For nearly a century, Winston-Salem, N.C. was a major hub of tobacco manufacturing. It was home to the R.J. Reynolds Tobacco Company, which employed nearly 30,000 of the city’s residents at the height of its operations in the late 1950s. But as the decades wore on, Winston-Salem’s economy began to falter. Years of medical research about the dangers of smoking had taken its toll on the tobacco industry, and the city’s traditional manufacturing base began to dissipate. By the end of the 1980s, Winston-Salem had lost close to 10,000 jobs across multiple sectors, while R.J. Reynolds downsized the majority of its local workforce by 1989.
“Everything had been going so well,” says Gayle Anderson, former president and CEO of the Winston-Salem Chamber of Commerce. “We really didn’t feel the need to import any businesses or import talent.”
But they don’t call Winston-Salem the City of Arts and Innovation for nothing.
Since the late ’80s, Winston-Salem has revolutionized its stagnant economy with support from local business, educational institutions and emerging artists. In 1992, the Chamber of Commerce teamed up with nearby Wake Forest University to begin renovating the abandoned R.J. Reynolds factories in its downtown district, now a thriving research and business park. Dubbed the Innovation Quarter, it is a 330-acre space that employs 3,700 people and houses 170 companies and five academic institutions.
There’s been a rebirth of the city’s arts community, too. Spearheaded by local developers like John Bryan, the city’s once-vacant downtown transformed into a cornucopia of artisan shops, restaurants, breweries and even a Muay Thai studio.
Despite these positive developments, Winston-Salem isn’t without its troubles. A 2017 study by Winston-Salem State University found the city and surrounding Forsyth County ranked third-to-last out of a total of 2,478 U.S. counties in terms of economic mobility, and many of the residents most directly impacted by a lack of economic opportunity are African-American. This inspired Goler Community Development Corporation, a local urban real-estate nonprofit, to get involved, helping ensure all residents enjoy a share of the city’s recent success.
“When you concentrate poverty on a particular part of town, you’re not going to have great outcomes,” says Michael Suggs, president of Goler CDC. “In order to have a sustainable community, you need these different incomes together.”
Watch the full documentary above to see how Winston-Salem rallied its citizens to shape the future of its economy.
Tag: North Carolina
Providence Restaurant Serves Up Second Chances
Jeff Bacon has worked in kitchens his entire life, but it was only after a brush with the law that he realized food could change lives. “I ended up mixed up with drugs and alcohol, running with a wild crowd, losing job after job … I was great at what I did, but I wasn’t a very good person,” Bacon says.
After serving two years in prison for drug possession and resisting arrest, Bacon says he experienced a spiritual awakening. “I firmly, firmly heard from God, ‘This is not what you’re supposed to be doing with your life. You need to do something more, and you need to give back the second chance that you got.’”
Bacon wanted to use his passion for food to give back to the community of Winston-Salem, N.C., where one in seven people struggles with hunger. After years of pitching the idea of a culinary training school, Bacon was finally able to launch Providence Culinary Training Program through a partnership with the Second Harvest Food Bank.
The program trains people in all aspects of food service, and students prepare meals for local community members in need. “It’s not the food scarcity and the food insecurity, though that is a crushing and urgent and acute problem… but it’s the root causes,” says Bacon. “[It’s] the root causes of poverty, the inequalities of our society — we’re not just ill-prepared to deal with them, we’re ill-prepared to even discuss them intelligently.”
Through the Providence program, students receive 12 weeks of culinary training, as well as connections in the food industry and opportunities for long-term internships and jobs. Many of the participants enter the program facing obstacles to stable employment, such as a criminal background or a lack of higher education. But after completing their training, 87 percent of graduates retain steady employment one year later.
Watch the video above to learn more about the Providence program and meet some of the people who have turned their lives around through it.
MORE: Would Your Opinion of Criminals Change If One Cooked and Served You Dinner?
When Entrepreneurship Is the Only Option
It was a childhood lie that sparked the entrepreneurial fire in Geraud Staton and set him on a path that would eventually transform his community.
