53,783 research outputs found
HITECH Revisited
Assesses the 2009 Health Information Technology for Economic and Clinical Health Act, which offers incentives to adopt and meaningfully use electronic health records. Recommendations include revised criteria, incremental approaches, and targeted policies
Recommendations for Chicago's Local Plan, Title I of the Workforce Investment Act of 1998
This report provides a series of policy recommendations for local implementation of Title I of the Workforce Investment Act of 1998 (WIA) aimed at providing an integrated workforce development system that effectively serves both disadvantaged job-seekers and employers
A State Policymakers' Guide to Federal Health Reform: Part I: Anticipating How Federal Health Reform Will Affect State Roles
Examines how federal healthcare reform will affect states' tools and roles in connecting people to services, promoting coordination and integration, improving care for those with complex needs, being results-oriented, and increasing efficiencies
Strengthening Out-of-School Time Nonprofits: The Role of Foundations in Building Organizational Capacity
Placing nonprofits in the larger context of city, state, and national policy, explores the capacity-building support nonprofits running afterschool and summer programs need to provide high-impact networks of learning and developmental opportunities
The Workforce Investment Act of 1998: Performance Management and People With Disabilities
The primer outlines the various components of the Workforce Investment Act of 1998 (WIA). It also suggests ways that people with disabilities can fully access WIA systems and services.The report was prepared for the Rehabilitation Research and Training Center on Employment Policy for Persons with Disabilities and funded by the United States Department of Education, National Institute on Disability and Rehabilitation Research
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What Does the Gig Economy Mean for Workers?
[Excerpt] Technological advancement and the proliferation of the smartphone have reshaped the commercial landscape, providing consumers new ways to access the retail marketplace. On-demand companies are one such innovation, and underpinning on-demand commerce is the gig economy, the collection of markets that match service providers to consumers of on-demand services on a gig (or job) basis.
Flagship on-demand companies such as Uber (driver services) and Handy (home cleaners and household services) have garnered significant media attention both for their market success and recent legal challenges, particularly concerning the classification of gig workers. Broader questions about the pros and cons of the gig economy have emerged as on-demand markets grow and the gig economy expands into new sectors. By some accounts, workers’ willingness to participate in the gig economy provides evidence that gig work is a beneficial arrangement. Indeed, gig jobs may yield benefits relative to traditional employment in terms of the ease of finding employment and greater flexibility to choose jobs and hours. The gig economy may facilitate bridge employment (e.g., temporary employment between career jobs or between full-time work and retirement) or provide opportunities to generate income when circumstances do not accommodate traditional full-time, full-year employment. At the same time, however, the potential lack of labor protections for gig workers and the precarious nature of gig work have been met with some concern.
The nationwide reach of gig work and its potential to impact large groups of workers, and their livelihoods, have attracted the attention of some Members of Congress. These Members have raised questions about the size and composition of the gig workforce, the proper classification of gig workers (i.e., as employees or independent contractors), the potential for gig work to create work opportunities for unemployed or underemployed workers, and implications of gig work for worker protections and access to traditional employment-based benefits.
In support of these policy considerations, this report provides an overview of the gig economy and identifies legal and policy questions relevant to its workforce
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Moving Forward as a Family: Crafting a 2-Generation Strategy for Central Texas, PRP 192
United Way for Greater Austin commissioned this policy research project to guide their focus on helping low socioeconomic families achieve greater financial stability through the development of a Two-Generation (2-Gen) strategy for the Central Texas region. Two-Gen programs emphasize the importance of education as a means for better economic outcomes. High-quality early childhood education programs allow children to make critical neural connections during a period of substantial growth and development, ultimately better preparing them for pre-kindergarten programs and academic success in subsequent years. Adults working low-paying jobs encounter barriers to career advancement due to lacking credentials or relevant education. It is not uncommon for parents working long hours for low wages to have at least one child in need of high-quality early childhood education, yet they are unable to enroll their child in such programs due to issues such as cost, transportation, and time away from work. Two-Gen programs seek to resolve the issues complicating this problem of financial instability by providing high-quality educational and training programs for both parents and children, which are even more effective when intentionally coordinated so that the family develops as a single unit in a positive direction.
