The Global Child: A Roadmap for Becoming Culturally Responsive Educators

The program strategies and the assessment tools encourage early childhood teachers to adopt 26 strategies across three competency areas: 1) classroom design; 2) teachers’ rhythm and temperament; and 3) instructional strategies during the 10-month program year. Mentors are assigned to each teaching team and through supportive site visits and assessment visits help the teams change their thinking and practices to be more culturally and linguistically responsive

Urban-Focused Comprehensive Economic Development Strategy (CEDS)

This Comprehensive Economic Development Strategy (CEDS) is the outgrowth of a long running effort by the John S. Watson Institute for Public Policy at Thomas Edison State College (Watson Institute) to support economic and community development in New Jersey with a particular focus on urban areas in need of revitalization. The Watson Institute was previously awarded a United States Economic Development Administration (USEDA) grant to complete an economic analysis of the North Central New Jersey Region. The USEDA approved that analysis and awarded additional funds to continue our work, culminating in this CEDS plan. Several years ago, the Watson Institute recognized that there was an opportunity and need to engage in regional economic development planning and cooperation amongst members of the New Jersey Urban Mayors Association. Rapidly advancing technology and economies necessitate partnerships amongst local governments, non-profits, private firms, and universities to address broad economic development problems and reach long-term goals. Although many of the municipalities participating in the CEDS effort are not contiguous, they nonetheless share histories that have led to their current problems. Allowing geographic boundaries to limit the extent of opportunity is no longer a viable option for regions that want to see broad based and sustainable economic growth. The purpose of a CEDS is to bring together the public, non- profit, and private sectors to establish a comprehensive framework for economic growth and revitalization in a region. In this case, the “Region” is defined as 19 specific municipalities within a seven-county area of the state, including: Asbury Park, Bayonne, Bloomfield, East Orange, Elizabeth, Hoboken, Irvington, Jersey City, Lakewood, Neptune, New Brunswick, Newark, Orange, Passaic, Paterson, Perth Amboy, Plainfield, Roselle and Woodbridge. The geographic composition of this CEDS is unique in that the Region is not strictly speaking contiguous. What binds our Region together are the threads of common issues, opportunities, constraints, and the hope that, collectively, the communities can create solutions that would otherwise not be obtained individually. One of the most significant binding events of this region’s recent history is Superstorm Sandy. Minimizing disruption from natural disaster events is critical to any economic development goals and objectives of a community. There are a wide variety of reports and recommendations available to municipalities in helping them develop resiliency plans that are customized to meet the needs of their community. Discussions regarding resilient infrastructure have been an ongoing theme during this urban focused CEDS, and is reflected in several projects and initiatives focused on resiliency as well as it being a theme in projects that are not necessarily resiliency focused, but incorporate resiliency elements to reduce the stress put on other systems. Two of the more forward thinking projects included as part of resiliency strategies in this CEDS are the City of Hoboken’s flood wall and the Township of Woodbridge’s plan for a township wide microgrid. Although discussion about resiliency in general tends to focus on natural disaster, this CEDS discussion on resiliency also encompassed a wide variety of activities and topics. When at all possible, resilience focused projects should incorporate other resiliency related elements The steering committee met many times over the course of several years, for both the economic base analysis and for this CEDS plan. Steering committee members included representatives and officials from each community; non-profit organizations such as universities, community colleges, libraries and community-based organizations; and representatives of the private sector ranging from Fortune 100 corporations to small businesses. The steering committee’s work culminated in the Action Plan. The Action Plan serves as the roadmap that the Watson Institute, together with the New Jersey Urban Mayors Association and the CEDS steering committee itself, will use to implement sustainable economic development in the Region’s constituent municipalities. The challenges faced by the steering committee in formulating the CEDS plan were commensurate with those faced by each of the communities. The goals and objectives include: Enhancing, preserving and making resilient critical infrastructure assets; Promoting small business development; Addressing persistent and complex workforce issues; Marketing effectively to attract new businesses, residents and tourists; Promulgating best practices in economic development across all 19 communities; Providing adequate implementation assistance to execute the CEDS plan. The steering committee engaged in many planning exercises, including stakeholder and issues mapping, brainstorming, resource assessments, inventorying existing networks and programs, etc. The consulting team brought data, national economic development experience and certain stakeholder engagement techniques to elicit creative, non-linear thinking. The Watson Institute provided a Senior Fellow to meet and communicate with each community individually on multiple occasions to understand specific needs and encourage participation in the process. Following all these efforts, the steering committee agreed that, to be included in the CEDS plan, each action has to meet the following criteria: It must address one of the critical goals/objectives identified above, It must be realistic, clear and actionable, It must either require few local resources to implement or have a funding source identified, It must have a real and sustainable impact, and, It should be relatively short term to show progress and generate enthusiasm, It should be something that, if successful, can be quickly replicated across all 19 communities, It should have performance metrics that can be tracked and reported on. These criteria weighed considerably on the process and the steering committee’s deliberations. Unlike a “traditional” CEDS vested at the County or State level, with existing power structures and funding sources, this CEDS relies on the power of persuasion; the more effective utilization of existing resources; and the ability to realign stakeholders in a truly novel way

