Managing the technology that undergirds a $171-billion, 228,000-employee operation is no easy task. And it’s even harder when working under laws that sometimes limit your capabilities. Yet that’s the job for which Amy Tong, a longtime California public employee who has overseen technology for the state lottery, retirement system, taxes and water, was sworn in to earlier this summer. As the new chief information officer for the Golden State and recent speaker at NBCU’s Millennial Tech & Change Summit, Tong must keep all the existing technology systems operational, while trying to make them more adaptable to current usage. In an interview with NationSwell, Tong explained her formula for making state government more streamlined and the lessons she’s learned from Silicon Valley.
Let’s start with the challenges you’re up against. What are the unique barriers state government faces when updating its technology?
One is just the sheer size of state government. When it comes to the utilization of technology, it’s serving the public in a much bigger volume than a lot of cities and counties would normally face. One could say, “Well, the private sector — places like Google — might serve even more.” But the type of information that we collect as a public sector demands the best protection. When it comes to health and human services, law enforcement or governmental affairs, there’s a huge amount of information security and checks and balances that needs to happen. This public data is probably the most sensitive [that exists], so government-run technology systems tend to be more complicated and large. Second, because they’re so large and complex, it’s very costly to update them. I’ll give an example: For our 30-year-old child-welfare system, our regional estimate is half a billion dollars.
As an alternative to costly upgrades, government seems to be moving toward breaking down its massive IT projects into bite-size pieces. Do you have an example of how you’re doing that in California?
We’re taking an alternative approach to upgrading the child-welfare system. Our intent with a more bite-size approach is that each smaller module can be delivered to the end user a lot sooner. For social workers, who are our end users, that means focusing initially on the intake process — which is the first step they take when assessing a child-welfare case — and moving it to a more mobile-based technology. Now, the rest of the steps — let’s say there are five more before a child can be placed into a safe environment — will continue to use the existing system to tie them together, which means we can roll out each of the upgrades one by one, as opposed to waiting until the entire system is upgraded.
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How do you get other state agencies to participate in that innovation? Do you need to convince them to join you?
We are very fortunate that there are a lot of innovators and change agents in the state of California. When we talk about innovation, we’re not necessarily talking about new tools or something you can go play with. It’s really about addressing the barriers people have in moving innovation forward. With this renewed effort and engagement, I often hear the comment, “Yeah, let’s do this!” In the past, people [were less enthusiastic] and they’d say, “We’d like to do things more innovatively, but because of this policy or this regulation or this statute, we can’t.”
What I’ve shared from my experience is the idea that rather than seeing what we can tweak, let’s look at what we can do that’s fundamentally different. I ask the question, “When was the last time you actually read the statute? When was the last time you read the policy that gives you the perception you couldn’t do things differently?” Nine out of 10 times, they say they hadn’t read it; it was just what somebody once said. After you show them the language a couple of times, they see it’s not as constrained as they think. That’s when the ideas start coming out. In some ways, it’s fairly liberating for me to see that it doesn’t take a lot to spark people’s desire to innovate. Once that door’s open, oh my gosh, the ideas will wow you.
You recently created a new Office of Digital Innovation and Technology Engagement. What do you hope that will accomplish?
Number one: By simply using the term “digital innovation,” we’re already setting the tone of what we’re trying to accomplish, which is fresh ideas and innovative ways to solve problems. We understand that, in this day and age, many businesses are looking for technology solutions. We’re hoping to set a tone that the state Department of Technology is not only here to keep the lights on and make sure the existing system is operating well, but also that we’re very much into innovation.
Number two: Our biggest goal is to help individual programs achieve what they need to achieve. The Office of Digital Innovation is providing them infrastructure support, such as the Innovation Lab that we recently launched, so that program agencies, like the California Environmental Protection Agency or Health and Human Services, can say, “Hey, I’ve got this problem. I want to develop some solutions. I just need a sandbox to do it in.” They could come to our lab, which is part of this office, to try out new things without having to invest a lot.
Silicon Valley obviously looms large in people’s perception of California. What can the state government learn from what those techies are doing?
For both the public and private sector, entities get bigger and bigger every year, with process on top of process on top of process. It can bog down an organization. By talking with a lot of the entrepreneurial firms, we get down to the basics. Instead of somebody taking 10 steps to get from A to B, have we ever looked at the minimum number of steps to achieve the same results? Maybe it’s minus the bells and whistles, but you get what you need. A lot of these entrepreneurs will say to keep it simple and streamlined. Don’t overcomplicate things. That’s my motto as well, and it’s what’s helping the state look at things differently.
You’ve been overseeing technology for California’s government for 22 years. What are you most proud of?
I’ve been fortunate that my career has led me to where I am today, and I have surrounded myself with a lot of good people, mentors and others I can learn from. But the greatest accomplishment, I would have to say, is yet to come. We’ll see how much more we can do in the next few years of the administration.
