Total Environmental Scan

The Diversity, Equity and Inclusion Toolkit explores the practical opportunities and risks that rapidly emerging technologies represent for diversity, equity and inclusion efforts. The toolkit outlines how technology can help reduce bias from recruitment processes, diversify talent pools, and benchmark diversity and inclusion across organizations. Research is also cited that suggests well-managed diverse teams significantly outperform homogenous ones over time, across profitability, innovation, decision-making, and employee engagement.

Diversity, Equity and Inclusion 4.0: A Toolkit for Leaders to Accelerate Social Progress in the Future of Work

Publisher: World Economic Forum

Publication Date: 6/1/2020

Chart and table of U.S. population from 1950 to 2022. United Nations projections are also included through the year 2100.

• The current population of U.S. in 2022 is 338,289,857, a 0.38% increase from 2021.
• The population of U.S. in 2021 was 336,997,624, a 0.31% increase from 2020.
• The population of U.S. in 2020 was 335,942,003, a 0.49% increase from 2019.
• The population of U.S. in 2019 was 334,319,671, a 0.66% increase from 2018.

U.S. Population Growth Rate 1950-2022

Publisher: Macrotrends

Publication Date: 2022

The approval of several COVID-19 vaccines in late 2020 has brightened public health and economic prospects for 2021. Yet, prior to the onset of the pandemic, the global economy already had a fragile growth outlook, with social tensions over the evident polarization of economic outcomes and high levels of uncertainty. At this critical juncture, policymakers need to look beyond reviving the old economy and instead shift towards a thriving global economy—where growth is revived, social justice more fully realized, and the climate crisis averted.

Chief Economists Outlook 2021

Publisher: World Economic Forum

Publication Date: 1/1/2021

2020 will likely be remembered as the year the workplace changed forever. From in-office safety measures to work-from-home conference calls, leaders have been forced to reimagine every aspect of their management culture.

What's essential to performance? How does personal life shape professional life? What do our core values really mean when the marketplace throws a curveball?

As leaders navigated 2020's tough questions, many made transformative discoveries and tapped into new performance potential. After 12 months of challenges, leaders can walk away with decades' worth of invaluable workplace lessons.

There is no telling yet if this surge of new telecommuting will break after the COVID-19 crisis subsides, or if it will build into a permanent new wave of remote government workers. What is likely though is that it will be difficult for some managers to quickly stuff the genie back in the bottle. They, as well as their workforces, will have experienced work-ready mornings sans commute along with other benefits that remote working offers. They will have overcome many of the difficulties and anxieties associated with telework and may have disproven any theories that work roles in their organization cannot be conducted outside the office. Necessity is the mother of invention as they say, and success is the best measure available.

The world continues to experience an unprecedented and sustained change in the age structure of the global population, driven by increasing levels of life expectancy and decreasing levels of fertility. People are living longer lives, and both the share and the number of older persons in the total population are growing rapidly. Globally, there were 727 million persons aged 65 years or over in 2020. Since women live longer than men, on average, they comprise the majority of older persons, especially at advanced ages. Over the next three decades, the number of older persons worldwide is projected to more than double, reaching over 1.5 billion in 2050. All regions will see an increase in the size of the older population between 2020 and 2050.

This report provides criminal justice policymakers and practitioners with a priority agenda to prepare the nation’s criminal justice system for future public health crises. Through its recommendations, the Commission seeks to better balance the roles and responsibilities of the public health and public safety fields.

About 600,000 Americans have died of COVID-19 since the coronavirus outbreak began. But behind that huge figure is a more nuanced one that brings the human toll of the virus into even sharper relief.

In addition to the overall number of deaths from a given cause, researchers can estimate the number of “life years” lost due to it – a statistic that takes life expectancy into account. For example, if a person with a life expectancy of 80 dies at age 50, they are estimated to have lost 30 years of life. Examining this statistic underscores the extent to which the virus has cut Americans’ lives short.

The COVID-19 pandemic is inflicting high and rising human costs worldwide, and the necessary protection measures are severely impacting economic activity. As a result of the pandemic, the global economy is projected to contract sharply by –3 percent in 2020, much worse than during the 2008–09 financial crisis. In a baseline scenario--which assumes that the pandemic fades in the second half of 2020 and containment efforts can be gradually unwound—the global economy is projected to grow by 5.8 percent in 2021 as economic activity normalizes, helped by policy support. The risks for even more severe outcomes, however, are substantial.

This Bureau of Labor Statistics page provides information on correctional officers and jailers. The duties of this job category include guarding inmates in penal or rehabilitative institutions in accordance with established regulations and procedures. Correctional officers and jailers may guard prisoners in transit between jail, courtroom, prison, or other points. It includes deputy sheriffs and police who spend the majority of their time guarding prisoners in correctional institutions.

Key points of this brief:
• The use of sanction grids or matrices to respond to client behavior has not been shown to have a
significant impact on recidivism outcomes. There are no evaluations of grids/matrices that include
both sanctions and incentives.
• The use of sanction grids/matrices are associated with better uses of agency resources and reduced
use of jail or prison sanctions.
• There is strong evidence that the use of incentives by supervising officers produces improved
supervision outcomes for individuals convicted of more serious offenses and people classified as
higher risk to reoffend.
• Implementation challenges can interfere with the effectiveness of structured sanction and incentive
policies.