Benefit corporations provide a way for businesses to make profit without having to slash wages or resort to environmentally destructive practices. Ben & Jerry's, for instance, is one of the world's most popular ice cream brands with an annual sales revenue of $132 million. Its lowest-paid worker makes $16.13 an hour, which is 46 percent above the living wage in home state Vermont, and the company offsets more than 50 percent of its greenhouse gas emissions. More than 40 percent of the board and management are from underrepresented populations, such as women, people of color, lower-income individuals, and people with disabilities.

In a time when U.S. corporate profits are soaring but wages remain stagnant, Ben & Jerry's and hundreds of other companies, including Cooperative Home Care Associates profiled below, are choosing an alternative business model – benefit corporations – driven not just by profits but also by fair working conditions, diverse leadership, and environmentally sustainable practice.

One of the fundamental challenges to growing more "triple bottom line" businesses is the legal requirement to maximize profits that applies to corporations. Anything that takes away from profits, such as higher wages or more sustainable environmental practices, leaves the corporation vulnerable to being sued by its shareholders. This limitation hinders companies from advancing any values beyond profit making.

In response to this limitation, a movement was started to pass legislation allowing for a new type of corporate entity called the benefit corporation. The benefit corporation provides legal protection for businesses that choose to treat their workers well, protect the environment, and invest in their communities, even if it means their annual profits are not as high. As of 2013, 19 states plus the District of Columbia passed benefit corporation legislation, including Delaware, which is home to 50 percent of all publicly traded companies and 64 percent of Fortune 500 companies.

In 2012, Ben & Jerry's took a step beyond being a benefit corporation and became a Certified B Corporation, as conferred by a nonprofit organization called B Lab. There are currently more than 1,000 registered B Corps. A Certified B Corp voluntarily meets higher standards of governance, workforce treatment, environmental impact, and community involvement. Companies must score at least 80 points on a scale of 200 to be eligible for certification.

Certified B Corps are part of a community of socially responsible companies and span a large spectrum of goods and services. In 2012, Cooperative Home Care Associates (CHCA) in the Bronx, New York, became the first home care company to become a Certified B Corp. Their overall B Score, at 154, is nearly twice the median score.

One of the reasons CHCA scores so high in the B Impact Assessment is because it is a worker-owned cooperative with the vast majority of the workers and worker-owners being from the Bronx. In an industry where good-paying jobs are hard to come by, CHCA deliberately chose a different business model, one that prioritizes workers over profits, and has flourished for nearly 30 years. The company has grown from 12 people to now over 2,000 employees, 70 percent of whom are worker-owners.

"When we started, a lot of for-profit home-care companies were established and were seen as a way of making a lot of money in a short time," said Michael Elsas, president of CHCA. "You didn't have to pay workers that much, you didn't have to train them that well, and you could move in and make a killing. And, in that environment we wanted to establish something a little different, more socially responsible."

Treating the workers well was not just a social mission, but it made good business sense. Elsas said, "Many of the people we were seeing were women, particularly women of color. The thought was if we train people longer and really spend time with them, if we prepare them for an entry-level position and get them ready to work and remove those barriers to work, and, if we provided a lot of support for those workers both before and after they were trained by us, we could create quality, full-time jobs. And then as a result of that quality job, we would be providing quality care that we could, in fact, provide better services."

CHCA has been a co-op since the company started in 1985. Going from a co-op model to also certifying as a B Corp was an easy decision and made a lot of business sense, Elsas said. "Distinguishing ourselves as a B Corp would be helpful in marketing to be able to say we are the only B-Corp certified home care company. We thought that would be helpful for those entities that want to do business with a B Corp. Quite honestly, it was a natural for us. There was very little that we had to do to get certified because we were already a worker-owned company, we already had everything in place."

Elsas said that CHCA is successful not because it is a co-op but because of the best practices they employ. Currently, 90 cents of every dollar that comes into the company goes to the worker. While paying workers less would result in higher profits and better dividends, Elsas said higher dividends is not what has made the company successful for 30 years. Instead, what makes CHCA successful is "how we train, how we supervise people, how we respect people, how we let people participate in what we do."

Companies like CHCA and Ben & Jerry's show that businesses can make a profit and embrace socially responsible practices. Higher wages and better work environments help working families reach economic security. Consumers can support B Corps and environmentally and socially conscious businesses by buying their products and services. A full list of B Corps can be found here.