This interview has been edited and condensed for clarity.
This article is part of the What’s Possible series produced by NationSwell and Comcast NBCUniversal, which shines a light on changemakers who are creating opportunities to help people and communities thrive in a 21st century world. These social entrepreneurs and their future forward ideas represent what’s possible when people come together to create solutions that connect, educate and empower others and move America forward.
Homepage photo courtesy of NBC/Universal.
Tag: entrepreneurs
Can This Data-Driven Organization Help Those Most Desperate Escape Life on the Streets?
Rosanne Haggerty grew up going to church in downtown Hartford, Conn. Her parents, both schoolteachers, never outright explained why they took their kids to church in a poor neighborhood full of single-room occupancy hotels and boarding houses. Haggerty, however, learned the lesson her folks were trying to instill. “My parents were both very devout Catholics in the social justice wing of the church,” Haggerty says, describing how the family visited fellow church members when they were sick and invited them over for holiday meals. Haggerty grew up with a sense that “we all can be doing more to provide that kind of support system for others.”
Today, Haggerty is a social change agent in her community, serving as the president of Community Solutions, a national organization that aims to end homelessness. Taking an entrepreneurial approach to address the problem, Community Solutions uses technology to capture data and tailor interventions to meet the needs of a region in the most effective way possible. At its heart, Community Solutions’s mission is the same as Haggerty’s parents’: helping people, one person at a time.
Community Solutions works in neighborhoods around the country to provide practical, data-driven solutions to the complicated problems involved in homelessness. The organization has already achieved great success: its 100,000 Homes campaign, which ran from 2010 to 2014, helped 186 participating communities house more than 105,000 homeless Americans across the country.” (Chronically homeless individuals make up 15 percent of the total homeless population, yet they utilize the majority of social services devoted towards helping them, including drop-in shelters.) To do this, it challenged the traditional approach of ending homelessness: requiring those living on the streets to demonstrate sobriety, steady income or mental health treatment, for example. Instead, it housed people first, an approach that has demonstrated overwhelming success: research finds that more than 85 percent of chronically homeless people housed through “Housing First” programs are still in homes two years later and unlikely to become homeless again.
“Technology played a critical role in the success of the 100,000 Homes campaign because it enabled multiple agencies to share and use the same data,” says Erin Connor, portfolio manager with the Cisco Foundation, which has supported Community Solutions’ technology-based initiatives. “By rigorously tracking, reporting and making decisions based on shared data, participating communities could track and monitor their progress against targets and contribute to achieving the collective goal.” As a result of this campaign, the estimated taxpayer savings was an astonishing $1.3 billion. Building on this achievement, its current Zero 2016 campaign works in 75 communities to sustainably end chronic and veteran homelessness altogether.
Technology and data gathering is critical for local and nationwide campaigns since homelessness is intimately connected to other social problems, like unemployment and poverty. One example of the local impact Community Solutions has had is in Brownsville (a neighborhood in Brooklyn, N.Y., that’s dominated by multiple public housing projects) via the Brownsville Partnership, which is demonstrating that these problems can be solved — to create “the endgame of homelessness,” as Haggerty puts it.
In Brownsville, the official unemployment rate is 16 percent, “about double that of Brooklyn” as a whole, Haggerty says, noting that the statistic excludes those not currently looking for work. In response, the organization works with existing job training programs, digging into their data and analyzing it to improve effectiveness and achieve success.
“Data is at the heart of everything we do, as far as understanding where to focus our efforts and how to improve our collective performance,” Haggerty explains. Analyzing usage data, Community Solutions works with health care providers, nonprofits, and city and state governments to figure out where the most vulnerable populations live, what systems they interact with and what help they need.
Because of this emphasis on data, Community Solutions increasingly thinks of itself as a tech company, Haggerty says. Since 2010, it’s partnered with Cisco to help bring practical, data-driven solutions to communities around the country, opening doors to innovation and progress. When the collaboration began, Community Solutions was a local New York City-based organization. Today, it works with communities throughout the United States. By looking at the problem more nationally and taking an entrepreneurial approach when it comes to applying technology, Community Solutions is now solving homelessness on a much larger scale and having greater impact — producing real social change.
One person benefitting from this tech-driven approach is Toni Diaz. In and out of homeless shelters since the age of 17, Diaz had three children and a fourth on the way by the time she was 23 years old. Escaping from an abusive partner, Diaz took her kids to a homeless shelter. “I didn’t have anywhere to go,” she says. Right when Diaz realized that she needed to make a change in her life, opportunity arrived in the form of a caseworker from the Brownsville Partnership.
