Category: Bridging the Opportunity Divide

Pathways to Economic Opportunity: Dow Last Mile Fund for Manufacturing & Skilled Trades

Posted on by Anthony Smith

As wealth and income inequality continue to climb in the United States, some employers are developing innovative models and catalytic partnerships designed to bring new skills, job access, and ultimately economic opportunity to financially vulnerable and historically marginalized individuals.

In a new interview series, Pathways to Economic Opportunity, NationSwell is taking a closer look at some of the solutions companies are pursuing in service of leveling the playing field and expanding their talent pipelines. In spotlighting some of these partnerships, this series hopes to uncover the “secret sauce” that makes these solutions successful for the benefit of other employers and their leaders.

For the first installment of the series, NationSwell spoke to Ruthe Farmer — founder & CEO of the Last Mile Education Fund — and Fabio Mendes, Global Citizenship Manager at Dow — about their talent pipeline partnership, the Dow Last Mile Fund for Manufacturing & Skilled Trades. 

Here’s what they had to say:

Bird’s Eye View:

The Last Mile Education Fund works to identify students in the “last mile” of their education journeys and provide them with no-strings-attached, grants to help them overcome any financial hurdles standing in the way of the finish line. Through its partnership with Dow, Last Mile recently expanded its scope to include grants of up to $5,000 for low-income students specifically nearing completion in manufacturing and skilled trades programs at institutions in Dow communities.

Fast Stats: 

  • Launched in 2023, the Dow Last Mile Fund for Manufacturing & Skilled Trades currently services talent populations in ten key markets: California, Illinois, Indiana, Kentucky, Louisiana, Michigan, Pennsylvania, Tennessee, Texas, and West Virginia.
  • On average, the grants Last Mile awards are less than $4,200. Unlike traditional education grants, Last Mile’s investment model specifically incentivizes the use of the money in any area a student needs it, including groceries, gas, childcare, or anything else serving as a roadblock to completing their education.
  • Founded in 2019, Last Mile has awarded more than 5,132 grants to date. Grantees are 42% Black, 19% Hispanic or Latinx, 12% Asian, 16% White, and 1% Indigenous.
  • Last Mile awards three types of core grants, all of which manufacturing and skilled trades students are eligible for: rapid-response emergency financial assistance (mini-grants); bridge grants; and larger Last Mile grants.

1) NationSwell: What helps to differentiate Last Mile’s approach from some of the existing investment models designed to support educational attainment? 

Ruthe Farmer, Last Mile: 

I sometimes refer to our model as universal basic income for students. Scholarships are typically for tuition, housing, maybe some books, but there are other parts of life that require financial resources, too. I just approved a Dow grantee who has been on a long journey of trying to cross the finish line in her education, but the cost of living — medical bills, insurance, all the things that are not part of the scholarship landscape — had just become too much.

She also shared that she had an old laptop from 2017 that was barely functioning and needed a better device. Those are the kinds of gaps that Last Mile fills — the same gaps that are sometimes filled by a student’s parents. 

The other thing we do differently is that there are no deadlines; the application is rolling, and students can apply any day, all year. We’re not comparing the students against each other, we’re looking at them as individuals. 

We’re also very fast. If a student is facing a housing or a food crisis, they cannot wait months to hear back from a scholarship. Many scholarships can be really wonderful, but it takes months of process to get selected — they’re not designed to address immediate, pressing, basic human needs, which is what we’re doing. 

2) NationSwell: Adaptability, open communication — are there any other key lessons that you’d like to impart on other nonprofits or companies hoping to form a similar type of synergy? 

Ruthe Farmer, Last Mile: 

There’s been tremendous participation and engagement by the local Dow team members. We’re not physically on the ground in all of those communities, but they are, and they have relationships with, you know, the local colleges and institutions. They have relationships with the local chamber of commerce and the local media, and they also have relationships with the folks that are already in their apprentice pathways.

Fabio Mendes, Dow:

Like Ruthe said, we took an existing model that was initially for computer science graduates and we said, “Hey, maybe this could be a fit for skilled trade students, which are completely different.” 

