF 14 CHAPTER EXECUTIVE DIRECTORS WITH NATIONAL BOARD APPROVAL. WE ARE ASKING FOR ACCOUNTABILITY, TRANSPARENCY, AND EXTERNAL FINANCIAL AUDIT!
I am Kentucky Proud of everything our single staff NASW-KY chapter has accomplished over the past 10 years. I am eternally grateful to every board member that has served our chapter with integrity and energy, and every member from one month to over 60 years...yes, 60 (and 50, 40, 30, 20, 10, 5, 1) years of dedicated membership! I also honor and value every social worker and student because we worked hard to offer plenty of opportunities regardless of membership because each one of y'all matter!
I pleaded with the executive leadership not to take any actions against the dedicated Executive Directors at a time when social workers need us the most to stand up together and power forward against the injustice happening across our country. Silence is agreement, and we must never remain silent when unethical, corrupt, and dishonest actions cause harm. It is time for the NASW National Board to act in the best interest of the association.
NASW-KY Board of Director Statement forthcoming!
To: NASW National Board of Directors
From: Brenda Rosen, MSW, CSW, ACHP-SW
Executive Director, NASW–Kentucky Chapter
Date: November 13, 2025
Subject: Request for Review and Action Regarding Chapter Restructuring and Termination Decisions
https://www.socialworkers.org/about/governance/board-of-directors/board-members
Dear Members of the NASW National Board of Directors,
I write as a social worker with over 44 years of professional practice and 9.5 years of service as Executive Director of the NASW–Kentucky Chapter. I have been a proud NASW member since 1986 and remain deeply committed to advancing the mission, values, and ethical principles that define our profession. As you are aware, 14 Executive Directors—including myself—were recently terminated effective 11/21/25 as part of the chapter restructuring initiative we were told was approved by the Board. Collectively, those affected represent nearly 200 years of dedicated service to NASW and its members. Given the significant organizational and ethical implications of this action, I respectfully request that the Board convene a special vote to temporarily suspend these terminations pending a full, independent review. As fiduciaries, you are obligated by three legal and ethical duties: Duty of Care, Duty of Loyalty, and Duty of Obedience.
Shape Specific Requests
Commission an External Financial Audit:
Engage an independent agency to conduct a comprehensive review of NASW’s financial practices and fiduciary oversight, with specific attention to the handling of chapter investment accounts and issues raised in whistleblower communications. I worked for 8 years with a $25/hour salary to build NASW-KY financial security and grew this into a healthy investment account that I was told in spring 2025 could sustain my chapter for two years with no additional funding but the KY investment account is now considered part of "One Association." As a member, I want to know how the membership money is being utilized and where cuts and adjustments could be made to offset terminations and ensure financial transparency and strict compliance with the law.
Review the Evaluation and Ranking Process:
Conduct an independent examination of the metrics and methodology used to determine which Executive Directors were terminated. There are serious concerns that the rankings lacked transparency, may have been influenced by subjective criteria, and possibly reflected age, disability, or gender disparities—five of six female Executive Directors over age 60 were eliminated. In addition, important performance indicators such as investment account growth, legislative leadership and policy achievements (e.g., passing the Interstate Compact), communication with members, social media engagement, and annual evaluations, etc., appear to have been excluded from metrics despite their significance. Those with longer tenure were held to a three-year period of review while others were not held to the same metrics. Some were told there were no metrics at all.
Engage in Direct Dialogue with Dual-State and Affected Executives:
Facilitate meaningful discussions with all impacted/terminated Executive Directors and current dual chapter executive directors to ensure that each voice is heard, and that valuable institutional knowledge informs future decisions. The Chapter Strategy Plan was a collaborative effort to develop a plan to identify growth and revenue opportunities with cost efficiencies while successfully maintaining individual chapter executive presence in each state. This document is attached above and was never discussed by executive leadership with chapter executives.
Equity in Chapter Leadership:
NASW members pay the same dues within membership categories, yet half of the chapters have now lost their own state Executive Director. The 14 affected chapters are primarily located in "red" southern states, raising additional equity concerns. Members in those states will understandably expect the same dedicated service, advocacy, and responsiveness historically provided by their chapter Executive Directors who live in their state, heightening concerns related to inclusion and diversity that could negatively impact sustained membership.
Address Potential Retaliation and Promote Transparency:
The timing of the "ranking" process during August and September, coinciding with receipt of whistleblower letters, creates the appearance of retaliatory action. For the record, I did not author either letter, but I support the content and the need for courageous conversations around the concerns they raise—transparency, governance, and accountability that was not addressed by executive leadership at all. It is critical that the issues addressed in the letters not be ignored or dismissed. I have served on many boards and I always stress the importance of securing additional liability and legal counsel outside of what is provided by the association, and reviewing bylaws and policies to ensure compliance and avoid potential risks.
Consider Alternatives to Involuntary Termination:
The use of natural attrition, retirements, or voluntary transitions could have met restructuring objectives while minimizing disruption and preserving organizational integrity. The retention of some executives with limited tenure while terminating executives with substantial years of service, trusted collaborations and networking, and state legislative presence that benefits NASW will raise issues of fairness considering the “metrics” applied. Such approaches would also demonstrate NASW’s commitment to dignity, fairness, and respect for its long-serving staff. Please review the Chapter Strategy Plan and the collaborative recommendations to support chapter strengths and growth.
Evaluate Broader Financial and Legal Risks:
The exposure of NASW leadership in the Preferra lawsuit and the inability to attain ASI liability insurance over the past 18 months have imposed significant financial burdens and loss of confidence in executive leadership. Further staff reductions, loss of chapter board members due to the uncertainty caused by the terminations, social work program membership decline, and diminished chapter capacity are likely to accelerate membership decline and exacerbate fiscal instability. Public scrutiny will result in the accelerated growth of other established and new social work associations. The loss of respect for NASW as the leading social work association during the 70th anniversary and 65th year of the NASW Code of Ethics would be catastrophic.
Conclusion
NASW must ensure that its decisions are guided by the very principles we promote to our profession: integrity, service, social justice, truth, and respect for the dignity and worth of every person by halting the plan to terminate 14 stellar Executive Directors on 11/21/25 for further independent review. I respectfully urge the Board to pause, review, and act with the care and transparency that our members, staff, and the social work profession deserve and aligns with the NASW values and principles that guide our esteemed profession. This would also reduce the anticipated negative public response due to the feelings of mistrust and abandonment by members during this most difficult time in our country. And I must say, the timing of terminations before the holiday is cruelty no one deserves.
Thank you for your attention to this matter and for your continued service to NASW and its mission. I look forward to hearing from you at your convenience in the spirit of solidarity and professionalism.
Sincerely,
Brenda Rosen, MSW, CSW, ACHP-SW
Executive Director, NASW–Kentucky Chapter
Meet the National Association of Social Workers board members.