Diaz’s journey out of homelessness took years, but Brownsville Partnership walked with her every step of the way. Today, she’s part of an innovative solution that helps people like her connect to the services and training programs that will help them break that same cycle. Stories like Diaz’s are one of the things Haggerty loves most about her work. “It’s especially satisfying when people we initially encountered in a time of crisis end up in a position where they are paying it forward,” she says. Diaz, Haggerty says, shows “what kind of resilience exists in people in this neighborhood” and communities like Brownsville around the country.
This was produced in partnership with Cisco, which believes everyone has the potential to become a global problem solver – to innovate as a technologist, think as an entrepreneur, and act as a social change agent.
Editors’ note: The original version of this story misspelled Rosanne Haggerty’s name. It also erroneously stated that Community Solutions’s 100,000 Homes campaign housed more than 105,000 chronically homeless people in 186 communities across the country. NationSwell apologizes for these errors.
Upstanders: A Warrior’s Workout
Former pro football player David Vobora gave up a lucrative career in private fitness to work with wounded warriors. His workouts have brought them new strength and inspiration.
Upstanders is a collection of short stories celebrating ordinary people doing extraordinary things to create positive change in their communities produced by Howard Schultz and Rajiv Chandrasekaran. These stories of humanity remind us that we all have the power to make a difference.
Upstanders: Employing the Full Spectrum
John D’Eri set out to find a job for his son, Andrew, who is autistic. His journey led him to open a car wash where 85 percent of the employees are on the autism spectrum — and business is booming.
Upstanders is a collection of short stories celebrating ordinary people doing extraordinary things to create positive change in their communities produced by Howard Schultz and Rajiv Chandrasekaran. These stories of humanity remind us that we all have the power to make a difference.
This ‘USB Port for the Body’ Is a High-Tech, Pain-Free Solution for Amputees
Prior to losing an arm and a foot when he fell underneath a train in 2012, James Young went on a run pretty much every day after work. After his initial recovery period was over, and he was fitted with prosthetic limbs, Young tried running again. “It wasn’t worth the pain,” he declares. The agony felt by Young didn’t come from the injury or from the prosthetic limb itself. Rather, the socket — the cup that fits over the stump doctors created at the injury site — caused the distress. (The problem is common among many amputees.) “Sockets are, in my opinion, kind of a nightmare,” Young says. They’re “just pain, pain, pain, essentially.”
Cambridge Bio-Augmentation Systems (CBAS), located in Cambridge, England, aims to solve the socket problem for good with digital technology. Its solution: an innovation called the Prosthetic Interface Device (PID), which founders Oliver Armitage and Emil Hewage describe as a kind of USB port for the body. Creating a standardized connection between an artificial limb and the body, the PID is surgically implanted at the injury site and a prosthetic limb with a matching connector is plugged directly into it. This revolutionary device is what results when entrepreneurs, surgeons, clinicians and patients collaborate using applied materials, machine learning and neuroscience. Currently in pre-clinical trials, the PID has a projected market release in 2018.
“Today, technology and data intelligence are allowing people to change the way we address and ultimately solve our most pressing social and environmental challenges,” says Tae Yoo, senior vice president of corporate affairs at Cisco. “Digitization is leading to a greater understanding of the connection and interdependency between people, process, data and things. As a company, Cisco strives to inspire, connect and invest in opportunities that accelerate global problem solving; CBAS has an innovative way of tackling this challenge.”
Current sockets pose a number of problems. The fit must be so precise that it continually has to be adjusted, and if a patient gains or loses weight, the socket will need to be refitted or replaced. Even changes in temperature can be enough to noticeably change a socket’s fit. Most patients need a new one every year or two, and because it presses against the skin, a socket can easily cause inflammation, infection and other problems.
CBAS’s device eliminates these problems, drastically improving a patient’s quality of life. Instead of hugging the exterior of the body, the PID connects directly to the skeletal system. This means that the skeleton (not soft tissue, which can easily be damaged or injured) bears the weight of the artificial limb. Connecting to bone also changes the way that the body relates to a replacement limb: “You can have this direct connection to the mechanical, solid parts of the limb, which allows for some proprioception,” or awareness of where the limb is in space, Young explains.
There’s a financial benefit as well. The existing socket-based system for attaching prosthetic limbs to the body is hugely expensive. Every single socket must be custom made and adjusted repeatedly until the fit is perfect. “It’s like someone’s trying to hand-make you some shoes, but they’re always painful, and you’re going to have to keep redoing the process,” explains Hewage.
In contrast, the PID is extremely cost-effective and low-maintenance. Ernst & Young crunched the numbers and found that Cambridge Bio-Augmentation’s PID system could lower the cost of artificial limbs by 60 percent, reducing the need for constant follow-up visits to prosthetic clinics. Any prosthetic limb can be designed to attach to the PID, and a patient can live with the same one for decades. “As an engineer, you constantly benefit from standardization,” says Armitage. “I can buy a bolt from this shop and a nut from this shop and put them together. The prosthetics industry doesn’t have that right now. Making a standardized connector, you enable the rest of the engineers to work with that and move forward and make better devices.”