When working with four-year graduates, Last Mile usually works with them on the last two years of their educational journey. So initially we were working with that same mindset for skilled trades, but along the way we realized those audiences had very different needs, so we switched to supporting students from the very beginning. That openness to adapting the program to a different set of needs in real-time — that has been one of the great successes of this partnership so far. 

3) NationSwell: What are some of the biggest roadblocks you’ve encountered?

Fabio Mendes, Dow:

I think one of the things we realized early on is that a lot of times the students don’t necessarily think this program is for real.

Ruthe Farmer, Last Mile: 

We’re so different from what students understand scholarships to be that they can sometimes be very skeptical. I remember one grantee told me that she had let that application sit on her desktop for three weeks because she was ashamed to ask for help, she didn’t think we would say yes. And then when she finally did, we were like, oh, absolutely, yes, here’s the money. Four months later, she’s graduated and she’s in a full-time job.

We don’t have any kind of GPA gatekeeping, your grades are not a factor in whether or not we say yes to you. The only thing we’re interested in is, are you enrolled and are you on track to get this program finished? 

We’ve had to re-train the educators, too, because they’ve been taught to only send their select best students for these opportunities. We want every student who is striving to have the resources they need to finish; we see value in every striving student. Getting over that hump has been a really big challenge. 

4) NationSwell: What have been some of your most significant learnings or unlocks in the course of doing this work?

Fabio Mendes, Dow:

I think one of our biggest learnings from Last Mile has been the perspective that a life-changing investment in a student doesn’t need to be gigantic — it can be a $200 grant that you promote to someone because they don’t have food for the day, and that alone could lead to them completing the course that they are on, completing the major that they’re in, and potentially securing a life-sustaining job in the future. 

Ruthe Farmer, Last Mile:

I would say the thesis that we’re trying to prove is that there is better ROI when we invest in what we call “striving students” versus the historically dominant model of rewarding outliers for prior success. If you only pick the students who have the best grades, the best GPA, have never missed a class, then you’re picking the ones who can afford that, and you’re not recognizing the immense value and problem-solving skills of a person who has struggled and persisted. 

I think a company that figures out how to bring that talent into their workforce is going to be building an incredibly strong, resilient workforce, which is what all innovation-based companies need.  

5) NationSwell: What are some of the ways this partnership is mutually beneficial — how do each of your organizations work together to advance a shared goal? 

Ruthe Farmer, Last Mile:

Our partnership with Dow is unique in that we’re specifically targeting students that physically go to school and live in Dow communities, where Dow is one of the biggest employers in the field in which they are studying. This is very specific: Dow is helping you graduate in a Dow community, hopefully into a Dow job. 

It’s not a direct ask for the students, but we do have that expectation that they become at least an available pipeline for the company. That’s one of the reasons we’re geographically focused with this funding. 

It’s a great example of the spirit of our work: It’s local investment to solve local workforce issues, and you’re really investing in your own local economy. It’s really kind of working hand-in-hand to solve this gap in tech and skills, but then simultaneously investing in communities. 

6) NationSwell: What’s one call to action that you’d like other leaders or organizations like yours to heed as they consider their own opportunities to improve educational attainment and economic mobility? 

Fabio Mendes, Dow:

I’d say to be more creative around some of these things. One of the crucial things Last Mile did was immediately ask how they could make the student support process more accessible. They could have just thought, let’s do a scholarship program for low-income students that have struggled throughout their journey. At Dow, we were creative in thinking that if this was designed for one specific audience, maybe we could apply the same mindset to a different audience. 

I also want to say you don’t have to start big, you can just start with a pilot. We started with a small fund in select communities with very different perspectives and contexts, and we said, let’s see if this works out, then we expanded it. 

Ruthe Farmer, Last Mile:

I think my call to action is simply for everyone to please take an abundance viewpoint as to who has the potential to be successful in your organization, and in the field broadly, whatever your field is.

