diff --git a/_includes/footer.html b/_includes/footer.html
index 36800b8a8..f833be31a 100755
--- a/_includes/footer.html
+++ b/_includes/footer.html
@@ -121,35 +121,6 @@
     window.scrollTo(0,0)
   })
 </script>
-
-<script>
-
-  {% if site.branch == "production" %}
-  const endpoint='https://portal.challenge.gov/api/banner'
-  {% elsif site.branch == "staging" %}
-  const endpoint='https://challenge-portal-staging.app.cloud.gov/api/banner'
-  {% elsif site.branch == "dev" %}
-  const endpoint='https://challenge-portal-dev.app.cloud.gov/api/banner'
-  {% else %}
-  const endpoint='http://localhost:4000/api/banner'
-  {% endif %}
-
-  document.addEventListener('DOMContentLoaded', () => {
-    fetch(endpoint)
-      .then(response => {
-        return response.text();
-      })
-      .then(data => {
-        if (data && data.trim().length > 0) {
-          document.getElementById('message-placeholder').innerHTML=data;
-          document.getElementById('message-container').style.display='block';
-        }
-      })
-      .catch(error => {
-        console.error('Error fetching data from challenge platform:');
-      });
-  });
-</script>
 <!-- Google Analytics -->
 <script>
   (function(i,s,o,g,r,a,m){i['GoogleAnalyticsObject']=r;i[r]=i[r]||function(){
diff --git a/_includes/portal_banner.html b/_includes/portal_banner.html
deleted file mode 100644
index f19ccca05..000000000
--- a/_includes/portal_banner.html
+++ /dev/null
@@ -1,5 +0,0 @@
-<div id="message-container" style="display:none" class="usa-alert usa-alert--warning usa-alert--no-icon">
-    <div class="usa-alert__body">
-      <div id="message-placeholder"></div>
-    </div>
-</div>
\ No newline at end of file
diff --git a/_layouts/main.html b/_layouts/main.html
index 8e3cd6749..d7650ff9f 100755
--- a/_layouts/main.html
+++ b/_layouts/main.html
@@ -2,7 +2,6 @@
 {% include menu.html primary_navigation=site.primary_navigation  secondary_navigation=site.secondary_navigation %}
 
 <main id="main-content">
-  {% include portal_banner.html %}
   {{ content }}
 </main>
 
diff --git a/_posts/2024-10-24-department-of-energy-american-made-program.md b/_posts/2024-10-24-department-of-energy-american-made-program.md
index e075af1b9..f278e4476 100644
--- a/_posts/2024-10-24-department-of-energy-american-made-program.md
+++ b/_posts/2024-10-24-department-of-energy-american-made-program.md
@@ -22,5 +22,5 @@ image_alt_text: White and orange text on blue background. Federal innovation thr
 
 <p>Through the American-Made Program, offices at DOE have access to the experience and infrastructure to design and run a prize competition. With these resources, DOE can inspire the next generation of scientists, engineers, and entrepreneurs to advance new thinking in the energy sector.</p>
 
-<p>For the rest of the series, Federal Innovation Through Prize Competitions, Challenge.gov is hosting conversations with the National Institutes of Health, the U.S. Agency for International Development, and the National Aeronautics and Space Administration. Through this webinar series the audience will learn of approaches that different federal agencies are using to implement prize competitions as part of their innovation strategy. The series offers valuable lessons for other federal innovation implementers and illustrates the opportunity for members of the public to innovate alongside the federal government. Learn more about these events at <a href="https://www.challenge.gov/events/">Challenge.gov/events</a>.</p>
+<p>For the rest of the series, Federal Innovation Through Prize Competitions, Challenge.gov is hosting conversations with the National Institutes of Health, the U.S. Agency for International Development, and the National Aeronautics and Space Administration. Through this webinar series the audience will learn of the diversity of approaches that different federal agencies are using to implement prize competitions as part of their innovation strategy. The series offers valuable lessons for other federal innovation implementers and illustrates the opportunity for members of the public to innovate alongside the federal government. Learn more about these events at <a href="https://www.challenge.gov/events/">Challenge.gov/events</a>.</p>
 