The advantages of a standardized connection between the body and an artificial limb go far beyond convenience and cost savings. Thanks to some amazing advancements in robotics technology over the past few years, new high-tech bionic limbs can be controlled by patients’ minds (just like a natural limb). The PID can connect with these robotic arms or legs, creating a simple electric connection between the body’s nervous system and the artificial limb.
“It’s not just a standard mechanical connection, it’s a standard electrical connection,” says Armitage. “In order for the mass population of amputees to be able to have access to neutrally-controlled devices, you need a standardized way of communicating with that prostheses. With a PID, the interface between the biology and the engineering has already been done by our product.”
Eventually, the PID could be used to allow other types of devices beyond even the most advanced prosthetic limbs to connect to the body. “I can’t see any way that the USB connector for the body wouldn’t revolutionize the human condition,” Young says, drawing on his first-hand experience with the PID. It’s precisely that kind of blue-sky thinking that drives Hewage and Armitage to continue to innovate, pushing the potential of the PID even further.
To address today’s social and environmental challenges, collaboration and investment in innovative early-stage tech solutions is a must. Digital transformation is well underway in many industries thanks to organizations like Cambridge Bio-Augmentation Systems. Entrepreneurs who see challenges as opportunities waiting to be solved are already at work — creating, inspiring and helping people thrive.
This article was produced in partnership with Cisco, which believes everyone has the potential to become a global problem solver – to innovate as a technologist, think as an entrepreneur and act as a social change agent.
The Journey of an Idea: This Entrepreneur Took a Cross-Country Trip to Fine-Tune His Higher Education Gamechanger
Seated in a 1930s Pullman train car, Phillip Ellison carved a broad arc across the country: Los Angeles, San Francisco, Denver, Milwaukee, Detroit. Ellison had no final endpoint toward which his locomotive was rushing: he was simply riding the rails, as part of the Millennial Trains Project (MTP), a nonprofit venture with Comcast NBCUniversal, a lead partner of the journey. Along with 25 other young adults, he was making a nine-day, transcontinental trek this August to open himself to new ideas for ULink, his new startup that’s in the works. “[MTP is promoting] American innovation, entrepreneurship and trans-regional understanding of the United States, by allowing people doing social impact to come together,” Ellison says.
In the early stages of developing a tech platform to assist community college students, Ellison wanted to spend the 3,100-mile journey homing in on his product’s capabilities and its growth potential, while discovering what other young people were doing in their hometowns. As the American West rushed by his window, he engaged the other social entrepreneurs and rising nonprofit leaders in conversation: Where were they all headed, and how could they help each other get there?
Onboard MTP, Ellison hammered out ideas for ULink, a website that will help community college students engage with on-campus resources (such as advising sessions to map out the credits that four-year colleges require or counseling to help deal with tough emotional situations) and successfully transfer to a four-year university. Ellison, a one-time dropout wrapping up his bachelor’s degree at Tufts University in Massachusetts, wanted to hear what had helped his peers navigate their undergraduate experience and whether community college counselors and transfer advisors, faculty members, students and IT programmers in each of MTP’s five stops would be open to using the platform. Aided by their insights, he’s planning to launch a beta pilot of the website within the next year at a community college in the Boston area.
“Community college is often a head-down experience. Students do not know what’s happening on campus, and they’re not accessing resources until it’s too late,” Ellison explains to NationSwell. On the administrative side, counseling “processes are not quite modernized, digital or up to date. You see the limitations of a human being in terms of resources.” ULink is still in beta development, but once launched, it will help counselors manage their students, see who’s coming in and who’s been out of touch and send text message check-ins through a mobile app — allowing them to reach more students all at once.
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Ellison knows about the necessity of college advising more acutely than most. He was forced to leave Penn State University prematurely due to a lack of financial aid. “That was one of the darkest times in my life, to be frank,” he says. Like many students arriving at four-year institutions, he says he didn’t fully comprehend higher education’s blockbuster price tag, even at a public school. Looking back, he wishes he had known more about the financial aspects of college. (For instance, public schools charge more to out-of-state residents, and with rare exception, student loans stick with most people even after a declaration of bankruptcy.) Constantly worrying about his bank accounts, Ellison’s grades fell precipitously. He dropped out and returned home to East Harlem.
That’s not to say Ellison was giving up. “I decided to go home and spend some time thinking about what I was going to do, to right the ship basically,” he explains. Almost immediately, he went to work as a manual laborer. Alongside middle-aged underrepresented workers, the teenager manned demolition projects in Brooklyn and moved corporate furniture in Manhattan. No boss seemed to value worker contributions at those temp jobs, he noticed. They didn’t provide healthcare benefits, and they offered no job security — a daily reality for millions of Americans who never obtained a college degree, he saw.