•

The Opportunity Network’s AiLun Ku on the Importance of ‘Unstoppable Learning’

Posted on by NationSwell Team

As President and CEO of The Opportunity Network, AiLun Ku has devoted her professional life to harnessing the inherent talent of every young person of color from historically underrepresented backgrounds, matching their talent with access to resources and helping them thrive in both college and career.
NationSwell spoke to Ku about the road she’s walked along her professional and personal journey, what she and The Opportunity Network have been able to accomplish, and what the future looks like for her and her organization.
This is what she had to say.
NationSwell: Thanks for taking the time, AiLun. When did you first know you wanted to devote your life to purpose-driven work?
The Opportunity Network’s AiLun Ku: We moved to the United States from Taiwan when I was 10, and we moved to a predominately white town in New Jersey. The culture shock was real. It was a hard transition for my family to leave our communities and our families back in Taiwan and to move to a town that seemed… really different. Yes, we had our aunt and uncle there, and my cousin. We didn’t really have a full community like what we had in Taiwan.
When we moved to the United States, we attended your typical small, suburban public school. They hadn’t had to welcome an immigrant family for probably decades before we arrived, and so the teachers weren’t prepared to support us to learn English or to just become a part of the learning community. The teachers would say things like, “Why are you talking to her? She doesn’t speak English.” One time I used the word “yeah” instead of “yes,” and the teacher reminded me, “That’s an American word.” It made me feel like, “Oh, that word is not for me,” essentially.
It was a hard thing to come from a public school in Taiwan where everybody pitched in as a community of learners, and to come into the American public education system being singled out as an outsider who was made to feel like, “You’re not worthy of the learning resources.”
That was a tough thing for us to reckon with. Then, we just persisted because that’s what you do. That’s what you do when you move to a different country. And having experienced both that overt and underlying racism growing up and as an immigrant, I quickly realized I didn’t want anybody else to have to feel that way again, and that I wanted to prevent others from feeling it.
NationSwell: Part of the work that you do is so that people who come from other countries, who speak English as their second language, it’s so that they can move towards sort of thriving from an earlier age, rather than persisting, I imagine.
Ku: Thriving should be the absolute norm of the education system; but it’s often an exception to the rule when somebody thrives in the American education system. Especially if you look at really segregated communities in urban areas, and if you look at historically under-resourced, underserved communities — that continues to be the case. I think it’s the fact that only few people thrive in the American education system from preschool, from early childhood, all the way through post-secondary, is all the evidence we need to see that the system is designed to leave many of us behind.
NationSwell: That’s a perfect segue into my next question, which is, what is the opportunity gap, and how is The Opportunity Network working to close it?
AiLun Ku:I define the opportunity gap as something that was systematically, historically produced in our social context. That means between systematic oppression, systematic racism that has created generations of resource hoarding and gatekeeping that prevents young people of color and first generation students to access the resources that match their ambitions and talents, to thrive. That is the opportunity gap. The opportunity gap exists both in resources as well as in relationships, and in social capital as well as financial capital. That’s what we’re working to address.
The Opportunity Network works to close it from a few different entry points. From a direct service entry point, which is meeting students’ immediate needs. How do we serve young people of color in high school all the way through college graduation, open up access that provides them with awareness of all the college and career opportunities that are available to them, and then secure those resources and support them on their self-directed journeys toward college and career success?
We also change the way people think about what opportunity and access look like from an institutional level as well as the systems level, which is why we also have a capacity building program. We work with other non-profit organizations and schools to reimagine what college and career look like when your young people are the center of decision-making. The Opportunity Network is doing that work across 18 cities in the United States. This year, we’re slated to serve 5,000 students. Those are the ways that we’re working to address the opportunity gap.
NationSwell: What’s a touchstone that shows you that you’re on the right track here, even if there’s still so much to be done?
Ku: One of the things I’m really proud of is building an asset oriented and asset-based space for all of our young people, all of our staff, all of our stakeholder groups. I think it is important that we continue to underscore that every person inherently has something to offer, and every community inherently has something to offer. It’s a belief and a core value that we continue to nourish within the organization and with our partners, and also in the broader social change conversation and narrative. We know that it matters because our students, our young people and our partners enter spaces knowing their value, and are unapologetic for activating their agency because they know that they have value in every space that they enter.
NationSwell: What is the Purpose Library? Why are you launching it?
Ku: I think “purpose” is an evolving thing. It almost feels like a privilege when you have time and resources and the access to live your purpose. That should be a right for every person on the face of this planet to live fully into your purpose, and to lean fully into your purpose. One of the things we believe really firmly at The Opportunity Network is the more you can hear about stories of purpose, the more you can self-reflect, and self-direct, and shape what that purpose means for you, and it doesn’t have to be a privilege.
The idea of purpose, it’s embedded in stories, it’s embedded in storytelling. I think the only way we learn about how people have arrived at their purpose is through storytelling, and so what a better way than to create an entire library of people telling the stories of their journeys from their roots to their purpose, so that young people, as they’re on the road to discovery, their own purpose, they can learn from everybody else’s experience and activate the power of storytelling, and be authors of their own futures.
The Purpose Library will live on OppNet’s brand new open-access platform, UninterruptED: Unstoppable Learning, which we launched in response to COVID-19. The platform will help first-generation college-bound students and young people of color from historically underserved communities to stay the course in their postsecondary and career goals.
About The Opportunity Network 
The Opportunity Network (OppNet) ignites the drive, curiosity, and agency of students from historically and systematically underrepresented communities to connect them to college access and success, internships, career opportunities, and personal and professional networks. We work with 950 students in our direct service OppNet Fellows program for six years—from the summer after 10th grade through to college graduation, and into careers—with remarkable results: 92% of OppNet Fellows graduate college in six years; 93% will be the first in their families to graduate from college; and 89% secure meaningful employment or graduate school admission within six months of college graduation. Additionally, OppNet drives national student impact through Career Fluency® Partnerships, our capacity-building program for schools and youth-serving organizations across the country looking to boost college and career readiness in their young people. To date, OppNet has worked with over 60 Partners to support thousands of young people in 20 cities across the country reimagine college and career success.