World Changers: Inspiring Cultural and Linguistic Excellence in Children, Parents and Teachers

The New Jersey Cultural Competency and English Language Learners Summer Institute and Mentoring Program hosted its 10th Anniversary, Three-Day Learning Institute, Aug. 23-25, 2016, with the theme, World Changers: Inspiring Cultural and Linguistic Excellence for Children, Parents and Teachers. After the Three- Day Learning Institute, classroom teachers were assigned a mentor who provided monthly supports to the classroom teachers in the adoption English language learners and cultural competency strategies with the goal of creating culturally and linguistic responsive classrooms. Twenty-three teachers from Trenton Public Schools were recruited and received 21 hours of training in best practices for engaging diverse learners. This 10-year, evident-based, model program, established in 2007, has provided professional development and mentored 224 educators in 115 classrooms in 85 schools across the state of New Jersey

Benefits For All: The Economic Impact of the New Jersey Child Care Industry • Infant/Toddler, Preschool and Out-of-School Time Programs

The child care industry includes infant/toddler care and education, preschool and out-of-school time care and education programs in for-profit, nonprofit and public settings that educate and nurture children’s development and enable their parents to work and update their skills. This report examines the economic impact of New Jersey’s child care industry and presents a complete picture of its gross receipts, number of employees and how the industry provides benefits for all. The child care industry is integral to family and economic life of New Jersey residents: Child care and education programs with quality learning environments support New Jersey’s future economic success by preparing the next generation. Children who attend high-quality child care programs have improved math and language ability, enhanced cognitive and social skills and fewer behavioral issues. The Federal Reserve Bank in Minneapolis analyzed rates of return from investing in a model preschool program for low-income children. They found a 16 percent rate of return on investment— considerably higher than the long-term return from U.S. stocks of seven percent. High- quality early childhood programs can also serve as an effective “early warning system” to address risky situations and incorporate child abuse prevention strategies. Child care enables parents to maintain employment and/or obtain education and training. Almost one in five workers in New Jersey has a child between birth and age 13 and lives in a household where all parents work. Together these working parents earn $20.2 billion every year. Child care enables many of them to develop their careers and advance their education to increase their earning potential. Child care and education programs enable employers to attract and retain employees and increase their productivity. New Jersey businesses have indicated that their workers need quality, affordable and accessible child care arrangements. Meeting this need results in increased employee retention and reduced absenteeism, enhances the recruitment of skilled workers and increases on-the-job productivity. Working parents are better able to focus on their jobs if they know their children are in safe settings that provide high-quality care and education. For example, employees with inadequate child care are more likely to be late for work, absent or distracted on the job than parents who are confident about their children\u27s child care arrangements. Meeting child care needs benefits the bottom line of businesses. The child care industry (infant/toddler, preschool and out-of-school time care and education programs) generates$2.55 billion in gross receipts annually and provides more than 65,300 full-time equivalent jobs. This puts the child care industry on par with other significant New Jersey industries, including pharmaceutical manufacturing, insurance carriers, real estate, and scientific research and development. While the child care industry and other stakeholders have already made great strides to improve quality, affordability and accessibility, the child care industry still faces a number of challenges in meeting the needs of families, children and employers in the state. If New Jersey addresses these challenges, it can increase bottom-line returns for New Jersey employers and public returns on government investments. These challenges include but are not limited to a shortage of high-quality child care facilities; a shortage of qualified program administrators, child care teachers and providers; and a shortage of high-quality infant and toddler care. Furthermore, demographic and economic trends indicate that the reliance of New Jersey’s residents on the child care industry will only increase. New Jersey has one of the highest costs of living in the country, making it a difficult place to live and work for families with young children. Working parents need economic opportunities that lead to self-sufficiency and participation in the economic growth of the state. Growth in lower-wage jobs, work during nontraditional hours, and racial and ethnic diversity necessitate a child care system that is accessible to all New Jersey’s families, but particularly low- and moderate- income families. Lastly, growing diversity among the state’s population of children indicates a need for culturally and linguistically appropriate child care programs that can meet these explicit needs of children and their parents. To meet the increasing demand for high-quality, affordable and accessible child care services and benefit the New Jersey economy, all child care industry stakeholders, including businesses, government and the child care industry itself, must work and plan together to strengthen the existing industry to maximize its economic benefits. This report makes key recommendations on how government, businesses and the child care industry (for-profit, nonprofit and public) can increase the quality and effectiveness of New Jersey’s child care industry. The existing champions in businesses, corporations, foundations, government and in the industry alike demonstrate this is possible. The examples in this study highlight companies that invest substantial amounts of resources to help their employees balance their work and home responsibilities. The Introduction of this report presents a picture of the child care industry in New Jersey. Section Two demonstrates the long-term economic benefits of investing in high-quality child care. Section Three explores the links between child care, business and economic development. Section Four analyzes the overall economic effects of the child care industry as measured by industry earnings, employment and current levels of government investment. Section Five provides a demographic and economic profile of the state and the implications for the child care industry. Section Six addresses child care industry challenges and highlights some existing initiatives to overcome these barriers. Finally, Section Seven considers future implications for the state’s economy, provides conclusions and offers strategies on how to maximize the economic benefits of child care in New Jersey