Eventually, Ellison was accepted to serve as an AmeriCorps member with City Year, assisting a green energy startup. (There, he met one of ULink’s current co-founders, Parisa Esmaili.) He leveraged that into a job at Citizen Schools, a nonprofit that provides extra hours of instruction at public middle schools. He also worked on campaigns for Obama’s reelection and a failed primary bid by Reshma Saujani (the founder of Girls Who Code) to be New York City’s public advocate. In retrospect, he says the series of jobs taught him leadership: by watching how a founder made tough decisions, by practicing at the front of a classroom and by trying to elect principled leaders.
In his off-hours, Ellison started attending classes at Eugenio María de Hostos Community College, one of the City University of New York schools near the Bronx’s Grand Concourse. Once again, working families surrounded him. He saw many of his classmates pulled away from their education by the need to get a job to pay for their kids. Others, closer to him in age, didn’t seem to know how to navigate the school’s bureaucracy. On his second attempt at higher education, Ellison realized that community college students don’t know what four-year universities are looking for in applicants and understaffed counseling departments couldn’t provide all the help needed. “I saw folks stopping sometimes, because they didn’t know what their end goal could be or how to get to that point,” he says. “The mentors were not checking in on them. It’s not a seamless transition.”
After a long hiatus from a four-year college, Ellison returned to school at Tufts last year. At times, he feels out of place, coming from the South Bronx to a bucolic research institution with a billion-dollar endowment that predates the Civil War. There, he lived with Jubril Lawal (a former classmate at Hostos and current co-founder of ULink), and together they translated their own experience negotiating educational barriers into ULink’s platform. ”By merging tech and human interactions in a strategic way,” says Ellison, who regularly folds business school lingo into ULink’s sales pitch, “our premise is that closing some of the advising and engagement gaps will promote completion and persistence and improve the overall student experience.” Where Ellison once felt disconnected, he hopes the app will provide clarity and direction, those touch points that tie a person to a larger institution.
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Through conversations with other train ride participants and with people at various city stops, Ellison deepened his understanding of the community college system. He asked why certain schools have off-the-charts transfer rates, while others are dropout factories. How can his platform make a student feel at home on a two-year commuter campus, in the same way that a student living in the dorms at a four-year institution participates in the school’s history and traditions? Will a few text messages be enough?
His cross-country sojourn confirmed that he’s asking the right questions. At a City College of San Francisco, he showed the school’s chief technology officer his beta product, and the administrator shared insights about the inadequacies of older education planning software and his decision-making calculus for new technology. Ellison speculated ULink may have just gained “a key adviser.” Back on the train, he discussed his ideas with his mentors and other social entrepreneurs. Fauzia Musa, from the design firm IDEO, reminded him that if students found some real value in the product and used it to solve their challenges, then colleges would quickly fall into line. Those “new understandings and unique opportunities for growth” proved vital to understanding what ULink could be.
Now it’s a matter of Ellison putting his answers into practice. The steaming train may have pulled into the final station, but his real journey is just beginning.
This article is part of the What’s Possible series produced by NationSwell and Comcast NBCUniversal, which shines a light on changemakers who are creating opportunities to help people and communities thrive in a 21st century world. These social entrepreneurs and their future forward ideas represent what’s possible when people come together to create solutions that connect, educate and empower others and move America forward.
Homepage photo courtesy of Millennial Trains Project.
The Big Idea That’s Growing Green Business in America
After a lifetime of eating with disposable knives and forks, Michael Caballero, a 25-year-old industrial engineer at FedEx, looked the plastic cutlery in his workplace cafeteria in a new way. “I think in terms of process,” he says, tallying the environmental upheaval required to manufacture each fork — the extraction of oil from the ground, the overseas shipping, the refining and molding in a factory, the waste created by its packaging — a massive amount of pollution created for just a few minutes of usage before being tossed in a landfill.
Today, thanks to EcoTech Visions, a Miami incubator for green enterprises, Caballero’s 18-month-old company, Earthware, Inc., is building better disposable silverware. At EcoTech Visions’s current headquarters in Liberty City, Fla., Caballero is a member of a class of 26 “ecopreneurs” who receive 15 months of support and have access to office space, manufacturing equipment and other environmentally-minded folks. In the co-working space, architects and designers chat with electricians and engineers — a technical collaboration that’s rare but vital to successfully manufacture products, from battery-run motorcycles and aquaponics systems to plastic-based handbags and aloe salves.
APPLY: EcoTech Visions is an NBCUniversal Foundation 21st Century Solutions grant winner. Apply to the 2016 program today.
