IMMIGRATION AND AGRICULTURAL LABOR POLICIES

Labor and Human Capital,

The Role of Immigrants, Asylum Seekers, and Refugees in Confronting Maine’s Demographic Challenges

The state of Maine currently faces a looming “demographic winter.” The state and its communities will struggle to maintain viable and vibrant communities in the decades to come due the current demographic situation, and will encounter a host of economic and political challenges as a result. Working to make Maine an attractive destination for immigrants, asylum seekers, and refugees must be at the forefront of efforts to address this challenge. This article lays out the difficult demographic situation that Maine currently faces and will face in the years to come and articulates why, more than ever, fostering greater diversity in the state’s population is essential to its future

Choice, power and perspective: The neglected question of who initiates engaged campus-community partnerships

To address society’s complex challenges, campus-community partnerships are increasingly being undertaken by academia. As a result, questions of how to ensure that these partnerships succeed have taken on a new urgency. This urgency has led to an emphasis on the creation of ‘how to’ guides focused on the mechanics of building effective partnerships. This article argues that this focus is premature and attention instead needs to be directed to the neglected but ultimately more fundamental question of who is ‘allowed’ to initiate the partnerships. It is argued here that the seemingly simple and straightforward issue of who initiates the partnership leads us into the complex problems of choice, power and perspective which bedevil campus-community partnerships. Until these problems are fully addressed, the partnership approach is unlikely to achieve its status as a central means by which community-university engagement can be realised in academia. Keywords: campus-community partnerships, community engagement, partnership initiation, research, knowledge creation, reciprocity

Choice, power and perspective: The neglected question of who initiates engaged campus-community partnerships

To address society’s complex challenges, campus-community partnerships are increasingly being undertaken by academia. As a result, questions of how to ensure that these partnerships succeed have taken on a new urgency. This urgency has led to an emphasis on the creation of ‘how to’ guides focused on the mechanics of building effective partnerships. This article argues that this focus is premature and attention instead needs to be directed to the neglected but ultimately more fundamental question of who is ‘allowed’ to initiate the partnerships. It is argued here that the seemingly simple and straightforward issue of who initiates the partnership leads us into the complex problems of choice, power and perspective which bedevil campus-community partnerships. Until these problems are fully addressed, the partnership approach is unlikely to achieve its status as a central means by which community-university engagement can be realised in academia

ENACT-ing Leadership at the State Level: A National Educational Network for Engaged Citizenship in State Legislatures

The Educational Network for Active Civic Transformation (ENACT) is a nationwide network that serves as a hub for the pedagogical efforts of educators in 16 different states, with the ambitious goal of having an ENACT Faculty Fellow in all 50 states. However, ENACT courses go a step further engaging students directly in experiential learning exercises designed to affect policy change by working with policy advocacy groups, preparing policy briefs, engaging in strategic outreach and messaging, and meeting directly with policymakers in their state capitals to advocate for political change. In this paper, we argue that state politics represents a fruitful, yet often neglected, space for the development of political leadership skills. Accordingly, we will present ENACT as a pedagogical model for empowering students, enhancing their capacity for political leadership. Yet we also remain attuned to localized variation in the policy-making environment and state political culture

Are Maine Voters Ready for Drug Policy Reform? Findings from a Statewide Survey

Maine is in the midst of an unprecedented overdose crisis, which has sparked debate about the appropriate policy response to increasing prevalence of substance use disorder in our communities. This article draws upon a statewide survey to better understand the policy attitudes of Maine voters toward drug policy reform, specifically restructured drug laws, strengthened pathways to recovery, and improved strategies for harm reduction and preventing overdose deaths. Our results suggest that political rhetoric and policy positions rooted in stigmatization and criminalization of those with substance use disorder are increasingly at odds with the perspectives of Maine citizens. Maine’s unique ideological landscape, voters’ rebuke of criminally focused policy approaches in 2022, and the severity with which Mainers have been affected by substance use can be the basis for a bold set of policy reforms