When he was 14, Staton’s older cousin bragged about how he’d been creating comic books and selling them at school for a dollar. “I thought, ‘He’s making money. I can do the same,’” recalls Staton, who now mentors other aspiring entrepreneurs in Durham, N.C. There was just one problem, though. “He told me later that he was absolutely lying — he was just trying to impress his little cousin,” Staton says. But the idea had been planted in Staton’s mind, and by the time he finished freshman year he had his first taste of entrepreneurial success: buying candy in bulk and reselling it to his classmates for a profit.
People who succeed in launching businesses typically have unfettered access to advice and support from a parent, a grandparent or an uncle who was an entrepreneur themselves, he says. “But there are people in communities, including mine, who did not have that. I wanted to be that uncle,” says Staton, whose mission to help what he calls “entrepreneurs of necessity” led him to found the Helius Foundation, a nonprofit that provides free coaching and mentoring to under-resourced small business owners in Durham who have struggled to find living-wage jobs.
“It’s incredibly hard to be an entrepreneur,” says Staton, who attended the Kauffman Foundation’s inaugural ESHIP Summit in June, where NationSwell caught up with him. “But it’s even harder for this particular group of people to find dignified jobs.”
Paying It Forward
Staton credits the early support he got from adults like his teachers and principal with having an outsize impact on his future. “I assumed at the time that everyone had the same encouragement and opportunity,” Staton says of his younger self. As he matured, however, he realized that for many of his peers — Staton grew up in a predominantly lower-middle-class African-American neighborhood in Durham — that simply wasn’t true.
Many of the minorities and women Staton works with have marketable skills but lack business sense. “These are people who can’t afford to fail, starting businesses that are often the first to fail,” he says. To remedy that, the Helius Foundation provides them with free coaching and mentoring services, helps them develop a strategic plan, and teaches them marketing basics.
Though Helius has a short history, having launched in 2015, it’s already given several program participants a much-needed leg up. One mentee, Connell Green, had worked in restaurants until an I-beam fell on him, temporarily paralyzing him. After the accident, he lost his family and his home. “He used baking as a way to heal and focus his attention, and help get some of his mobility back,” Staton says. Now he’s the owner of a successful bakery.
Another mentee is Ayubi Easente, who at just 14 years old is running a thriving business refurbishing high-end sneakers. “He doesn’t know if this is what he wants to do for a living,” Staton says, but Easente is gaining skills that will serve him throughout his life no matter what he eventually pursues.
From Obstacles to Opportunity
The Helius Foundation is based in Durham’s Hayti district, an area that used to be home to a flourishing African-American community with many black-owned businesses; it was once known as the “Black Wall Street.”
But thanks in part to the construction of an interstate that divided Hayti in the early 1960s, the community suffered a serious decline. Today, 46 percent of African-Americans live at or below the poverty line, Staton says, and fewer than 18 percent of local businesses are black-owned. “Those numbers are just horrifying,” he says, adding that changing them “would be huge for our city.”
But building a local ecosystem that supports entrepreneurship is a challenge. When you ask residents what the community needs, Staton says, “jobs” is always the answer. But he doesn’t believe that a large corporation relocating to the area is the best solution to the region’s challenges. “If we can get 1,000 people to start a small business and hire one or two people, we get the same number of jobs, but more sustainability,” he points out. “That money gets to stay inside our community.”
A large part of what Staton does is simply encourage people to try entrepreneurship. “I’ve got people who come in and still believe that they can’t make it,” he says. “I’m having to do a lot more psychology than I thought I would.” In a sense, he’s passing on the gift his cousin gave him: “Someone told me I could do it, and I went out and did it,” he says. “We have a lot of entrepreneurs who just don’t know they can do it, so my job is to show them they can.”
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This content was produced in partnership with the Ewing Marion Kauffman Foundation, which works in entrepreneurship and education to create opportunities and connect people to the tools they need to achieve success, change their futures and give back to their communities. In June 2017, the foundation hosted its inaugural ESHIP Summit, convening 435 leaders fighting to help break down barriers for entrepreneurs across the country.
Can Big Data Prevent Unnecessary Police Shootings?