The buzzing incubator is the vision of Dr. Pandwe Gibson, an African-American businesswoman who wanted to spark a sea change in commerce by supporting green jobs, particularly manufacturing ones. Because the consequences of environmental harm are so visible in southern Florida (as atmospheric temperatures rise, the sea levels follow, causing the Atlantic’s high tides to annually creep nearly one inch closer to the art deco real estate along Miami’s coastline), city residents are eager to embrace products that won’t further damage the Earth in the process. When Gibson first came up with EcoTech Visions three years ago, she used her iPad to share the idea with anyone who had time to listen to her elevator pitch. Since its launch, the incubator has created 15 new jobs, won grants for nine of its companies to work on prototypes and helped three other businesses obtain seed funding to kick start operations.
Last year, EcoTech was one of NBCUniversal Foundation’s 21st Century Solutions grant challenge winners, supporting progressive community solutions. “What we love is that it has the four Cs — it’s a catalyst for out-of-the-box solutions, it offers a destination for collaboration, it’s building a community for idea-creators and problem solvers and it’s driving local change by expanding small businesses and jobs,” says Beth Colleton, senior vice president of corporate social responsibility at NBCUniversal.
EcoTech Visions played a vital role in helping Earthware produce a durable alternative to the 16 billion pieces of plasticware thrown away in America each year (its cutlery is made with a corn-based resin that decomposes in just six months) and grow to its current state. Perhaps most importantly, the incubator covers the entry-level costs that can prohibit a business from entering the market — office space and manufacturing equipment — while Caballero still works at Fed-Ex to make a living. Without the support, he would have needed to front the money for Earthware’s first injection molding machine (which spits out products in the shape of pre-made molds) and a consultant to help him pick the right one; instead, Caballero pays a small rental fee to EcoTech in order to use the machine they purchased on his behalf.
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Additionally, the incubator introduced Caballero to other locals that could bolster his burgeoning enterprise, including sustainability advocates and potential customers, like the local school board, which recently put out a request for compostable cutlery bids. “The whole goal is to become a leading provider of compostable, sustainable products, using Miami as a hub into Latin America and the Caribbean,” footholds to an international expansion, Caballero says.
Clean tech and green manufacturing, as sectors, could provide the biggest hope of restoring jobs that have been lost due to the historic decline in American manufacturing (nationwide, about 5 million have disappeared since the millennium). Unlike other compostable products, which ship foreign-made cutlery to the U.S., Caballero’s eco-friendly business aims to create high-paying, manufacturing jobs right here in America; the two dozen other companies at EcoTech Visions will only add to this green wave of business. Caballero believes green industries will be most successful if others join the movement. The demand for sustainable products is already there, he notes, but supply will only match those levels if more entrepreneurs and manufacturers arrive on the scene. Even though they’ll technically be his competitors, there will be enough supply that prices will fall and consumers generally will see planet-friendly products as the new standard.
EcoTech Visions is looking to expand nationally, starting with Los Angeles next. If it achieves its goals, not only will Caballero be just one of countless American manufacturers producing environmentally-conscious items and providing jobs around the country, but the incubator could find itself leading the United States into the green industrial revolution.
EcoTech Visions is a recipient of last year’s 21st Century Solutions grant powered by the NBCUniversal Foundation, in partnership with the NBCUniversal Owned Television Stations. The grant celebrates nonprofits that are embracing innovative solutions to advance community-based programs in the areas of civic engagement, education, environment, jobs and economic empowerment, media, and technology for good. Apply here for a chance to be one of the 2016 winners!
Why It’s Important for Children to Learn Mindfulness at a Young Age
Mindfulness, a secular form of meditation based on old Buddhist practices, is gaining popularity in more and more workplaces, but it still isn’t broadly available in most communities. In New Canaan, Conn., residents Nick and Michelle Seaver, Will Heins, and Erika Long banded together to offer group sessions in public institutions like libraries and wellness centers that help locals train their awareness on their physical existence in the present moment.
NationSwell spoke with Long, a former managing director at J.P. Morgan Chase and founder of the Carpere Group, about how she found meaning in mindfulness after quitting her career in finance.
How did you first become interested in mindfulness?
I was on a business trip to Tokyo and couldn’t fall asleep. In the nightstand next to the bed were the teachings of Buddha. I started reading it and thought the lessons were really interesting. Then I began investigating more about Buddhism and learning that meditation was really a core practice for that spiritual tradition. The more I read, the more it resonated with me. I was leading a very, very busy life in investment banking at the time, and soon after, I had two kids. I spent so much time in my head, trying to figure out investments, that mindfulness really helped me to integrate the mind and the body — to check in and make sure I wasn’t missing stuff that was going on outside my head. And I found that meditation allowed a lot of the clutter in my mind to settle, so that when decisions needed to be made, the path forward became more evident.
What advice do you have for someone who’s just starting to dabble in meditation?
