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wbjournal.com | September 22, 2025 | Worcester Business Journal 25 BY RONALD WADDELL & DAVE MCMAHON Special to WBJ T his spring, a delegation of Massachusetts reentry practitioners, nonprofit leaders, elected officials, and public safety professionals traveled to Germa- ny, Sweden, and Norway to study firsthand how Europe approaches incarceration and reentry, with systems root- ed in dignity, restoration, and long-term public safety. In Germany, prisons are run by social workers, with correctional officers reporting to them. is inversion of hierarchy prioritizes rehabilitation over punishment. e open prison model provides state-sponsored housing, removing one of the major social determi- nants of recidivism. Individuals nearing release live in apart- ment-style settings. Families can visit inside the facility, and indi- viduals are permitted to visit their families outside. is reestablishes bonds well before reentry. In Sweden, the justice system proactively reduces incarceration through robust probation and early interventions. Skyddsvärnet, a nonprofit halfway house, exem- plified this by offering dignified reentry housing and wraparound supports. One of Sweden's most innovative models is its universal foster care system. Any individual, regardless of age, can be taken in by a foster family. For returning citizens, this means the possibility of being welcomed into a home and community, creating connec- tions while reducing isolation and housing insecurity. In Norway, reentry services are integrated into ev- eryday community life via a bicycle repair shop, a café, and robust prison in-reach programs in Oslo. On Bastøy Island, we witnessed what many call the world's most humane prison. Incarcerated individuals farm, run a grocery store, care for animals, and staff a ferry. ese three systems treat people as human beings first and justice-involved individuals second. ey understand safer neighborhoods are built not through harsh sen- tences but through evidence-based practices, community integration, and committing to successful reentry. In Massachusetts, these principles are reflected in the Building Responsible Adults through Validation and Education Unit at North Central Correctional Institu- tion, a residential program for incarcerated fathers aged 18 to 26. BRAVE brings together men with mentors who live in the unit and engage in parenting classes, life skills training, cooking, laundry, and structured family visits. Doing reentry well is not just a moral imperative, it's smart economic strategy. When people return home with support and dignity, they are far less likely to return to in- carceration. is reduces the burden on taxpayers, lowers public safety costs, and strengthens the workforce. Ronald Waddell is executive director of Worcester non- profit Legendary Legacies. Dave McMahon is co-executive director of Worcester nonprofit Dismas House of Mass. Europe's smarter justice system What's in a name? T he bottom line on diversity, equity, and inclusion work is ultimately about making companies better. At its core, DEI translates to organizations being welcoming, supportive, and fair to people from all walks of life. Executed properly, it should lead to a bigger pipeline of qualified potential hires, improved retention, and a better customer experience, helping grow businesses. Of course, the phrase DEI is a white-hot political topic right now, with President Donald Trump and his supporters actively trying to scrub the initiative out of existence. To avoid not only the political headwinds but any significant federal funding threats, institutions across the state and the country have either publicly de-committed from their promises from five years ago or quietly removed DEI phrasing from their corporate materials. While this shi has accelerated in 2025, DEI initiatives were slowly losing steam at a majority of companies over the last couple years, due to haphazard rollouts, surface-level-only commitments, and shiing priorities. ere are businesses who remain visibly supportive of DEI efforts, but today they are in the minority. DEI work isn't dead, but it is clearly at an inflection point, as WBJ Staff Writer Mica Kanner- Mascolo points out in her story "DEI's not dead" on page 8, which makes up the heart of this annual special edition on diversity, equity, and inclusion first launched in 2021. DEI consultants and those doing work inside companies are trying to find ways to accomplish DEI's ultimate goals while flying a bit under the radar. Phrases like opportunity, inclusivity, and belonging are replacing the words diversity, equity, and inclusion. Worcester DEI consultancy Promoting Good is focusing on its new program Cultiv8 designed around the idea of inclusive leadership, knowing any corporate culture change needs to come from the top. Companies that win are the companies that win on talent. ey hire the best people and give them the opportunity, training, and resources necessary to develop their careers and positively impact the organization. is is the cheat code to succeeding at business. While a portion of DEI is customer-facing, the initiatives mostly boil down to recruiting and retaining the best talent, so companies that win are the companies that win at DEI. e initiatives understand that talent is spread evenly throughout a population, but opportunity is not. e best companies, whether they call any initiative along those lines DEI or something else, are always striving to provide opportunities to the most talented people they can find and develop. Five years ago was an awakening for many organizations, realizing there was a gap between their actions and their values. at insight has not changed, and firms are better for their efforts to create a workplace more attractive to the talent in the market. No matter how you want to label it, that important work must continue. Ronald Waddell The Worcester Business Journal welcomes letters to the editor and commentary submissions. Please send submissions to Brad Kane, editor, at bkane@wbjournal.com. Dave McMahon W W