diff --git a/_posts/2024-11-12-national-institutes-of-health-webinar.md b/_posts/2024-11-12-national-institutes-of-health-webinar.md
index ac694dc8c..105c38caa 100644
--- a/_posts/2024-11-12-national-institutes-of-health-webinar.md
+++ b/_posts/2024-11-12-national-institutes-of-health-webinar.md
@@ -13,9 +13,9 @@ image_alt_text: White text on blue background Challenge.gov Challenge and Prize
 <p>Challenge.gov’s series, Federal Innovation Through Prize Competitions, explores how government agencies leverage prize competitions to engage the public, drive innovation, solve national problems, and advance critical technologies. The second webinar of our series featured the National Institutes of Health (NIH) and how the agency created the resources, guidance, and policy to implement game-changing prize competitions and challenges. Access the <a href="https://youtu.be/lI6_4m7E5dY?si=dAsfA6277J2YyVMw">event recording here.</a></p>
 <p>Taylor Gilliland – NIH Challenge Manager and Senior Advisor to the NIH Deputy Director for Program Coordination, Planning, and Strategic Initiatives – grounded the conversation in NIH’s mission to sustain advancements in the sciences and public health that ultimately lengthen life, enhance health, and reduce illness and disability. NIH is among the top three federal agencies on Challenge.gov in the number of prize competitions they run each year. Since 2011, NIH has run 130 prize competitions, with total prizes offered nearing $85 million. </p> 
 <p>Challenges range across categories such as Analytics, Design, Ideas, Software, Scientific and Technology. Two examples of the diverse range of problems the NIH solves through prize competitions are the <a href="https://www.challenge.gov/?challenge=l3c">Long COVID Computational Challenge</a> and the <a href="https://www.challenge.gov/?challenge=ncats-rare-diseases-are-not-rare-2020-challenge">Rare Diseases are Not Rare! 2020 Challenge</a>. The Long COVID Computational Challenge was an Analytics challenge run in 2022 with the goal of identifying who might be suffering from long term Covid using predictive AI with a total cash prize of $500,000. Rare Diseases are Not Rare! 2020 Challenge was a Design challenge sponsored by the National Center for Advancing Translational Sciences. This challenge was centered around finding innovative ways to communicate about rare diseases through social media or art with a total awards of $5,000.</p>
-<p>NIH considers prize competitions as part of a toolbox of innovation strategies along with contracts, grants, cooperative agreements and Other Transaction Awards. Each tool in the toolbox serves a specific purpose and solves a particular problem. Compared to other mechanisms, prize competitions offer a lower barrier to entry allowing for increased participation and unanticipated solutions to challenges. Historically, prize competitions have also stimulated private sector investment in critical need areas. NIH has used prize competitions and challenges to set ambitious goals to be solved in a relatively short time-frame without high levels of risk by only paying for results.</p>
+<p>NIH considers prize competitions as part of a toolbox of innovation strategies along with contracts, grants, cooperative agreements and Other Transaction Awards. Each tool in the toolbox serves a specific purpose and solves a particular problem. Compared to other mechanisms, prize competitions offer a lower barrier to entry allowing for increased diversity in participation and unanticipated solutions to challenges. Historically, prize competitions have also stimulated private sector investment in critical need areas. NIH has used prize competitions and challenges to set ambitious goals to be solved in a relatively short time-frame without high levels of risk by only paying for results.</p>
 <p>Much of the success of NIH challenges is due to three Ps: Policy, Procedures and Practitioners. Policy allows NIH to operate prize competitions under the federal America COMPETES Reauthorization Act of 2010. In addition, NIH internally operates under the NIH Challenge and Prize Competition Policy. Procedures include NIH staff resources such as a step-by-step guide on how to navigate the lifecycle of a competition and related approval processes. And finally, Practitioners refers to the community of experienced challenge managers across NIH. This includes a dedicated agency-wide Challenge Manager who provides oversight on challenge policy and supports NIH Institutes and Centers to use prize competitions as an open innovation mechanism. </p>
-<p>With the right combination of policy, procedures and practitioners, NIH is able to use prize competitions to accelerate healthcare innovations, increase the number of solvers addressing a problem, draw attention to critical public health topics, stimulate private sector investments, and more. </p>
+<p>With the right combination of policy, procedures and practitioners, NIH is able to use prize competitions to accelerate healthcare innovations, increase the number and diversity of solvers addressing a problem, draw attention to critical public health topics, stimulate private sector investments, and more. </p>
 <p>Did you miss our previous Federal Innovation Through Prize Competitions conversation with the U.S. Department of Energy’s American Made Program? Check out our <a href="https://www.challenge.gov/blog/2024-10-24-department-of-energy-american-made-program/">summary post</a> or watch the <a href="https://youtu.be/2cY1zLHvQtU?si=HHCZmktHRo07oJbr">full recording</a>.</p>
 <p>Learn more about these events at <a href="http://Challenge.gov/events">Challenge.gov/events</a>.</p>
 