We’re not a culture that supports sitting down without distraction. For some reason, you can justify doing a ton of other things, even if it’s just the crossword puzzle on the train on the way in or looking at Facebook. Some people have to overcome that as a hurdle.
Other people find that their mind won’t stop, and they get frustrated. We say that it’s very difficult to enter meditation or mindfulness thinking with the goal to keep thoughts out, to keep the mind quiet. It’s much easier to engage in the practice if you think when thoughts arise — because they will — choosing not to engage in them, not to get carried away with them, letting them arise and carry on their way.
What do you hope to accomplish through the Community Mindfulness Project (CMP)?
Originally four [founders] lived in the same town, and we all felt tremendous benefit from our own personal meditation practices over the years. But we had a hard time finding a community that we could sit with. There’s a real power to sitting in a group in addition to one’s own personal daily practice: you learn from each other, get support and feel a tremendous energy that arises when you sit in stillness with others. We started with one hour on a Monday night, and it grew and grew. We had the class coming in from lots of different places, asking “Could you do it here? Could you work with the kids in this school? With the teachers in this program?”
The more we looked around, we realized that there weren’t other secular, regular meditation or mindfulness sessions that were free and open to the public on an ongoing basis in community hubs. We offer regular weekly sessions in libraries and wellness centers in New Canaan and Stamford, Conn. We’re expanding out, particularly targeting communities with high numbers of stressors: food, housing and job insecurity, as well as people with other special needs like patients going through chemotherapy (as we’re currently doing at New York-Presbyterian Hospital).
Mindfulness is showing up in more places. What uses are you most excited about right now?
Maybe just because I’m a mom of a couple of teenagers, I feel that very little children are very much in the present moment, and as they get older, all of the adults in their lives and the media influences that they see begin to yank them out of the present moment. They’re sitting down every day with this notion that everything they’re doing in that moment is for the future somehow. It makes it really hard for them just to sit in the present. That’s right about the same time they need to be really connected with their bodies, and they need to be building habits and patterns for self-care. I love the extent to which people are thinking how we show kids these practices so that they can bring them into their lives, during those middle and high school years.
What’s on your nightstand?
I’m reading “It’s What I Do: A Photographer’s Life of Love and War,” by Lynsey Addario. She was a photographer for The New York Times, and that feeds my love of trying to push myself outside my comfort zone by reading about other people’s lives. And I’ve just been given, by someone in our community, “Buddha’s Brain,” by Rick Hanson, which really is the boiled-down neuroscience behind mindfulness. Then there’s a beautiful book called “Natural Wakefulness: Discovering the Wisdom We Were Born With,” by Gaylon Ferguson.
What’s your perfect day?
I have to say the perfect day would involve no technology whatsoever. It would involve time with my kids. I’m at that point where I’m very aware they’re going to be heading off on their own soon, so I’m cherishing every moment that I have with them right now. And it would involve being outside. There’s something about the outdoors that really grounds us in the present moment and gives us the sense of connection as part of something better. And there’s some kind of food involved. If we have those elements, it doesn’t really matter what we’re doing.
What’s your proudest accomplishment?
I worked with amazing people in investment banking. I could not believe how lucky I was to be able to do what I did. I felt like every day the world was my university. I learned so much. But I’m really proud of the fact that I got off that treadmill, even though there were financial ramifications. It wasn’t tapping into a deep need to do something that was more meaningful. I’m proud that I was able to sacrifice the identity that comes with having that job.
One of the CMP cofounders, Michelle Seaver, is from Canada, and she said one of the things she noticed most when she moved to the Northeast is that when people ask, “What do you do?” in Vancouver, the answer is “I waterski. I play tennis.” In the Northeast, it’s all about your job. After having a career for so long, when you go out into public and somebody asks, “What do you do?” you’re no longer able to say, “I manage money, I’m in finance.” There’s that open-ended “I am.” That can be really unsettling, and you have to dig deep inside and figure out where you pull your own identity from. Can you have the courage just to let that be? It’s a beautiful process to go through, and you don’t go through it when you’re on the treadmill of your career. I’m proud of that because my kids watched me do it. Hopefully, that will give them the freedom in their life to pursue what they’re passionate about.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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Every City Should Replicate What This Michigan City Did, A Smarter System for Doctors Making House Calls and More
The City That Unpoisoned Its Pipes, NextCity
The idea of preemptively improving infrastructure long before a crisis hits is foreign to most Americans. An hour’s drive west of Flint, Mich., the entire water system in Lansing (which once contained lead-lined service mains) will be declared lead-free in 2017 after a decade spent switching to copper pipes. Soon, residents will have the ability to swig their H2O without worry.