In September 2016, Keith Lamont Scott sat in a parked SUV outside an apartment complex in Charlotte, N.C. As he rolled a joint with a handgun at his side, police officers arrived to serve someone else a warrant. What happened next — a confused and unplanned altercation with the police…multiple warnings to drop his gun…the screams of Scott’s wife who filmed it all…and shots that killed him — is the kind of policing incident data scientists are now trying stop with so-called early intervention systems.
Their aim: to identify which officers might be at risk of unnecessarily pulling the trigger in a high-adrenaline situation as a result of prior events they might have experienced.
“We don’t want officers to feel like they’re being tagged because they’ve been bad,” says Crystal Cody, technology solutions manager for Charlotte-Mecklenburg Police Department. “It really is an early intervention system.”
To be clear, early intervention systems are not new. For years, police chiefs have paged through documentation of officers’ personal and professional histories to help identify cops who might need to be pulled off their beat and brought back to headquarters. Charlotte, where mass demonstrations raged in the city’s central business district after Lamont’s death, will be among the first cities to use a version that utilizes machine learning to look for patterns in officer behavior. If its approach of data collection proves to be successful, other police departments will be able to feed their stats into the model and procure predictions for their city.
Responding to a number of stressful calls is highly correlated with leading to an adverse event, says University of Chicago data scientist Joe Walsh. He points to the widely seen video of the North Texas cop tackling a black girl at a pool party as an example. Earlier that shift, the officer had responded to two suicide calls.
When used as intended, experts say these intervention systems should reduce instances such as this. Police departments are advised to have them, but they aren’t required by law. Historically burdened by poor design and false positives, agencies nationwide have largely discredited theirs and let them languish. According to a Washington Post story last year, Newark, N.J., supervisors gave up on their system after just one year. In Harvey, a Chicago suburb, management tracked only minor offenses (like grooming violations) without notching the number of lawsuits alleging misconduct. And in New Orleans, cops ridiculed the ineffective system, considering it a “badge of honor” to be flagged.
“I think a lot of [police departments] give lip service to it because it’s important to have one, but they don’t really use it,” says criminologist Geoffrey Alpert.
In Charlotte, where the force is reputed to be technologically savvy, the internal affairs division built an early intervention system around 2004. It flagged potentially problematic cops by noting the number of use-of-force incidents, citizen complaints and sick days in a row. Analyzing those data points, 45 percent of the force was marked for review. “It was clear that [the warning system] over-flagged people,” Cody says.
At the same time, the simplistic method failed to identify the cop working a day shift with three use-of-force incidents as more at risk than an officer with the same record walking the streets of a tough neighborhood at night.
Charlotte is now giving the system a second try via a partnership with young data scientists affiliated with the University of Chicago’s Center for Data Science and Public Policy. The new version assigns each officer a score that’s generated by analyzing their performance on the beat — data that most police departments are reticent to hand over to researchers.
After crunching the numbers (more than 20 million records, to be exact), the officers that are more likely to fire their weapon are, not surprisingly, those who have breached department protocol or recently faced particularly intense situations on their beats, says Walsh, the data science team’s technical mentor. So far, this 2.0 version has improved the identification of at-risk cops by 15 percent and has reduced incorrect misclassification by half.
It’s important to note that the databases are not meant to be used as rap sheet of an officer’s performance — nor are they to be used as a disciplinary tool. Conceptually, if the system is effective, it will flag a potential crisis before it occurs and help keep officers safe. NationSwell reached out to the Fraternal Order of Police and the Police Benevolent Association in North Carolina, but neither responded to requests for comment.
“We look at the results in context of the history of that officer, where they work and what behaviors they’ve had in the past before we say, yes, this looks like a valid alert. We’re still giving humans the ability to look at it, instead of giving all the power to the computer,” says Cody.
Charlotte residents, for their part, expressed optimism about the system. “We think it’s important to have some type of outside audit,” says Robert Dawkins, state organizer for the SAFE Coalition NC, a group focused on police accountability.
