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In partnership with Starbucks, NationSwell convened a digital discussion between four luminaries — Dr. Robert Bullard, Bill McKibben, Michael Kobori and Heather McTeer Toney — where we explored some of the most compelling and innovative potential solutions to the issue of climate justice.
Here are some insights from that conversation.

• You can’t analyze social issues without considering climate change. America is segregated and so is pollution. Zip code is still the most accurate predictor of health, wealth and wellbeing.”

• Climate justice can defined as making sure that no matter where you are or what you are, the institutions that surround you are ensuring equity in how we experience air, water and land.

• Equality of response will not achieve equity — we must focus on the underserved.

• Climate change will not wait for us, so we need to be bold now.

• But justice is intergenerational work, so don’t expect quick wins.

• No individual can change the course of climate change now — it will take collaboration, policy change and shift in power.

• This is not about a filter we put on our cars; this is going to be about taking care once and for all of this confluence of problems and if we can’t do it together then we can’t do it. We’re not going to solve it one Prius at a time; the most important thing individuals can do is be less of an individual.

• Women leaders are fundamental to social movements — from Civil Rights, to Women’s Movement, to Anti-War through Climate Justice; we should look to and lift up the female leaders who are bringing their community with them.

• Follow young people: they are braver in demanding justice and have the most at stake.

• Collaborative community organizations have the most power to build effective solutions — partnerships built on the idea that communities must speak for themselves and harnessing the energy of local students e.g. HBCU Community Equity Consortium

• To activate more people, we need to stop being judgmental about climate activism — “Stop being judgmental about climate, stop putting climate issues in a box; I’m proud to be a climate activist and I love bacon, you don’t have to be vegan! There is a diversity of problems and and a diversity of solutions to those problems.

If you missed the event, you can watch it here.

Over the last few years, managers began embracing the concept of the multigenerational workforce, with 5 generations working side-by-side for the first time in history. Experts regularly noted the benefits of a multigenerational workforce, including better business performance, better market insight, and a stronger pipeline of talent. Then the COVID-19 crisis hit, and employers everywhere have been challenged in ways that they could not have predicted or even imagined. Companies have faced periods of profound disruption while helping employees adapt to new work environments and technologies, often while juggling caregiving demands at home. How can managers focus on the bottom line and continue to blend multiple generations into cohesive teams, all while dealing with the COVID-19 curveball? 
In a recent AARP-sponsored interview, Reuters special projects editor Lauren Young sat down with Johnna Torsone, executive vice president and chief human resources officer at the 100-year-old technology and global e-commerce company, Pitney Bowes, to discuss the multigenerational workforce, the impact of COVID-19, and ways employers can bolster organizational resilience through age diversity and inclusion during these unprecedented times. Here are 5 takeaways from that conversation:

1. Remember That Many of Your Employees are Also Caregivers. With the shift toward remote work, it is important for employers to recognize the challenges posed to work-from-home staff as caregivers. Caregiving responsibilities can affect workers of all ages—whether it is caring for a child, sick relative, parent, or grandparent. Employers need to consider the necessary mental, emotional, and financial support and resources to enable their employees to thrive. At Pitney Bowes, they are expanding services for workers who are also serving in caregiving roles.
   
2. Meet Employees Where They Are. It is critically important for employers to develop resources that meet employees where they are, regardless of age or life stage. This is especially true today in the context of COVID-19 as different generations manage a variety of uncertainties, such as how the pandemic will affect one’s retirement income or what the impact of coronavirus will be on opportunities for younger workers. Employers must re-evaluate and design policies and employee resources with an eye toward universal design.
   
3. Offer Flexibility Wherever Possible. Employees of all ages and life stages have enjoyed the flexibility generated by the shift to remote work, which has only been accelerated by the COVID-19 pandemic. And though many employees like idea of going back to the office in some capacity, they wish to retain the ability to work from home when an office setting is not necessary to perform their job. Pitney Bowes had a strong flexibility policy prior to COVID-19—nearly half of their staff were already in flexible work arrangements, and it is noted as one of the top reasons why people stay at the company.
   