A New Brand of Doctor Targets the Unhealthy in Rural Tennessee, The Tennessean
In rural areas, there are a lot of benefits to a country doctor who makes house calls: a robust patient-physician relationship, no administration contributing to overhead. But isolation limits those medics’ ability to understand what’s affecting their region. By banding together, a network of primary-care physicians in 50 desolate counties across Tennessee now share knowledge such as health trends among their populations and best practices for dealing with insurance companies.
The Collapsible Helmet that Could Revolutionize Bike-Share Safety, CityLab
Bike-sharing is one of the easiest ways to get around a city and is friendlier to the environment than a short, gas-guzzling car ride. But cyclists often put themselves at risk on roadways by going without a helmet. To improve safety, a Brooklyn, N.Y., commuter created a collapsible helmet made from paper honeycomb and glue, which folds up to the size of a banana, making a bike-share ride even more desirable.
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Being a Great Leader Means Being in Service to Others
It’s hard to decipher a through-line in Shaifali Puri’s 13-year career that spans the New York State Attorney General’s Office, the Empire State Development Corporation, the nonprofit Scientists Without Borders and the Nike Foundation. But look a little deeper and you’ll see that Puri has the spark of spontaneity that allows her to leap at opportunities and a core mission to improve people’s lives. Currently a visiting scholar at New York University’s journalism school, Puri is researching how technology can be harnessed to benefit the developing world. She spoke to NationSwell about the lessons she’s learned from her eclectic career.
What’s the best advice you have ever been given on leadership?
When I got hired at Fortune (a Time Inc. magazine), they only hired young people, and the only job you could get was to be a fact-checker. What was really great was that these kids came from [top] colleges and universities, and [the company started] them all at the bottom of the totem pole, in a job that required you to do what felt like menial work. Later, when I got a federal clerkship after law school, I was incredibly proud of myself. On day one, when the judge came into the chambers and said hello, she said she had a very important lesson to impart: the proper way to staple memos in her chambers, which was at a 45-degree angle in the top left-hand corner. Some people might say that’s crazy. But I’m grateful for having had those jobs — where you had to pay immense attention to detail — because so much of our focus today is on leadership. But it’s hard to be a great leader unless you also know how to be great at not being the leader, and how to be great in service to others in the organization.
What’s on your nightstand?
I usually have one fiction and one non-fiction book going at all times. My fiction book is called “The Flamethrowers,” by Rachel Kushner. The nonfiction book I just started is called “The Master Switch: The Rise and Fall of Information Empires,” Tim Wu’s book on net neutrality.
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What do you wish someone had told you when you started this job?
Worry less about the title and much more about the skills map. What are you learning in each job? Sometimes in my career, it was learning how to be a deputy, how to manage big projects, how to be a boss. You’ll get a career in which you’re doing meaningful work. It’ll be eclectic enough to expose you to many different things, and you’ll get to learn a variety of skill sets so you can figure out which ones you truly want to run with. I wasn’t smart enough or didn’t have the foresight to plan out my career, but looking over my shoulder, I’m glad that without knowing what I was doing, I was jumping at opportunities that had something to teach me, more than I was worrying about a particular industry. Ultimately, by total chance, I think it served me better than had I tried to plan my way here.
What’s your perfect day?
One that has a lot of serendipity in it. Something that I love but don’t do enough is ramble around New York. [So I’d] get up when the mood strikes (I’m usually a pretty early riser), have that cup of coffee, read The New York Times totally unrushed and head out with my boyfriend in tow to leisurely see where the day takes us. It might involve museums, the park, just staring at the architecture through Chelsea or the West Village, checking out what endlessly new thing is happening in the Lower East Side or going through Chinatown (which is one of my favorite parts of New York). Just walking and taking it in without a plan, ending at one of my favorite, not-overrun, neighborhood West Village restaurants. Then, a perfect evening stroll back home. When I forget why I love this city, a good walk always reminds me.
What’s your proudest accomplishment?
I want to preface this by saying, I’ve been very lucky because I have been very privileged. I did not have to worry about financial circumstances when I came out of college. The thing I feel most proud of isn’t any individual accomplishment. I’ve really tried to build a career of purpose. When I went to Scientists Without Borders, I didn’t know the field. The New York Academy of Sciences took a chance on me, and I’m really proud of having built something. It was like being a tech startup CEO: taking a germ of an idea to a full organization. I made a lot of mistakes, and it wasn’t always clear we were going to have the funding. It felt really important to me, because the promise of what the organization could achieve: eradicating global poverty, trying to bring science and technology resources to solve the challenges of the world’s poorest people. So I’m really proud that, in the face of a tremendous amount of terror and self-doubt, I persevered. That’s been something I’ve tried to do in my career, which is take on things that have scared me and do it anyway.
What don’t most people know about you?
I was, at some point, a certified bartender. I got my certificate in college. I figured if you ever needed a fun back-up career, that was it.
To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.
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