The Pinkerton Papers: All Papers

Credible Messenger Mentoring For Justice-Involved Youth

To reach and engage young people has long been the quest of youth justice interventions. We write this paper as strong advocates for credible messenger mentoring— an approach with great promise not only to disrupt the tragic spiral of incarceration and recidivism that traps so many young people but also to strengthen communities disproportionately impacted by mass incarceration.

From Meeting to Impact: How a Funder Offered a New Path for STEM Education – By Jennifer Negron and Saskia Traill

In 2012, ExpandED Schools and the Kelley Collaborative approached The Pinkerton Foundation for funding to launch a NYC STEM Education Network. Building on the work of a Noyce Foundation-supported group in New York City called the Science Alliance, the newly-established Network brought together STEM educators and leaders from a range of professional development organizations for after-school and summer STEM providers.

#4] Social Enterprise: Proceed, with Caution — Steven L. Dawson

In a burst of entrepreneurial spirit, the workforce development field is showing new enthusiasm for an old idea: creating “social enterprises” to employ low income jobseekers.

#3] Targeting Workforce Dollars: You Don’t Get What You Don’t Pay For — STEVEN L. DAWSON

Workforce dollars are precious—particularly those targeting low-income jobseekers. The woman of color with a fifth-grade reading level; the returning veteran; the out-of-school youth with no employment experience; the immigrant laborer without papers; the court-involved; the individual recovering from addiction—their challenges differ, but each is seeking the stability and respect that steady employment can provide.

#2] Employer Engagement and the Myth of the Dual Customer — Steven L. Dawson

“Employer engagement” is the current battle cry of funders and policymakers as they urge workforce practitioners to become ever more “market driven”— meeting the needs of employers and, in the process, providing lasting benefits to low-income jobseekers.

#1] Make Bad Jobs Better: Forging a “Better Jobs Strategy” — Steven L. Dawson

A bad job is not simply the absence of a good job. A bad job destabilizes the individual, her family and the community. A bad job not only fails to pay enough for decent food and shelter for a worker’s family, it can risk her health, disrupt any chance for a predictable family life, undermine her dignity, and deny her voice within the workplace.