4. Build Diverse Teams to Drive Innovation. If innovation is a goal, then you need a diverse team to get you there. And remember that diversity is multidimensional, including gender, race, age, and a host of other factors. In fact, research shows that an age-diverse, multigenerational team results in more innovative solutions than a homogenous team. Torsone noted, “There’s no question in my mind that different generations bring strength to the workplace. So, companies having the leadership that knows how to manage effectively or lead multigenerational groups and diversity on multiple dimensions are going to be the companies that are going to be the most successful in the future.” And she is not alone in her opinion. In fact, a recent AARP survey of nearly 6,000 global executives from 36 OECD countries found that 83% of global executives recognize that a multigenerational workforce is key to business growth and success. Yet, 53% do not include age in their diversity and inclusion policies.
5. Be Optimistic. Periods of profound disruption can uncover new sources of strength and resilience. There is tremendous opportunity for the private sector to rise to the occasion and chart a new path forward by further investing in workers and re-evaluating corporate policies and practices with an eye toward universal design. Employers that do so – and embrace age diversity and inclusion – will be positioned for sustainability and business continuity, even in the face of global uncertainty.

These are just some of the ways employers can leverage diversity and inclusion for long-term growth and success. AARP is currently taking an in-depth look at the policies and practices to support the multigenerational workforce through a collaborative initiative with the World Economic Forum and OECD called “Living, Learning, and Earning Longer.” This includes working with major multinational companies to develop the business case for age diversity and inclusion, which will be released in the form a digital learning platform in early 2021.
To learn more about this work, or to join our learning collaborative of multinational employers, visit our site.
Jeffrey Gullo is a Senior Adviser for International Affairs at AARP.

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.
To build it back better, we have to end childhood poverty. Before the pandemic the U.S. childhood poverty rate was 13.7%, which is 65 – 90% higher than it English-speaking, wealthy nation peers. And the U.S. is last among these peers on what it spends on children. We cannot talk about investing in the future and not invest in children and the people who care for them. 
There is not one one magical solution that will build it back better, but there are two things we can do right now: (1) end the gender pay gap; and (2) insist that your local government spend more on youth services, even if it means redistributing monies from more well-funded departments. 
Right now, we see this problem every time we open our eyes. Eleven million school-aged children don’t have enough to eat because their families cannot afford it; if they did they would do better in school and district budgets could be spent more on education.  Or that 2.5 million children are chronically house-less; and therefore are bathed in cortisol daily, which increases their likelihood of having learning differences and “co-morbidities” like heart diseases and diabetes. On top of this, we lament that children are just hanging on the corner or playing video games all day, but we cut youth services that provide summer internships and affordable enrichment opportunities. 
But the challenges to instituting this necessary change are clear: even though we say we do, we don’t value women or children enough. Moreover, this indifference and discrimination has been built into the return model and until governments, investors and other financial stakeholders are willing to give it up, we will have to rely on the moral impulse of leaders to do the just thing. 
Closing the gender pay gap would mean that women would have anywhere from $500k – $1M extra over the course of a generation to contribute to their families’ basic needs. While all women do not have nor want children, the evidence is also undeniable the ripple effect for children would be tremendous. Rather than distribute those costs to each of us through our taxes, corporations should be responsible for not building their prosperity on the backs of children, and oftentimes the women – especially BIPOC women – who care for them. And local governments can step in the infrastructure that provides the opportunities for young people to make the investments in themselves so that down the road they as a society can reap the benefits of their genius.
Aaron T. Walker is founder and CEO of Camelback Ventures. To learn more about Aaron’s work, visit their website.

For #BuildItBackBetter, NationSwell held a conversation between two leaders blazing a trail for the country to follow: Mayor Michael Tubbs of Stockton, California and Mayor Melvin Carter of Saint Paul, Minnesota. Alongside other members of the greater NationSwell community, the two mayors discussed the innovative solutions needed to reform our institutions.
Here are some of the insights from their discussion.

• In this time of compound crisis, the role of local, state and federal government are touching our lives more than ever before. Mayors are the focal point of government for your community, but not necessarily the focal point of authority, resources, or influence. In some cases, it’s the federal government, Congress, or state government who can unlock what citizens need.

• Taking care of what people need here and now and making incremental change is how you build trust. Without trust, you can’t experiment with innovation — and you can’t make large-scale systemic change.

• Too often we run governments with the goal of never falling, and then we wonder why we never see transformational progress. For many communities, the risk of maintaining the status quo is worse than the risk of trial and error.

