The Durability Economy

Here’s what the data shows.

Moving to Opportunity (MTO) followed 4,604 households for ten to fifteen years, moving families from high-poverty neighborhoods to low-poverty ones and tracking adult earnings and employment.

No detectable effect on the adults.

The same experiment, reread through tax records years later, found that children whose families used a low-poverty voucher to move before they turned thirteen earned roughly 31 percent more in their mid-twenties. The effect surfaced only whe...

In October 1973, the United States Board of Parole adopted the Salient Factor Score as the risk axis of its parole guidelines.

It scored the person. Prior convictions, age at first commitment, employment history. A number came out, and that number helped decide whether someone went home.

More than fifty years later, the instruments are more sophisticated and the object has never moved. The LSI-R scored the person. COMPAS scores the person.

Every generation points the same direction: at the...

Last week, I changed my own instrument.

The Durability Index measures household stability across five domains. Until July 23, one of those domains was wage progression. It is not anymore.

Wage progression now lives one level down, as a sub-measure inside employment retention. Its old seat at the domain table belongs to Family Connection.

Here's the pattern across fifty years of workforce measurement: the instruments never change. They calcify. This issue is about why mine did, and what the ch...

Every workforce leader in America can recite the diagnosis by now.

Placements collapse. Retention leaks. The metrics count the wrong thing.

You have read it a dozen ways. You have read it from me.

Here is what almost no one puts in front of you. An employer who stopped diagnosing the problem and built the fix.

Not a pilot. Not a theory. A factory, with numbers.

The factory that stopped losing people

Nehemiah Manufacturing in Cincinnati staffs most of its floor with people who have criminal...

Your workforce program placed 200 people last year and never checked whether a single household survived the offer.

Here is the question nobody on your board asked: how many of those 200 workers earned enough to keep a roof over their family, child care covered, and food on the table at the same time?

Not sequentially. Simultaneously.

The answer was not in your report. The placement was the finish line. The household was never part of the equation.

And your annual report called it a success.

T...

Keisha Thompson got a raise last month. One dollar more per hour. Her supervisor signed the paperwork. HR sent the congratulations email. Payroll updated the system.

Nobody modeled what happened next.

That $1/hour raise, $2,080 per year before taxes, pushed her household income from $33,000 to $34,000.

In Ohio, that $1,000 increase triggered the loss of more than $4,600 in public benefits (Sen. Jon Husted, Upward Mobility Act, 2026).

The raise your HR team celebrated just cost her household ...

The cost is already on your books. You just filed it under the wrong line item.

Every employer in the country tracks turnover.

How many left. How many were replaced. What the recruiter cost. What the temp agency charged to fill the gap while the req sat open.

Here is the number almost none of them track: the household condition of the worker who quit.

Not the exit interview answer. The real one. The child care arrangement that collapsed. The rent payment that fell behind. The second shift th...

The workforce development system tracks one number: did the person get a job? But employment without household stability is a revolving door.

This piece names the blind spot that turns placement rates into vanity metrics, and asks the question no workforce board is answering.

The Number That Feels Like Progress

Across America, workforce boards are presenting their annual reports. A slide displaying the placement rate appears, drawing applause from the room. The executive director feels a sens...

Most people still talk about public safety as if it begins after something goes wrong.

A crime happens. A call gets made. A case gets opened. A person gets arrested. A sentence gets imposed.

That is not where public safety begins.

That is where system response begins.

Public safety begins earlier. And closer to home.

It begins in the household.

It begins with whether rent is covered, transportation is reliable, child care holds, wages rise, and a family can absorb one disruption without fa...

Retention dashboards built around placement metrics miss the most important variable in workforce durability: household stability.

When employers track hires but ignore housing, child care, and transportation barriers, talent disappears within 6 to 12 months, and leadership calls it a pipeline problem.

It is not. It is a measurement problem.

This article breaks down the ROI case for shifting from fair-chance hiring to a full 2Gen talent strategy, with data from the U.S. Chamber of Commerce, ...

Lived experience is one of the most underutilized assets in workforce development and criminal justice reform.

When organizations treat it as system intelligence rather than personal testimony, it transforms how programs are designed, how success is measured, and who holds decision-making power.

This article explores why centering lived experience in metric design produces more durable outcomes for justice-impacted households.

Most Systems Say They "Center Lived Experience." Here's What Tha...

Workforce development and reinvention programs across the United States measure success by job placements, but research consistently shows that unstable, low-quality employment fails to deliver long-term desistance or household stability.

The 2Gen Economy metric shifts the unit of measurement from individual job placement to household economic mobility ; tracking the five domains of the Durability Index ; employment retention, housing stability, financial resilience, family connection, and jus...