The department isn’t promising the system will be a perfect solution, and it’s well aware it has plenty of jaded officers it needs to persuade. But as the system continues to gather new data — finding out which cops it overlooked or overreacted to — the model’s accuracy should improve, Walsh says. With man and machine taking a more rigorous look at the data, both law enforcement and citizen will be better protected.
MORE: 5 Ways to Strengthen Ties Between Cops and Citizens
Battling Blight With … Plastic?
Just one boarded-up home can disfigure an entire city block. Studies have shown that crime rates shoot up by 19 percent within 250 feet of a vacant foreclosure, while surrounding property values plummet by $7,386 — a huge blow to weakened housing markets. Perhaps worst of all, these unoccupied, unmaintained buildings can sever neighborhood ties, driving more residents to move out.
In May 2014, officials in Durham, N.C., tested out a novel idea to battle blight. The college town, home to Duke University, couldn’t afford drastic changes, like bulldozing every vacancy or subsidizing new home ownership. But they could disguise the eyesores. To do so, the city banned all plywood boarding on abandoned homes. Instead, they turned to clear, hard plastic.
“We’ve found that it makes an enormous difference for the feel and health of the neighborhood,” says Faith Gardner, a housing code administrator who enforces the ordinance. “It tends to let housing prices stabilize, even with a number of vacancies. We’re not seeing the same drop in real estate prices and increases in crime.”
To date, a construction company contracted by the city has installed the see-through, sturdy plastic sheets on 64 properties. (The high-density plastic, known as polycarbonate, is also used for eyeglasses, airplane windows and motorcycle windshields.) According to officials, the change to plastic has helped sell more of these vacant buildings. Back in 2011, when the city began targeting blight, there were nearly 500 boarded-up homes; as of the new year, the city has cleaned up 90 percent of the problem. Only 56 abandoned buildings remain.
The trend has also taken off in other cities, becoming official policy in Phoenix and Fort Lauderdale, Fla. This month, Ohio became the first to mandate “clear-boarding” statewide.
Back in Durham, officials hope that the new material will deter vandalism, prostitution and drug use in the empty structures. Durham’s police department did not respond to a request for the latest stats, but the reasons why public safety might improve are clear. For one, it’s harder for a wrongdoer to pick out which lots might make a good hideout. “You can look at a certain angle, and you might get a reflection [from the plastic] that clues you in. But, really, you have to look hard to figure it out,” says Gardner. Police, meanwhile, can easily look through the transparent plastic to check for illegal activity.
The new material is also far harder to break. Previously, “they’d rip off the back door and go in,” Gardner adds. But “you can hit the [polycarbonate] with a baseball bat, and it won’t shatter.”
The one downside? Polycarbonate doesn’t come cheap. A 4-by-8-foot sheet of plywood costs around $11, while a plastic window cover the same size runs closer to $115. A door with several locks boosts the price by another $395. But to Gardner, the benefit to homeowners is “immeasurable.” She only has one regret about how Durham has implemented the change: “We really wish we had done it sooner.”
Continue reading “Battling Blight With … Plastic?”
The Room Full of Recliners That’s Saving the Lives of Drug Addicts, An Investment in the Poor That Pays Off and More
Overwhelmed by Overdoses, Clinic Offers a Room for Highs, Boston Globe
The number one cause of death among Boston’s homeless? Opioid use. Overdoses are such a common occurrence that they disrupt workers’ daily tasks at Boston Healthcare for the Homeless Program. In response, the organization is making a drastic, controversial move: opening a room where addicts can come down from their highs while under medical supervision. Some claim that it’s a plan that will simply enable users; others, including the Boston Public Health Commission and the Massachusetts Society of Addiction Medicine, believe it’s an effective way to get the drug pandemic under control and reduce the number of fatalities.
Free Money Lifts People out of Poverty, and That’s an Investment That Pays for Itself, Tech Insider
Despite America’s vast wealth, more than one in five children grow up in poverty in this country. While many believe that giving the less-fortunate money increases laziness, North Carolina discovered that Cherokee tribe members receiving up to $6,000 a year from casino revenue gave parents the ability to save money and pay bills on time — all the while continuing to work the same amount as they previously did. Not only that, their children experienced a reduction in mental health problems, fewer behavioral problems and improved performance in school.