• A budget is not just a document full of numbers, it is a document full of values. Just like individuals and financial planners diversify our portfolios, so should cities diversify their public safety budgets. The police are one resource we can deploy as emergency response, but we should consider other investments in public safety to make sure we don’t need as much emergency response in the first place.

• If we really want to solve violent crime in our communities, it has to be focused on social connectivity, economic empowerment, hopefulness, and the understanding that every child has the opportunity for a bright future.

• It shouldn’t seem radical to extend what we want for ourselves to other people.

• Charity does not equal justice. But philanthropy is a powerful tool to test ideas that can tell the story for policy change. (The universal basic income pilot in Stockton, CA under Mayor Tubbs has been paid for by philanthropy.)

• Victims of violent crime and shootings are most likely to become perpetrators of violent crime and shooting, and a small group of individuals are responsible for a large portion of the shootings. In Stockton, CA, they have tried to reimagine public safety by intervening directly with those individuals through mentorship and employment, and have seen a 40% reduction in violent crime.

• The private sector can support innovative government through “time, talent and treasure.” You already share your money, but consider sharing your expertise – let local leaders tap your minds to come up with innovative communities solutions.

• The biggest challenge to progress are the limits to our imagination. If we really, truly believed that every child born in our neighborhood could be a doctor or an astronaut, then investing in their education would be a no-brainer.

For #BuildItBackBetter, NationSwell invited Kirsten Mullen, folklorist and writer, and William A. Darity Jr., Professor of Public Policy, African and African American Studies and Economics at Duke University, to lead us in an exploration of reparations as a solution, focusing on its history, its applications and its challenges. Judge Elaine O’Neill, Chair of Durham, North Carolina’s Taskforce on Racial Equity, joined the panel to discuss her committee’s findings. Aaron Walker of Camelback Ventures moderated.
Here are some of the most compelling expert insights from the digital event.

• The Homestead Acts are an excellent example of federal policy directly giving assets to white Americans as a way to acquire and sustain wealth.
  
• Elaine O’Neal’s experience on the Durham racial reconciliation task force has taught her that “racial equity is an issue of the heart… and racial tensions can be fixed in a manner that allows all of us to flourish.”
  
• People can be cynical of “task forces” but the reality is that these types of organized efforts result in exposure (conversations like the one today) and exposure can help change public perception + educate more people about the subject. This leads to more fertile ground for future policy.
  
• Support for reparations amongst white Americans has gone from almost non-existent, to slight, to more substantial in a short period of time. There is positive momentum on the front, which is reason to be bold + optimistic.
  
• Volunteerism is a powerful tool: Do not underestimate the importance of giving time outside of work. Related, when thinking of systems change, it is also important to get your own house in order both professionally and personally. This means looking at who you are hiring, supporting, working with, befriending, etc. don’t just look at your office, look at your ultimate frisbee team.
  
• There are many misconceptions about reparations, and a big one is about guilt. Reparations are not about individual guilt, it is about the culpability of the US Federal Government. The Federal Government is the culpable party when it comes to slavery, Jim Crow, mass incarceration, anti-black police violence, unfair credit + housing markets, etc. Also, no individual contribution or event single state level contribution could meaningfully solve for wealth inequality in the United States. A $10 trillion dollar issue needs to be solved at the federal level.
  

To watch the event, click here.