How You Learn Will Matter Much More in the Future Workplace

Posted on by NationSwell Team

In today’s technological workplace, knowing how to learn is key to keeping pace with change. We’ve entered a new work culture, one where technology executes while humans learn and create new value. Being able to acquire new skills is becoming a skill in itself: In this new era, those who learn and adapt fastest will thrive.
We‘ve all heard that different people learn in different ways. But the idea that personal learning styles are crucial to successful education models has been debunked as little more than a myth. As it turns out, learning styles aren’t entirely innate, so it likely doesn’t matter whether you’re a visual learner or a kinetic learner, a “reflector” or a “theorist.” What matters more is your experience of learning — how you’ve learned how to learn — and the experience you bring to what you’re learning. 
While people might not strictly learn in their own unique style, they do tend to learn differently depending on their age. For example, several studies have compared the way that older and younger adults learn and found that there are important differences that can be leveraged by employers. 
A 2014 Brown University study scanned students’ brains as they learned. When humans acquire new information, our brain cell structures change in order to store it, a phenomenon known as “plasticity.” The researchers found that older and younger adults learned at the same rate, but they tended to store new information in different parts of their brains.
What does that mean in practice? One study compared traditional-age college students in their late teens and early 20s with adults returning to college in their 30s, 40s and 50s. It found that the older group tended to take more time to analyze and break down new information rather than simply memorize it. 
And yet another study found that older students were better at staying organized and felt less stressed by coursework than their traditional-age peers. “Students with more life-roles and responsibilities” — that is, older students — “may be more adept at the mechanics of time management such as making lists and scheduling activities in advance,” the researcher concluded.
There’s also evidence that as people age, understanding the process of learning becomes more important to them. Mid-career and older workers often want to understand why they’re learning a new skill — how it will contribute to their overall mission, how it fits in with what they already know and how they can deploy it creatively in the future. In contrast, younger learners are often ready to soak up knowledge as it’s presented to them and figure out how it fits into their work later.
This is important because all people are being called upon to keep learning new skills much later into adulthood than ever before. We’re in the midst of an unprecedented, rapid technology shift. Whereas previous generations could learn a trade and stay at it for a lifetime, today’s workers are asked to constantly assimilate new information, new skills and in some cases, entirely new jobs. 
As future-of-work strategist Heather McGowan, co-founder of Work to Learn, has said, “this shift [in technology] requires us to think differently about both work and learning. In the past, we learned once in order to work, but we must now work to continuously learn.” 