diff --git a/pages/about.md b/pages/about.md
index 19d845e96..f90768625 100644
--- a/pages/about.md
+++ b/pages/about.md
@@ -17,10 +17,10 @@ To empower the federal government and the public to participate together in equi
 We believe that open innovation is an avenue to increase trust and transparency between the federal government and the public. Through our programming, customer support, resources, and content development, Challenge.Gov welcomes the federal community and public solvers to learn about and participate in open innovation. 
 
 ### Collaboration
-We believe that collaboration across broad perspectives leads to better results. Challenge.Gov provides a platform for the federal government and the public to join together to solve important problems. We strive to create a supportive community by providing opportunities for our federal community to meet, share, and learn from each other.
+We believe that collaboration across diverse perspectives leads to better results. Challenge.Gov provides a platform for the federal government and the public to join together to solve important problems. We strive to create a supportive community by providing opportunities for our federal community to meet, share, and learn from each other.
 
-### Accessibility
-We lower barriers for the public and the federal community to participate in prize competitions and challenges. We make every effort to ensure our platform, events, and resources are open and accessible. 
+### Inclusion
+We promote inclusion by lowering barriers for the public and the federal community to participate in prize competitions and challenges. We make every effort to ensure our platform, events, and resources are open and accessible. 
 
 ### Innovation
 Innovation is essential to solving problems and improving outcomes for the American people. We support an environment where innovation for the public good can thrive. We innovate in our programming and resources so we can best serve our federal community and the public.
diff --git a/pages/challenge-gov-why-video.md b/pages/challenge-gov-why-video.md
index 4fbe062c3..f810f4980 100644
--- a/pages/challenge-gov-why-video.md
+++ b/pages/challenge-gov-why-video.md
@@ -42,9 +42,9 @@ But the benefits don't stop there. In most cases, you keep your intellectual pro
 
 And it can be a powerful pathway to working with the government.
 
-And here's the best part: Prize challenges are open to all.
+And here's the best part: Prize challenges are open and inclusive.
 
-Bring your thoughts, perspectives, and ideas to catalyze true innovation.
+Bring your diversity of thought, perspective, and ideas to catalyze true innovation.
 
 This is your chance to shine, build your professional portfolio,  win prizes, and create real impact. 
 