The uncertainty and anxiety that COVID-19 has wrought on college students and higher education institutions has generated a flurry of articles and conversations about students taking “gap years” as a way to bridge the learning challenge that the virus presents.
But the reality is that this option is a fantasy for the vast majority of students, a distraction from the enormous challenges ahead for those students and their schools.
A widely shared piece in New York magazine featuring an interview with innovator and NYU professor Scott Galloway seems to have fanned the flames of this idea. Recent articles and polls also suggest that that gap years are growing in popularity as a possible option among four-year college students and their parents.
Galloway says that when parents ask, “I tell them it’s a great year to take a gap year.”
Gap years are a longstanding option for an elite tier of students who want to take time between high school and college, or even during their college years, to travel, volunteer, or participate in activities that ultimately supplement the learning that takes place in classrooms.
A gap year is fine if you have the financial resources, flexibility, and family support required. But they are a very narrowly framed tool, mostly targeted at students who attend full time at residential institutions and are in the 18-22 age range.
That’s not at all what today’s college student looks like.
Higher Learning Advocates, a D.C.-based advocacy group, says that today’s students are older, more racially diverse, and have far fewer life options than the mainstream narrative would lead us to believe. Only 13% of college students live on campus, and two-thirds of all students work in order to make tuition payments or other expenses. Two in five students are over the age of 25, and a quarter of all college students are parents themselves.
The “gap” that should be getting more attention right now is the growing gap between white students and students of color when it comes to the pandemic’s impact.
Forty-one percent of minority high school seniors say it’s likely they won’t go to college at all in the fall or that “it’s too soon to say.” That compares to 24% of white high school seniors.
And the pandemic’s impact on people of color has been widely reported. Black Americans account for 34% of confirmed cases and 21% of deaths.
Students who make the choice to delay college entry immediately after high school are at considerable risk of not completing a post-high school degree or credential, according to a National Center for Education Statistics study.
And most students who do so tend to come from high-income backgrounds — more than 70% of “gappers” have parents with incomes over $200,000 a year, according to a 2015 report.
American higher education faces an enormous set of challenges in the coming months. Decisions about whether to return students to campus are complicated — and constantly changing as new information emerges about the virus’ spread. To date, a number of schools have proclaimed that they fully intend to open come fall if at all possible, while others — most notably the California State University System, the largest in the nation — have announced that they plan to do most or all learning online.
Higher education also is uncertain about how much to charge students in this unknown new world, and whether to offer tiered or conditional tuition options depending on what kind of learning they can offer. And colleges and universities face an incredible set of ethical and moral challenges associated with the uncertainty — literal life-and-death decisions.
There are many thorny issues ahead for American higher education. As a key driver of the nation’s economic and social progress and an important generator of both talent and new knowledge, higher education must confront the increasingly complex future of human work. Today’s students need every opportunity to gain access to the learning that these schools offer — whether online, in person, or in some hybrid way. But gap years are not a viable solution for the vast majority of today’s students. They need to be moved to the fringes of the debate about college student options for this fall.

Making the case for rebuilding our communities in ways that expand opportunities for all Americans.
This nation has always suffered from entrenched racial disparity — and today, the wealth gap between white and Black workers is still substantial — and growing. As technology changes in the workplace, artificial intelligence and automation pose a significant risk to levels of the economic trajectory, life expectancy, and social mobility of Black communities, especially for workers approaching mid-life and mid-career statuses.
In a 2019 report, McKinsey found that the racial disparity is quantifiable. “African Americans start from a deprived position in the workforce, with an unemployment rate twice that of white workers, a pattern that persists even when controlling for education, duration of unemployment, and the cause of unemployment,” the report said.
But systemic racism extends beyond hiring biases, according to Washington Monthly: “It’s not merely that black Americans have more trouble getting jobs than their white counterparts,” an article on the widening racial gap said. “It’s that, when they do get jobs, they often don’t pay well or fairly.”
Often, these are the jobs most vulnerable to technological disruptions. AARP and The Joint Center for Political and Economic Studies found that “a large portion of African Americans currently work in jobs that will produce the most displacement from automation by 2030.”  
Ready to Adapt
Black employees are more than ready to adapt to these changes, given the opportunity. AARP and The Joint Center surveyed Black workers of all ages and found that respondents value stable work over all other priorities. But respondents also said they were ready to learn new skills, especially in midlife. “Over half of aging African Americans surveyed indicated that they would be interested in some form of employer provided training program, and 68 percent indicating they would be somewhat or very interested in being paid for the time they spend in training,” the survey found. 
For low-income workers, who often can’t afford to lose wages for training, this is vital. AARP found that, among African Americans of all ages, financial constraints (49%) were cited as the leading major barrier to obtaining additional training. “This holds true for aging African Americans as well, with 45 percent indicating that financial constraints are a significant barrier. Among African Americans of all ages, being able to get time off of work was the second major barrier (22%), while this was less of a concern for African Americans 55+,” the report said.
Building a New Workforce
The COVID-19 crisis has hobbled businesses and unemployment everywhere has surged to heights not seen since the Great Depression. But even before the pandemic, experts said an automation-driven unemployment crisis was looming. If we want to successfully transition workers into new roles in the coming decades, AARP recommended that private and public sector organizations need to institute policies and practices that make re-skilling readily available to all workers.
The report’s findings suggest that private-sector employers need to step up. “…Over half of aging African Americans surveyed indicated that they would be interested in some form of employer provided training program, and 68 percent indicating they would be somewhat or very interested in being paid for the time they spend in training,” AARP and The Joint Center found.
But the government, they added, also has to play a crucial role. AARP and The Joint Center report that most Black workers felt the government bore responsibility to help re-skill its citizens, and “a large majority of African Americans 55+ said that they would support tuition-free community college or vocational training.” This would be to the government’s advantage, too, as a more adaptable workforce makes for a stabler economy and lower unemployment.
The AARP and The Joint Center report made several specific recommendations: 