Then there’s the fact that older adults are staying on the job much longer. Summarizing a 2018 study, The Atlanta-Journal Constitution reported that in 2000, about one in 10 Americans aged 65 to 74 worked. Today, roughly a quarter of that age group works, with that figure expected to grow to one in three in the next few years. 
Economic strain can play a role in that, as do longer lifespans. But many older employees also say they simply take satisfaction from having meaningful work. As they reach the mid- to late-career stage, people start to take inventory of their work as it pertains to both purpose and self-expression. Some find a greater connection to their passions, whereas others wish to recast their career in greater alignment with their values.
The result is a much more multigenerational workforce, according to the AARP. It isn’t unusual for a 22-year-old and a 65-year-old to be learning the same new tech skill at the same time from the same supervisor. Or perhaps one employee is teaching the other — and either could be the instructor. That makes it important to understand your own learning style as well as that of others, so you can better communicate no matter if you’re the teacher or the student. 
Here’s an example: Imagine that your manager is showing you and a colleague a new process for publishing documents online. Are you most likely to: A) Memorize the sequence of clicks and keystrokes; or B) Figure out what each click in the sequence is doing?
If you answered “A,” you learn in a way typical of people in their 20s. It might seem easier to simply memorize or write down the sequence of commands without worrying about why it is the way it is. It might seem frustrating when your fellow employee insists on understanding the inner workings of every process. But bear with them, because it will help the lesson stick in the long run — and you might learn something in the process that you can apply in your work.
If you answered “B,” you learn in a way more typical of people over 30. You don’t just want to go through the steps, as you won’t remember them unless you know the logic behind each one. You should realize that your coworker might not need the full explanation of what they’re doing — they might just need a quick rundown of how to work the system. That doesn’t mean they’re not absorbing what’s being said, but they might need to come to you if they run into trouble since you might have a deeper understanding of the process.
When you understand how you approach new information and new skills, it will be easier to adjust your style to help others. As AARP’s Debra Whitman has noted, “In today’s era of rapid change… a single dose of education is not enough. Explicit knowledge is easily accessible from our devices and ripe for automation. Workers maintain their value by continuing to learn and adapt.”
As multigenerational workplaces embrace how different people learn at different stages of life, it will become easier to unify all employees across cultural and technological divides. In this way companies will be better able to optimize the different skills and experiences their age-diverse employees bring to the table. AARP believes that learning is a social act that is much more fun and meaningful when it happens in collaboration with others.

This article was produced in partnership with AARP. You can learn more here about how AARP is shaping the Future of Work.

Paint and a Paintbrush Are Rebuilding Community for Austin’s Homeless

Posted on by NationSwell Team

Homelessness is on the rise in Austin, Texas. In 2018, more than 7,000 people experienced homeless in Austin, according to the Ending Community Homelessness Coalition (ECHO). On any given day there are over 2,000 individuals living in shelters or unsheltered — a number that’s risen nearly 5% between 2018 and 2019. 
But building a community can play an important role in supporting individuals experiencing homelessness. Since 1990, Art from the Streets has been doing exactly that. 
The organization helps the housing insecure find a greater sense of stability through art. Three times a week, individuals gather at a local Austin church where they can paint for free during an open studio session. There, artists have a refuge from life on the streets while also building a greater sense of community.
“We create a place of safety for people who are on the street to be able to come inside to just be, and be supported to create,” co-founder Heloise Gold told NationSwell. “I don’t refer to this as ‘art therapy’ per se, but it is very therapeutic.”
Art from the Streets also helps its artists get paid for their work. For the past 27 years, it’s hosted an end-of-year show and sale where artists are able to sell their original pieces for 95% of the profits. In more recent years, Art from the Streets has opened an online store to sell reprints and merchandise. Artists earn 60% of the proceeds from reprints, while the remaining 40% goes to support the organization.
Though the sale of artwork is important, Gold maintains that it’s the sense of community instilled that drives Art from the Streets’ mission.
“The heart of the program and what I was wanting in the beginning, that essence is still apart of this program,” said Gold. “We really want people to be apart of the community and to be influenced by each other.”
More: This Website Empowers People in Need to Make Art — and Sell It for Thousands of Dollars