The research consisted of a literature review; a program scan at the local, state, and federal levels; and site visits within Austin, Dallas, and San Antonio, as well as Boston and Miami. Data collected specific to the Central Texas region include a labor market analysis, a needs assessment, and a mapping of current organizational assets. Obtaining and analyzing this data allowed the team to better understand 2-Gen program development, outcomes, impact measurements, and areas for improvement.
The research team developed practical applications for the information collected, ultimately contributing to the proposed anti-poverty strategy through the intentional coordination of 2-Gen services by leveraging existing organizational assets to best address the area’s most salient needs. In addition, the team proposed an evaluation strategy involving cost-benefit equations, program evaluation metrics, and a screening tool to predict the likelihood of a program achieving successful outcomes. The report concludes with policy recommendations at the local, state, and federal levels, as well as a summary of the populations affected by financial instability and future directions for this field.United Way for Greater AustinPublic Affair
Realizing Health Reform's Potential: How the Affordable Care Act Will Strengthen Primary Care and Benefit Patients, Providers, and Payers
Examines issues in primary care and outlines the 2010 healthcare reform law's provisions to strengthen it, including temporary hikes in Medicare and Medicaid payments and support for innovations in care delivery and primary care workforce development
Recipes for Success: Youth Council Guide to Creating a Youth Development System Under WIA
As we enter the new millennium, several trends exist that are radically changing the way our nation's young people will participate in the workforce. New technologies have opened up new industries and revolutionized our notion of the workplace. A booming economy has contributed to remarkably low unemployment rates. Today's young people can look forward to unprecedented opportunities, but only if they are prepared. Young people with little sense of direction, who do not obtain the knowledge and skills necessary to enter an increasingly complex workplace, will be left behind. The disparity between skilled and unskilled workers will become particularly dramatic in the next decade, when shifting demographics will increase/intensify competition for jobs.Those of us charged with helping young people reach their full potential must re-examine the way in which we prepare them for tomorrow's workplace. The Workforce Investment Act of 1998 provides an excellent opportunity to do just that. WIA authorizes over one billion dollars per year to help low income youth acquire the education, skill, work experience and support they will need to make the transition to productive adulthood.In creating the Youth Councils -- a mandated component of the Workforce Investment Boards -- WIA provides local communities with the framework for developing comprehensive and effective strategies that ensure such successful transitions. The partnerships represented on the Youth Council bring together a diverse set of stakeholders and resources, partners who can address the needs of young people more effectively that any one partner can do alone. Because the leadership provided bythe local Youth Councils will be pivotal in making this initiative work, it is essential that communities compose these Councils with great care.This guide is designed to provide practical information for community leaders, local Workforce Investment Boards (WIBs), Youth Councils, staff and others that are committed to effective youth and workforce development. It contains four sections and several appended exercises.Chapter 1: "Planning the Menu" defines youth development, outlines the basic concepts of making connections for young people (system-building), describes how WIA can make a difference and starts a work plan for Youth Councils.Chapter 2: "Youth Councils: Essential Ingredients" addresses the wide range of Youth Council responsibilities, from organization and staffing to strategic planning and accountability.Chapter 3: "Transition to WIA: From Soup To Nuts" addresses resource allocation decision making, follow-up services, the performance system, selecting service providers and other important administrative decisions.Chapter 4: "Coming Together At the Table" depicts the path ways to comprehensive service delivery based on proven princi ples and practices. The building blocks that are available as the platform for developing a system for young people are described.Youth Councils offer a leadership opportunity for local communities to bring about change in youth activities and outcomes. If communities take advantage of this opportunity, Youth Councils will be in a strong position to stimulate broad-based change, reward innovation, and improve performance in youth development and youth organizations. Communities will need assistance building effective Youth Councils. This guide will provide communities with the help they need to transform the potential of Youth Councils into measurable results, results that will make a profound difference in the lives of our nation's youth
Coping with Layoffs: Current State Strategies for Better Rapid Response
This issue brief from the Heldrich Center for Workforce Development at Rutgers University examines the issue of state rapid response practices that are designed to coordinate the delivery of a wide array of services to displaced workers. It summarizes the efforts of several states, identified by national experts as having promising practices, in the service delivery,organization, and evaluation of rapid response activities. It particularly highlights those states that combine post-layoff activities with strong proactive layoff aversion and worker transition assistance
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