• Increase funding for community college and vocational training. Access to top-notch education lets workers pivot at any age.
• Expand tuition-free community college programs to better allow aging workers to learn alongside their younger colleagues.
• Expand access to sectoral training so that investments are effective and efficient, and employees can access the learning they need.
• Increase incentives for employers to provide on-the-job training, especially for employees who are low income earners. 
• Provide portable training benefits for workers who are in non-traditional work arrangements and can’t travel.
• Modernize and expand tax incentives for employer-provided training. 
• Increase job security and stability for low income workers through full employment policy and robust safety net supports.

In the past months, Americans have had to rediscover their own resilience. But they should not have to go it alone. According to Jean Accius, “We are at a turning point. On one hand, we can continue to operate with a patchwork approach whereby inequities continue to fester and harm the most vulnerable among us. Or we reimagine and not just rebuild but rebuild our communities better in ways that expand opportunities for all.” If the government and the private sector work together to co-create the systems that will ensure that the future of work doesn’t exacerbate disparities, we can create infrastructure that sets all Americans up for success as we adapt to the evolving world economy. Investing in workers throughout their lives can only bolster our security and help us emerge from these crises a stronger, more just, and economically sturdy nation.

In a recent NationSwell event on antiracism, Dr Ibram X. Kendi — Founding Director of the Boston University Center for Antiracist Research — urged us all to consider “not what’s wrong with people, but what’s wrong with the power and the policy?”
Over the past few weeks, we have been hosting a series of events on racial equity and justice. Our aim is to foster spaces in which the leaders in our community feel empowered to share insights and practices that help to advance the movement for Black lives and address the systemic inequities within the sectors and institutions in which they have power. 
Throughout all of our convenings, one message has come through loud and clear: In striving to foster diversity and equity within an organization, it is not enough to simply hire more diverse talent and innovators — you must also create a culture of belonging where everyone can thrive without compromising their identity or values.

So how do you cultivate a ‘culture of belonging?’ Here are the top ten insights and practices from our community:

1. Transparency is not the same as inclusivity. Find ways to go beyond sharing information and decisions, to helping others be involved in the process. This could mean a rotating staff board — in any level or department — participate in executive team meetings, to bring new voices into the decision making process for the business.
   
2. It’s easy to forget to focus on your internal culture when you are designed to serve outside partners & clients — so be proactive and set a standardized cadence to pause and reflect on your culture and practices with the team.
   
3. The goal is not homogeneous acceptance — in fact, it’s often the opposite: encourage questioning of decisions and policies to allow people to move from “fitting in” to feeling a sense of “belonging.”
   
4. One way to ensure cognitive diversity is to solicit feedback from the youngest/newest/most junior people at your organization to see how they are experiencing the environment and culture.
   
5. Revisit your employee handbook. It should not be a static document, but a living, breathing reflection of your values.
   
6. Employees should not have to earn your trust — put the onus of building trust on leaders who hold positional power.
   
7. Empower affinity groups /+employee networks with allyship and resource them. They alone cannot change the workplace, so support their work with the education, training, events and manager engagement the organization needs.
   
8. Remote working exposes us to the challenges and distractions traditionally kept “outside the office,” so approach every interaction with empathy and sensitivity.
   
9. Get comfortable with surrendering power. If you are asking yourself “Where do we draw the line?” in ceding power, recognize those feelings may be rooted in fear of your perceived loss instead of you and someone else gaining from a more inclusive space.
   
10. Interrogate whether the jargon you use at your organization makes sense to everyone across your team. If needed, co-develop or expand a shared terminology so it accurately reflects your organization’s values and goals and allow your team to align around language.

If you’d like to learn more about cultivating a culture of belonging, take a look at these resources recommended by our community.