Crowdsourcing the Future of a Social Movement, Stanford Social Innovation Review
You’ve probably heard the popular saying, There’s no “I” in team. While running a major crowdsourcing campaign, funders and nonprofit leaders in the LGBTQ community learned just how powerful collaboration is at maintaining social progress. More than 14,000 ideas were collected from residents of all 50 states, creating a vast data set about LGBTQ issues — something that’s cost prohibitive for one organization to source, but that will help guide the entire movement for years to come.
The Southern City That’s Creating a Diverse, Digital Hub; How the Public Library Provides a Lifeline to the Homeless and More
Is a Different Kind of Silicon Valley Possible?, The Atlantic
Deep in the heart of tobacco country, Durham, N.C. is fostering the next home for digital start-ups. Thanks to free or low-cost office space, business advice, tax credits and financial compensation, more than 400 jobs and $29 million have been added to the local economy. But will this latest tech hub, which is located south of the Mason-Dixon line, find a way to be more diverse than its California predecessor?
Humanizing Homelessness at the San Francisco Public Library, CityLab
Those in the Bay Area without a roof over their heads don’t head to the library to check out the latest page turner. They head to the public building to meet with Leah Esguerra, the library’s social worker — a first of her kind. Connecting at-risk patrons with social programs and outreach services including housing and medical care, Esquerra has provided assistance to almost 1,000 people. She’s also a trend setter: inspiring 24 libraries nationwide to hire their own social workers.
A New Twist on ‘Pay for Success’ Programs, Governing
Governments and the private-sector partnering to fund social programs (an agreement known as social impact bonds, or SIBs) is the latest — and one of the most buzzed about — types of investing. These “pay for success” contracts are risky since investors only receive their money back if the operation achieves its goals. A new model, the social impact guarantee, is more enticing to potential investors while also eliminating some of the traditional complications that accompany SIBs.
MORE: The New Way to Govern: Paying for Progress
Emphasizing Learning over Memorization, This Group’s Students Achieve Life-Altering Success
Eric Eisner is that teacher you feared, the instructor who set high expectations and believed his students would push themselves to meet them. He praises success, but doesn’t shy away from criticism. Maddening as the workload could be, he was the teacher whose class you appreciated most, since the challenge gave you a better sense of your own capabilities. Tough love, some might call it. “I’m rough, I’m abrasive and blunt,” Eisner says of his teaching style. “The thing in the jungle that bites.”
Eisner has no formal background in education. He came to it, by chance, as a second career. After graduating from New York’s Columbia Law School in 1973, he crossed coasts and entered the glitzy entertainment business in Los Angeles, working his way to the top spot as president of the David Geffen Company. Big paychecks bought a home in the city’s western hills, paid for his kids’ private school tuitions and allowed him to retire in his late forties.
Looking for a way to occupy his time outside of improving his golf game, Eisner was persuaded to get involved in a nonprofit in South Los Angeles, a low-income, predominantly Hispanic area. (It took some coaxing: “I had time, but I lacked the inclination to give it,” he confesses.) Eisner recalls not knowing what he could do for the families the nonprofit helped, but he wanted to meet the children to find out what made them tick. Partially, this was self-serving — he wanted to better understand his own children, whom he was losing in “the battle to pop culture” — but he also wanted to know why kids weren’t learning in school.
The roundabout answer to those questions led to the founding of Young Eisner Scholars (YES) in 1998, a group that took the “smart kids” out of regular classes for biweekly lessons on debate and language, helped them transfer to private, high-performing high schools and mentored them through college graduation and their first jobs.
YES has mobilized $50 million in financial aid and scholarships to fund its scholars’ tuition and underwrites college tours, application fees, summer programs and medical bills beyond a family’s budget. All that capital seems to have paid off. The scholars come from neighborhoods where two-thirds of students drop out of high school, but YES’s participants have been accepted to top-tier universities and won prestigious awards like the Fulbright, QuestBridge and Gates Millennium scholarships.