California has one of the largest and most expensive prison systems in the nation and is currently under a federal court order to reduce its prison population. System and community leaders across the state have recognized the urgent need to lower the numbers of current prisoners and the rate of recidivism, in order to decrease state prison costs and increase public safety. 

Earlier this week, Governor Jerry Brown helped California take a major step toward achieving these goals by signing AB 2060 (Supervised Population Workforce Training Grant Program) into law. Authored by Assemblymember Victor Manuel Pérez and co-sponsored by PolicyLink, Communities United for Restorative Youth Justice, and the California Workforce Association, AB 2060 will establish a new competitive workforce training grant program for women and men re-entering our communities and families after being released from prison, to ensure that they have access to training and education, job readiness skills, and job placement assistance. The bill was also identified as a priority by the Alliance for Boys and Men of Color.

Law enforcement officials and judges agree that opportunity-enhancing strategies are less expensive than incarceration and more effective at reducing recidivism and improving community safety and stability. Investing in workforce development opportunities for reentry populations is a critical step toward expanding access to well-paying jobs and careers, which in turn will improve offender outcomes and reduce recidivism rates, resulting in economic savings and improved public safety.

The program established by AB 2060 is designed to serve the distinct education and training needs of individuals who require basic education and training in order to obtain entry level jobs with opportunities for career advancement, and also individuals with some postsecondary education who can benefit from services that result in certifications and placement on a middle-skill career ladder.

Administered by the California Workforce Investment Board, the new grant program will build on the most promising workforce development strategies and incentivize counties to foster collaboration and coordination with Local Workforce Investment Boards (LWIBs), the Department of Corrections and Rehabilitation, community-based organizations that serve re-entry populations, labor, and industry. Regional coordination also advances realignment goals, which shift some of the responsibility for housing prisoners from the state to the local level.

An allocation of $1 million from the Governor’s Recidivism Reduction Fund was secured to launch this effort through the budget process earlier this year. AB 2060 will leverage the State’s investment by rewarding counties that commit matching funds. This translates into additional dollars for the program and will help to sustain the strategy over time, ensuring that more women and men can be served.

We must work at the regional and state levels to ensure that every Californian has a fair chance to contribute and thrive. By investing in workforce training and job placement for the women and men re-entering our families and communities, we can improve neighborhood safety and stability and secure a more prosperous future. 

From New York to San Diego, thousands of fast food workers have gone on strike for higher wages and the right to form unions. Roughly three million people – disproportionately people of color – work in fast food, earning a median wage of $8.94 an hour. Better pay would not only benefit them and their families; it also would strengthen the U.S. economy. Here's why:

1. Increase consumer spending. Every $1 increase in the minimum wage increases a household's consumer spending by $2,800 a year, estimates the Chicago Federal Reserve Bank. Multiply that by three million fast food workers, and the nation would see tens of billions of dollars in new consumer spending.
2. Create better-paying jobs in low-income neighborhoods. Fast food establishments tend to cluster in low-income neighborhoods where there are few other employment options, including in poor suburbs. Raising wages for fast food workers would provide better employment opportunities, helping to revitalize neighborhoods while we continue to work to improve food choices in these communities.
3. Reduce strain on our public assistance programs. Restaurant workers, including fast food workers, are on public assistance programs like food stamps at twice the rate of the rest of the U.S. workforce, according to Saru Jayaraman from Restaurant Opportunities Centers United. More than 80 percent of fast food workers earn less than $10.10 an hour, or $18,500 per year, which means they are eligible for food stamps if they're in a family of two or more. Raising the wage would allow our public dollars to go towards necessary investments in infrastructure and education, not subsidizing employers for low-wage jobs. 
4. Raise the floor for all. Higher wages for fast food workers would put upward pressure on other low-wage industries that hire from a similar pool of workers, like other restaurant work and retail. Restaurant, retail, and service occupations are projected to have the largest employment growth in the economy, and even though many who work in these occupations have some college education, these are among the few jobs that do not require a high school diploma. Raising the floor for these jobs is an essential step towards rebuilding a middle-class economy.
5. Create better opportunities for the next generation. More than one in four fast food workers struggle to support at least one child. Research from the Partnership for America's Economic Success shows that an increase in household income to 150 percent of the poverty line (roughly $14/hour) during early childhood can lead to increased earnings – by as much as $200,000 over his or her lifetime.