• Opt In Podcast, co-hosted by NationSwell Council member Aurora Archer and Kelly Croce Sorg
• Raising Our Hands: How White Women Can Stop Avoiding Hard Conversations, Start Accepting Responsibility, and Find Our Place on the New Frontlines, a new book by NationSwell Council member Jenna Arnold
• YWCA’s ‘Time to Act’ series — inspiration for courageous conversations taking place in many corporate settings
• Ezra Klein’s interview with Bryan Stevenson on the power of truth-telling as communities and organizations
• The Coddling of the American Mind in regards to diversity of thought and tackling uncomfortable topics with openness
• The Power of Onlyness by Nilofer Merchant, in praise of openly and curiously looking for gifts and uniqueness that others bring to the table
• Intercultural Development Inventory assesses intercultural competence—the capability to shift cultural perspective and appropriately adapt behavior to cultural differences and commonalities
• Zappos “Culture Is” and What We Live By — a look into Zappos’ well-documented corporate culture

For #BuildItBackBetter, NationSwell asked some of our nation’s most celebrated purpose-driven leaders how they’d build a society that is more equitable and resilient than the one we had before COVID-19. We have compiled and lightly edited their answers.

The challenges of 2020 are our chance to address the longstanding inequities that, for far too long, have cutoff opportunities that prevent everyone from living longer and healthier lives. This is our chance to innovate. It’s our chance to be bold and courageous as architects and innovative pioneers of our individual and collective future. It’s time that we fully embrace our humanness and interconnectivity — and build something new and better.

To build it back better, we must ensure equitable access to resources to address the pandemic, and we must rebuild a health and social system that is more equitable than it was before. Every conversation we have about public health and economic recovery in the wake of COVID-19 must include a discussion of equity, because inequity reaches every system in our society. Solutions must be as expansive as the problem. They must involve all sectors — public, private and non-profit.

On the private sector side, it is important to make the business case for creating healthier communities. Employers, for example, should be motivated to improve the social determinants of health in their own region, thus fostering a healthier pool of workers and keeping health care costs down. At the community level, solutions must come out of collaboration between community members, decision makers and experts; a community doesn’t need to be told what their problems are, nor should it have a solution thrust upon them without their input.

The COVID-19 pandemic has exposed longstanding economic and racial inequities. According to the Centers for Disease Control and Prevention, Black and Native American people are five times as likely to be hospitalized with COVID-19 as White people, and the hospitalization rate for Latinx people is four times the rate for their White counterparts. This may be in part because those deemed “essential workers” are disproportionately people of color — putting them at greater risk of contracting the virus. The structural inequities that cause many of these health disparities did not happen by accident, so we must make racial equity a central part of our plans to confront COVID-19 and recover from its economic aftereffects. We must be deliberate in our efforts to ensure the solutions to this health crisis do not uphold existing patterns of racial disparities. Communities of color shouldn’t be contracting and dying from COVID-19 — and other diseases and disorders — at rates higher than anyone else. Communities of color shouldn’t be living shorter lives than their counterparts just a few blocks away. And no one should be dying of hunger, experiencing homelessness, poor health and a speedier death as a result of loneliness as an older American.

Residents of Harlem deserve to live to celebrate their 90th birthday as much as residents of the Upper East Side do. Everyone in Baltimore should live well into their eighties or longer. That should be our expectation, and those are the expectations we must build systems and supports to deliver upon. We all have a role and responsibility to advance equity and ensure that everyone has the opportunity to live a longer, healthier and productive life.  It is important to make equity part of the conversations you’re having with your family, friends, co-workers and holding your leaders whether that is in private industry or the public sector accountable to address the COVID-19 crisis. These are critical and foundational measures of success.

The danger is that we will think these problems are too big to solve. But no matter how tired we are of hearing bad news, we must continue to believe that a better future is possible. We must act with purpose, unite against hate and lead others to do the same. I believe in fighting against all attempts to divide us, and I will continue to fight against any form of racism in thought, word, action, practice, or policy.

We are at a turning point. On one hand, we can continue to operate with a patchwork approach whereby inequities continue to fester and harm the most vulnerable among us. Or we reimagine and not just rebuild but rebuild our communities better in ways that expand opportunities for all. 
I’m ready to take the second path. You with me?

Dr. Jean C. Accius is Senior Vice President for AARP Global Thought Leadership. He is a nationally recognized thought-leader on aging, longevity, health and long-term care policy. Find out more about his work with AARP here.