Expanding the CareerAdvance® Program

This report, prepared for the Health Professionals Opportunity Program, Administration for Children and Families in the U.S. Department of Health and Human Services, and the George Kaiser Family Foundation, provides the background, rationale, and overview of the first year of implementation of the CareerAdvance® program. The program aims to improve family economic security by providing low-income parents of children in Tulsa's Head Start and Early Head Start programs with workforce development services and training in high-growthpotential sectors such as healthcare and nursing, in addition to adult education programs, peer support, and performance incentives. After the first year of implementation, early signs indicate participants showing high rates of completion.Administration for Children and Families, US Dept of Health and Human Services (HHS, and the George Kaiser Family FoundationRay Marshall Center for the Study of Human Resource

Investing in Children and Parents Fostering Dual-Generation Strategies in the United States

In partnership with the Foundation for Child Development, the Ray Marshall Center is implementing a Dual-Generation Strategy Initiative. This project seeks to create and promote the field of “dual-generation” strategies, those in which children simultaneously participate in high-quality early and primary education (PreK-3rd) while their parents participate in leading-edge workforce development and education programs ultimately leading to long-term learning and economic success for low-skilled, low-income families in the United States. The goals of the project are to improve the understanding of dual-generation strategies among policymakers, researchers, and funders, as well as foster the implementation of dual-generation strategies at the federal and state levels.Foundation for Child DevelopmentRay Marshall Center for the Study of Human Resource

The Evolution of the CareerAdvance® Program in Tulsa, Oklahoma

CareerAdvance®n collaboration with a multi-disciplinary team of partners, the Ray Marshall Center (RMC) is developing and implementing a sectoral workforce development strategy for low-skilled, low-income parents of children served by early childhood programs in Tulsa, Oklahoma. There is emerging evidence that children whose parents hold stable jobs with progressively rising incomes exhibit better academic and behavioral outcomes. RMC and its partners have undertaken a dual-generation approach to poverty reduction that strengthens the investment in early childhood development by equipping Head Start parents with workforce training and gainful employment opportunities. This approach employs a more holistic model than traditional workforce development programs, as it also includes employee counseling and other support services to help parents complete training and adult basic education, retain their jobs, advance in their careers, and become economically self-sufficient. The goal is to develop a sustainable sectoral strategy that can be replicated beyond Tulsa to other communities across the nation. In the first phase of the project (2008-2009), RMC designed a sectoral job development strategy focused on industries featuring jobs that pay well and provide much-needed employee benefits (e.g., health insurance, annual and sick leave) as well as career advancement opportunities. In April 2009, Community Action Program of Tulsa County launched the pilot, CareerAdvance, at two Head Start sites in Tulsa involving 15 parents. The components of the CareerAdvance are 1) GED and college readiness instruction, as needed; 2) skills training in the healthcare sector progressing from Certified Nursing Aide to Licensed Practical Nurse to Registered Nurse; 3) weekly peer support meetings addressing a flexible set of topics (e.g., life skills, work readiness, family finances); 4) conditional cash incentives (up to $3,000 a year) for participants meeting specified benchmarks to reinforce continued participation and help offset foregone earnings; and 5) workforce intermediation between healthcare employers and training institutions provided through Workforce Tulsa. The report on the project’s first year of operation is available at the link below. In partnership with Harvard University and the University of Oklahoma – Tulsa School of Medicine, a second pilot site was opened in July 2009 at a Tulsa Educare Center. The second pilot, EduCareers, includes all components described above as well as enhanced mental health services for participating households, curriculum enhancements for the children, parent engagement training, and a medical home. The CareerAdvance project has now been expanded to 2015 with support from the U.S. Department of Health and Human Services’ Administration for Children and Families. RMC and partners at Northwestern and Columbia University have been engaged to provide ongoing on data collection, implementation and outcomes analysis of project participants.George Kaiser Family Foundation, W. K. Kellogg Foundation, U.S. Department of Health and Human Services' Administration for Children and FamiliesRay Marshall Center for the Study of Human Resource