diff --git a/pages/events.md b/pages/events.md
index a5e46e142..c2487eaf7 100644
--- a/pages/events.md
+++ b/pages/events.md
@@ -259,8 +259,8 @@ Challenge Chat Live Q&A</h4>
     </svg>
   </svg>
   <h2 class="usa-card__heading" style="font-weight: 900;">May 31, 2023</h2>
-  <h4 class="usa-card__subheading">Behavioral Health Challenge Chat Q&A</h4>
-  <p class="usa-card__text"> The Behavioral Health Challenge seeks to identify and highlight innovative outreach and engagement strategies designed by community-based organizations to improve access to behavioral health services for racial and ethnic underserved communities. </p>
+  <h4 class="usa-card__subheading">Behavioral Health Equity Challenge Chat Q&A</h4>
+  <p class="usa-card__text"> The Behavioral Health Equity Challenge seeks to identify and highlight innovative outreach and engagement strategies designed by community-based organizations to improve access to behavioral health services for racial and ethnic underserved communities. </p>
   <p class="usa-card__text">On May 31 participants met the challenge team and shared questions. </p>
 </div>
 </div>
diff --git a/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md b/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md
index d0fc4a249..ca23dec9d 100644
--- a/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md
+++ b/pages/toolkit/case-studies/bridging-the-word-gap-challenge.md
@@ -30,7 +30,7 @@ title: Case Study - Bridging the Word Gap Challenge
                 <p>We saw the use of a federal challenge as a way to reach non-traditional partners – like coders, private sector start-ups, research and development accelerators in the private sector, and others, and to encourage new and different innovative approaches to the word gap issue. With the guidance of our Challenge Advisors and the HHS IDEA Lab, we approached the design of the challenge with this goal in mind.</p>
                 <p>The challenge was structured in three phases over a year and a half. Applicants were awarded cash prizes and non-monetary incentives as they moved through the phases. A total of $300,000 in prizes were awarded. MCHB worked with a contractor in the implementation of the challenge.</p>
                 <h2>Results</h2>
-                <p>The winning solution, Hablame Bebe, was exactly the outcome we had envisioned. Hablame Bebe is a dual language app that promotes "language nutrition" and builds on cultural strengths and beliefs to reduce the word gap for low-income children. While there was technically one final winner, the challenge resulted in the development and scaling of five word gap interventions. The other teams' interventions represent an incredible amount of approaches and expertise, including wearable devices that measure words spoken to a child, apps that provide feedback and modeling to caregivers, apps that are location-based and send prompts to parents in real-time, and community-based strategies. All of these interventions are available on iTunes and Google Play.</p>
+                <p>The winning solution, Hablame Bebe, was exactly the outcome we had envisioned. Hablame Bebe is a dual language app that promotes "language nutrition" and builds on cultural strengths and beliefs to reduce the word gap for low-income children. While there was technically one final winner, the challenge resulted in the development and scaling of five word gap interventions. The other teams' interventions represent an incredible diversity of approaches and expertise, including wearable devices that measure words spoken to a child, apps that provide feedback and modeling to caregivers, apps that are location-based and send prompts to parents in real-time, and community-based strategies. All of these interventions are available on iTunes and Google Play.</p>
                 <p>While we see the success of the challenge as proliferating interventions to address the word gap, the challenge itself also raised awareness of the word gap issue, and participation in the challenge allowed the five semi-finalists greater exposure, and led to additional partnerships, that will continue to amplify and scale these solutions long after the challenge has officially ended.</p>
                 <p>In this process, we learned so much about the power of the challenge mechanism to attract partners we never would have worked with, to garner public attention to the issue, and to result in the development of the desired product in a short amount of time.</p>
                 <p>The five semi-finalists were:</p>
@@ -44,7 +44,7 @@ title: Case Study - Bridging the Word Gap Challenge
                 <p>The design of our challenge in three phases was a large factor in its success. &nbsp;We were able to narrow the number of applicants through each phase to result in one final winner, providing incentives – both monetary and non-monetary – throughout each phase. In Phase 1, we issued a call for ideas, detailed in five pages or less. &nbsp;Of the 90 submissions, we selected 10 to proceed, providing each with $10,000. The low barrier to entry allowed non-traditional participants with promising ideas but perhaps too few resources an opportunity to apply. &nbsp;We leveraged both traditional and social media as well as partnerships to reach a broad audience, and received submissions from individuals, private businesses, and non-profit organizations. The unexpectedly large and diverse response validated to us how well a challenge could easily engage a broad set of innovators focused on solving a particular problem.</p>
