Traditional economic development focused on attracting large companies promising many jobs has left behind many people in communities across the country, including working people, low-income individuals and families, people of color and immigrants. But some communities have taken a different approach, one that embraces and cultivates local assets and ownership and that empowers traditionally excluded communities.

This event explores the approaches these communities have taken, including alternative business ownership models, leveraging the purchasing power of large public and nonprofit institutions to bolster communities, robust workforce development, more equitable infrastructure development, and more. Panelists discuss how inclusive economic development cultivates economic opportunity and quality jobs for community residents.

This event discusses the dynamic of retail during the holidays, which are a critical time for retail companies and workers. The National Retail Federation anticipates that holiday sales this year will make up approximately 19 percent of the retail industry’s annual sales of $3.2 trillion. Holiday spending also impacts the paychecks, schedules, and work-life balance of the 15 million retail workers in the United States, who make up more than 10 percent of total US employment. For these workers, the holidays often amplify year-round job stress they already face, including stress caused by unpredictable and changing work schedules, on-call shifts that may not materialize, and unexpected early dismissals. Unstable schedules — combined with other common workplace conditions like lack of paid leave, low wages, and little investment in workforce training — reduce employee engagement and contribute to high turnover and job instability.

Headlines about work abound with projections that employment as we know it is quickly fading away. Jobs are sliced-and-diced into “micro-tasks,” and employees are replaced by an army of contractors. Some blue-collar workers do not even know whom they work for, technically, due to the layers of contracting that separate them from the company to which they deliver services. The on-demand or “sharing” economy is exploding. Microenterprises are proliferating. Estimates of the percentage of the workforce that is “contingent” (or freelance, contract or self-employed) range widely from four to 40 percent.

This panel discusses the scope of these phenomena, what is driving this trend, and the implications for workers trying to earn a living in today’s economy. As the social contract between employers and employees deteriorates, how do workers access stable and adequate incomes, protections from abuse, and basic benefits like health care and retirement? As the nature of work evolves, how should labor and social policies evolve to ensure work in America can still lead families to a better future? Panelists explore policy alternatives for today and for the future.

By 2050, the number of Americans needing long-term care services and supports will double. They will have more acute and complex care needs than previous generations, and they will be more likely to receive care at home or in a residential setting than in an institution. These factors are driving the increased demand for workers providing home care services and for better training. One of the biggest workforce challenges we face as a country is how to meet the growing demands for such a critical workforce. One model has emerged in Washington State: The SEIU Healthcare NW Training Partnership. Founded in 2007, this nonprofit school is the nation’s largest training provider for workers in home care. The Training Partnership has created a statewide training system with comprehensive resources and tools to support home care workers, consumers and employers. This case study provides an overview of the Training Partnership and its history, offerings—-including the nation’s first Registered Apprenticeship program for home care workers—-and outcomes. It also summarizes the model’s strengths and challenges. The development of this case study was generously supported by SkillUp Washington and the Ford Foundation.

This visual guide illustrates how different forms of ownership are structured. The resource focuses on two primary approaches to employee ownership: worker cooperatives and employee stock ownership plans. Using diagrams, the resource compares employee ownership structures to conventional, privately held companies. The guide also includes a visual depiction of potential benefits of business ownership for worker owners related to factors including profitability and decision-making. Topics mentioned include profits, governance, management, and types of control. Employers, policymakers and stakeholders working with businesses or workers interested in employee ownership may find this brief, visual guide useful in understanding employee ownership structures and their potential benefits.

This guide highlights existing research on the link between the racial wealth divide and business ownership. Because lower levels of business and financial assets held by Black and Latino households is a key factor perpetuating the racial wealth divide, business ownership may be an important means to narrow the gap. This guide may be useful for economic development organizations, investors, lenders, and other practitioners seeking to understand and respond to the racial wealth divide.

Labor unions traditionally have been the voice of workers seeking better pay, benefits, and jobs and have been a critical means for working people to improve their working conditions, incomes, and social standing. Union membership has fallen from a high of 34.8 percent of wage and salary workers in 1954 to 11.1 percent in 2014. A number of states and the courts have taken actions that weaken labor unions. Indiana, Michigan, and Wisconsin have joined 22 other mostly southern and western states and adopted “right to work” laws that undermine labor union membership.

The future of workers’ voice in shaping their jobs today and tomorrow is at a crossroads. This event discusses the big questions governing that future. Are traditional labor unions able to successfully represent workers today — especially those in fast-growing, low-wage service sector jobs — or have they been too weakened? What are the new models and organizations that have started to emerge over the last two decades? And fundamentally, how can the nation hear from workers themselves and understand their experience of work today if there is no organized voice that brings their perspective to public and private discussions about jobs and work?

Also known as the “gig economy,” “consumer-to-consumer sharing,” and “peer-to-peer marketplaces,” the term “sharing economy” is used to describe a wide variety of exchanges between people, including property, skills, labor, or space.

Sharing economy companies include Airbnb (rent a room or your house), Uber (provide rides), TaskRabbit (do chores for others), and Instacart (be a personal grocery shopper), to name a few. There were an estimated 80 million sharers in the United States in 2013 – although that included 33 million “resharers,” those who buy and/or sell pre-owned goods online at sites like Craigslist (Vision Critical and Crowd Companies).

Revenue estimates vary from $3.5 billion in the U.S. in 2013 (Forbes) to $335 billion globally in 2025 (PricewaterhouseCoopers). Many have touted this system’s benefits for consumers, including convenient and affordable services and shared goods. But what are the benefits — and the downsides — of the sharing economy for the workers who provide the services? What is the influence of the sharing economy on the future of work? What are the implications for public policy and business practice?

Panelists explored these issues and more.

A good job is the most important factor in helping people escape poverty. How do some employers create consistently high-quality jobs for even front-line employees, while their competitors offer only middling pay and poor employee satisfaction? This event highlights how companies can invest in their front-line workers to create a better workplace and strong results for customers and shareholders.

The event features three companies from the Hitachi Foundation’s Pioneer Employers Initiative, which focuses on the business case for investing in front-line workers. This initiative has identified nearly 100 companies that are securing a sustainable competitive advantage through increased productivity, revenues from new market segments, and improved quality of product or service by creating genuine opportunities for employees to thrive in the workplace and move up the economic ladder.

Americans spend an average of 18 percent of household income on transportation and the poorest one-fifth of families spend more than twice as much; the vast majority of these transportation costs are for buying, operating, and maintaining an automobile.

Public transportation can be a much cheaper option, but millions of workers lack access to buses and trains, the routes often do not efficiently connect workers from their homes to their jobs (and stops in between such as child care), and budgets for public transportation are consistently under threat. However, improved and expanded public transportation remains an important part of the solution to helping low- and moderate-income workers get to work and helping employers get access to the workforces they need.

Panelists will discuss the specific transportation challenges workers face, creative and cost effective solutions being explored and implemented across the country, and examples of how communities, organizations, and employers have mobilized to address this critical workforce issue.