Aspen is a place for leaders to lift their sights above the possessions which possess them. To confront their own nature as human beings, to regain control over their own humanity by becoming more self-aware, more self-correcting, and hence more self-fulfilling.
The Cooperative Home Care Associates (CHCA) is a worker-owned cooperative and employer-based training program that provides home health aide services in New York City’s South Bronx and Northern Manhattan. The cooperative was launched in 1985 as part of a strategy to improve the low-wage occupation of the home health aide. This case study documents the organization’s evolving approach to operating as part of the home health industry, noting its strategies and accomplishments in the areas of improving the quality of jobs, developing career ladders, influencing industry practice and effecting policy change. Details on the organization’s operations and approach to training are also provided.
The Aspen Institute Economic Opportunities Program advances strategies, policies, and ideas to help low- and moderate-income people thrive in a changing economy.
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Bridge, Propel, and Career Academy are built on a practical philosophy: that MillerKnoll has great talent already inside the organization. Finding that talent, developing it, and aligning it to the right opportunities is key to its success. T
States invest in work-connected learning through dozens of distinct funding streams, grant programs, and agency initiatives, often developed independently over time by different administrations and agencies pursuing different goals.
“Social contract” has quickly become one of the most-used, least-defined phrases in the AI policy conversation. This first event in a two-part series will trace the origin and history of the American social contract, examining how work became the anchor of economic security, mobility, and civic identity in the United States.
For decades, economists and policymakers have debated how to help workers get better jobs. But what if the more fundamental problem is that employers have systematically redesigned work itself to make a third of the workforce expendable? In his forthcoming book, “Disposable Workers: The Transformation of Employment,” MIT Sloan Professor Emeritus Paul Osterman examines this idea and what it would take to reverse it.