                 <p>In Phase 2, with their award money, one-on-one mentoring from the Challenge Advisors, and support from the HRSA MCHB team and our contractor, the teams had six months to fully develop their intervention (or, if already developed, to implement the changes that were described in the initial application) and test its usability on the target population. &nbsp;At the culmination of Phase 2, we invited the nine winners (one team chose not to continue participation) to the HHS headquarters in Washington, D.C. to participate in a live Demo Day. This consisted of a "Shark Tank" style presentation where they pitched their intervention to the Challenge Advisors, federal judges, and the public. After the day of presentations, we announced five winners, each receiving a $25,000 cash prize.</p>
                 <p>Phase 3 required these five teams to show that their intervention could be scaled at low-cost, with data about implementation on the program level. After six months, we held a virtual Demo Day, and selected the final winner, who received a cash prize of $75,000.</p>
-                <p>The benefits of this three-phased structure were numerous. Initially, the low barrier to entry in Phase 1 allowed for a broad array of potential solvers to participate. This variety in proposals was a strength of the challenge, and something that could not have been accomplished by a one-phase challenge design, as some of the winning teams in Phase 1 could only continue to participate in the challenge with the seed funding of $10,000. As the teams progressed through Phase 2, they had the opportunity to learn what was and wasn't working, and to continually tweak and improve their interventions with feedback from the target population. By Phase 3, many improvements had already been made with support and guidance from the federal team and the Challenge Advisors. In Phase 3, the teams were required to plan for widespread scaling, and established additional external partnerships through their participation in the challenge to aid them in doing so.</p>
+                <p>The benefits of this three-phased structure were numerous. Initially, the low barrier to entry in Phase 1 allowed for a broad array of potential solvers to participate. This diversity in proposals was a strength of the challenge, and something that could not have been accomplished by a one-phase challenge design, as some of the winning teams in Phase 1 could only continue to participate in the challenge with the seed funding of $10,000. As the teams progressed through Phase 2, they had the opportunity to learn what was and wasn't working, and to continually tweak and improve their interventions with feedback from the target population. By Phase 3, many improvements had already been made with support and guidance from the federal team and the Challenge Advisors. In Phase 3, the teams were required to plan for widespread scaling, and established additional external partnerships through their participation in the challenge to aid them in doing so.</p>
                 <p>In general, we found that a multi-phase challenge design yields rapid development and measurable impact; specifically, by using a multi-phase approach, the incubation pipeline is made possible. Additionally, this structure allowed for the value of lessons learned, feedback loops, and phase-specific evaluation criteria.</p>
                 <p>Applicants found the multi-phase structure incredibly useful for developing their ideas into Minimum Viable Products (MVPs). By giving 10 groups $10,000 and then five groups $25,000, the spread of capital enabled teams to hire developers, attract beta users to test the efficacy of their solutions, market their solutions to a broader audience, and travel to networking opportunities, without the challenge of having to generate external funding for these activities in a short time frame.</p>
                 <p>The challenge structure, as well as the accelerated development timeline, resulted in teams from academia and local nonprofits, for example, with developed MVPs, who were now thinking and acting like technology startups. These non-conventional startup founders learned how to design applications and market products, something that pushed them outside their typical area of expertise. Many applicants spoke about the Phase 2 testing as one of their most profound experiences, as it required them to engage with the caregivers whom they were developing products for, and to continuously improve their intervention based on this feedback. Many applicants felt strongly that these connections and intervention tests made a significant impact on the lives of their users and children.</p>
diff --git a/pages/toolkit/case-studies/hidden-signals-challenge.md b/pages/toolkit/case-studies/hidden-signals-challenge.md
index 0a43d5dbc..3021640d4 100644
--- a/pages/toolkit/case-studies/hidden-signals-challenge.md
+++ b/pages/toolkit/case-studies/hidden-signals-challenge.md
@@ -82,7 +82,7 @@ title: Case Study - Hidden Signals Challenge
                 <li><b>Team. </b><span style="font-weight: 400;">Demonstrates commitment and an ability to further advance the system design into a prototype and / or operable system, and also demonstrates significant evolution and improvement of the initial concept over the course of the Virtual Accelerator.</span></li>
               </ul>
               <p><span style="font-weight: 400;">Whitepapers and system designs were required as discrete assets to encourage a comprehensive plan for both data and operational viability. And the criteria, submission requirements, and design of the Virtual Accelerator for Stage 2 all were designed to encourage finalists to exhibit how they developed systems with a balanced focus on data, technology, and users.</span></p>
-              <p><span style="font-weight: 400;">The challenge's streamlined submission and evaluation process opened the doors to a wide array of expert solvers representing many disciplines beyond biodefense who can contribute their expertise and technology to the field. In fact, many judges remarked on how impressed they were by the quality of submissions.</span></p>
+              <p><span style="font-weight: 400;">The challenge's streamlined submission and evaluation process opened the doors to a wide array of expert solvers representing many disciplines beyond biodefense who can contribute their expertise and technology to the field. In fact, many judges remarked on how impressed they were by the quality of submissions and diversity of submitters.</span></p>
               <p><span style="font-weight: 400;">In addition to the 37 teams that entered, many other potential solvers showed early interest by visiting the challenge website, registering for webinars and registering on Luminary Lightbox™. All of these audiences could be targeted for future efforts in this space.</span></p>
               <p><strong>Area of Excellence #3: "Execute the Communications Plan"</strong></p>
               <p><span style="font-weight: 400;">The communications and engagement plan for this challenge took into account a variety of audiences including solvers, stakeholders, and news media. While the stats provided below show a significant media footprint, more importantly this challenge opened new channels for direct communication and collaboration with cities across the country.</span></p>
diff --git a/pages/toolkit/case-studies/nci-breast-cancer-startup-challenge.md b/pages/toolkit/case-studies/nci-breast-cancer-startup-challenge.md
index fde454451..ced34f2c8 100644
--- a/pages/toolkit/case-studies/nci-breast-cancer-startup-challenge.md
+++ b/pages/toolkit/case-studies/nci-breast-cancer-startup-challenge.md
@@ -86,7 +86,7 @@ title: Case Study - Breast Cancer Startup Challenge
                 </ul>
                 <p><b>Area of Excellence #5: "Document Metrics, Results and Outcomes"</b></p>
                 <p>For in-Challenge metrics, interested participants were tracked by way of the entry forms that they were required to complete in order to register for Phase 1 of the Challenge. The entry forms included confidential disclosure agreement forms, letter of intent forms and the resumes that they were required to provide. As the phases progressed, we also required teams accepted to continuously update CAI on any additions and subtractions to their teams. We captured each individual's organization, title, geographic location, years of experience and working discipline.  We were able to convert these answers into metrics for the challenge.
-                Key metrics from Phase I show the sheer number of participants:</p>
+                Key metrics from Phase I show the sheer number and diversity of participants:</p>
                 <ul>
                   <li>46 teams comprised of 476 people with more than 4,000 years of experience</li>
                   <li>86 universities represented</li>
@@ -130,4 +130,4 @@ title: Case Study - Breast Cancer Startup Challenge
         </article>
       </div>
     </div>
-  </div>
+  </div>
\ No newline at end of file
diff --git a/pages/toolkit/case-studies/nei-audacious-goals.md b/pages/toolkit/case-studies/nei-audacious-goals.md
index 654e05d2f..f950f48e2 100644
--- a/pages/toolkit/case-studies/nei-audacious-goals.md
+++ b/pages/toolkit/case-studies/nei-audacious-goals.md
@@ -36,7 +36,7 @@ title: Case Study - Audacious Goals in Vision Research
                 </div>
                 <p>NEI took advantage of the authority in the America COMPETES Act to fund and run the competition. A simple challenge format was chosen to encourage the vision community to think differently and also to attract innovators in disciplines that don't typically participate in NEI research. NEI launched the three-month AGI challenge with great fanfare, advertising in the Federal Register, online scientific journals, social media and at medical conferences. It hosted informational webinars and reached out to various stakeholders through partner organizations and through its research network. NEI consulted an advertising firm to help place ads but ran the challenge through its own website. It created its own platform with a database that de-identified submissions.</p>
                 <h2>Results</h2>
-                <p>NEI received 476 entries in the competition from across the country, with an impressive variety of occupations and career stages listed on the applications (providing occupation information was optional). Each submission could only have one author, but solvers were encouraged to submit multiple entries. Although the COMPETES Act and NIH rules prohibited NIH employees and foreign citizens from participating in the competition, NEI created a parallel submission process to solicit ideas from these stakeholders—while not eligible to win prize money, they were eligible to receive recognition. With the combined pools of submissions, NEI received a total of 548 ideas. Of those, 198 entries came from current or former NEI grantees, an additional 42 represented grantees from other NIH institutes, but over half of the ideas came from individuals new to NIH.</p>
+                <p>NEI received 476 entries in the competition from across the country, with an impressive diversity of occupations and career stages listed on the applications (providing occupation information was optional). Each submission could only have one author, but solvers were encouraged to submit multiple entries. Although the COMPETES Act and NIH rules prohibited NIH employees and foreign citizens from participating in the competition, NEI created a parallel submission process to solicit ideas from these stakeholders—while not eligible to win prize money, they were eligible to receive recognition. With the combined pools of submissions, NEI received a total of 548 ideas. Of those, 198 entries came from current or former NEI grantees, an additional 42 represented grantees from other NIH institutes, but over half of the ideas came from individuals new to NIH.</p>
                 <p>The review process had two phases. First, a group of clinicians and scientists outside of NIH with broad expertise in relevant disciplines evaluated the submissions against the stated criteria, narrowing the entries to 81 proposals. A federal judging panel then selected 10 challenge winners. The winners were invited to present their ideas to more than 200 cross-disciplinary experts at a 2013 NEI AGI development meeting. This challenge generated valuable contributions from varied stakeholders to inform NEI's strategic plan, energize its research efforts, increase public awareness of vision research and enhance the national effort to reduce the burden of ocular disorders and diseases worldwide.</p>
                 <h2>Areas of Excellence</h2>
                 <p><strong>Area of Excellence #1: "Judge Submissions and Select Winners"</strong></p>
diff --git a/pages/toolkit/case-studies/wave-energy-prize.md b/pages/toolkit/case-studies/wave-energy-prize.md
index 700e0e28f..0346c6fc2 100644
--- a/pages/toolkit/case-studies/wave-energy-prize.md
+++ b/pages/toolkit/case-studies/wave-energy-prize.md
@@ -138,7 +138,7 @@ title: Case Study - Wave Energy Prize
                   <p>Since the Wave Energy Prize is being executed under a financial assistance agreement with the prize administration team, it is the prize administration team (contractors) that is responsible for disbursing both seed funding to the finalists and alternates and the prize purse. These funds were allocated to the prize administration team after go/no-go decisions on the continuation of the Wave Energy Prize program. The prize purse will be disbursed to the team leader(s) of the winning team(s).</p>
                   <h2>Challenge Type</h2>
                   <p><b>Technology</b></p>
-                  <p>Given the early maturity level of the wave energy industry, the Wave Energy Prize has been structured and rules written to maximize the range of devices that can be tested and evaluated, and to allow for flexibility in dealing with WECs. Thousands of hours have been put in by the technical experts (National Renewable Energy Laboratory, Sandia National Laboratories, Carderock, University of Michigan, University of Maine, University of Iowa, Stevens Institute of Technology, Oregon State University and judges) over the course of the competition to ensure the proper planning and execution of the 1/50th and 1/20th scale testing programs. This has instilled confidence in the participants of the rigor of the competition and demonstrated to industry the level of effort required to get apples-to-apples comparisons of WEC performance.</p>
+                  <p>Given the early maturity level of the wave energy industry, the Wave Energy Prize has been structured and rules written to maximize the diversity of devices that can be tested and evaluated, and to allow for flexibility in dealing with WECs. Thousands of hours have been put in by the technical experts (National Renewable Energy Laboratory, Sandia National Laboratories, Carderock, University of Michigan, University of Maine, University of Iowa, Stevens Institute of Technology, Oregon State University and judges) over the course of the competition to ensure the proper planning and execution of the 1/50th and 1/20th scale testing programs. This has instilled confidence in the participants of the rigor of the competition and demonstrated to industry the level of effort required to get apples-to-apples comparisons of WEC performance.</p>
                   <h2>Legal Authority</h2>
                   <p>America COMPETES Reauthorization Act</p>
                   <h2>Challenge Website</h2>