Eisner admits that YES was never founded with a long-term vision in mind. Instead, the group pivoted as they learned more, reacting with the critical thinking Eisner wants to see his kids develop. The program has found success in urban Los Angeles, Chicago and New York City, and this school year, it’s testing its worth in four schools in western North Carolina. (The expansion into Appalachia drastically increased the number of white children participating in YES.)
Justin Hicks, YES’s Appalachia program coordinator, says he spends much of his day in the car, driving 45 minutes to each school on one-lane switchbacked roads. A graduate of Appalachian State University in Boone, N.C., Hicks pitched the idea for a rural version of YES during his first phone interview with Eisner. In this role for less than a year (previously, he was an intern with the organization), Hicks sees cultural differences in what these children hope to be — youth saying they want to be carpenters and farmers when they grow up, instead of lawyers or doctors — but he doesn’t see a difference in their ambition, the way they learn or their intellect. For now, the program is waiting to see if children from rural backgrounds will express interest in attending first-rate schools far from home, like their first-generation immigrant, urban counterparts.
An essential part of YES’s strategy and the way Hicks runs his classrooms is with an emphasis on language. Typically in schools, children are judged by how they perform on tests. If they score well, they’re considered to be smarter. But once Eisner started prying into how much his students actually comprehend, he realized that they were often memorizing answers that would later appear on exams, rather than learning concepts.
In hour-long sessions during the school day, YES reverses the “I, We, You” model (the teacher demonstrates, the students practice with her aid, the kids do homework alone) into something closer to the Socratic method. There’s no instruction without student participation. In math lessons, this means that there are no equations, only word problems like “If two trains, 56 miles apart, leave stations at the same time…,” although the instructors often deliberately leave out the question. When learning vocabulary, flash cards are practically banned, because Eisner says, they often define words using other terms the kids barely understand. Instead, YES sessions involve personal discussion and debate over contemporary issues.
While its students are thriving, Eisner’s answer might not be a scalable solution to our nation’s failing public schools. For one, YES requires huge sums of cash, which bars it from assisting more than a few dozen students in any given city. And troubling for some is the fact that YES plucks only the best students — the talented tenth, to use W.E.B. DuBois’s words — out of the public school system, leaving the most troubled students behind.
Eisner, for his part, would agree with DuBois about elevating the most exceptional students from low-income backgrounds is a way to bring along the rest of the class. He updates DuBois’s 1903 essay with a modern spin. “We are an advertising agency for educational aspiration. The fact that a kid goes to Harvard or Yale or Stanford or Columbia, there’s a little perfume that goes with them when they come home from school. It might reach a friend or cousin,” he says. “We succeed when these kids become glamorously successful.”
MORE: Only 1 in 5 New York City Students Graduates from College. This Nonprofit Is Going to Change That
Fact: When You Tell People How Much Energy They’re Using, Their Behavior Changes
A sustainability program is changing wasteful behaviors in Charlotte, N.C., by doing one simple thing: showing employees exactly how much electricity they’re consuming.
As part of the “smart city” movement harnessing data to drive action, Envision Charlotte installed kiosks with real-time data on energy usage in the lobbies of roughly 60 of the largest office buildings in Charlotte’s central business district, collectively reaching more than 67,000 employees. A first-of-its-kind partnership between public and private groups, the kiosks were installed at no cost, since the program’s two backers — Duke Energy and Cisco — believe they’ll earn $5.3 million in savings from the investment.
“This is an unprecedented plan to align business interests with smart grid technology in a way that can propel Charlotte to the forefront of energy efficiency,” says Michael Regan, the Environmental Defense Fund’s regional energy director. “Envision Charlotte is one of the most forward-thinking projects on the East Coast.”
Since its 2011 launch, the constant reminder has already changed the way employees act, encouraging them to turn off lights or limit air conditioning in unoccupied rooms. “As soon as people start seeing [their consumption levels], you intuitively start thinking about your actions,” says Amy Aussleker, executive director of Envision Charlotte. The program has already resulted in an 8.4 percent drop in energy use, nearly halfway to the Queen City’s goal of a 20 percent reduction by next year.
Up next? Envision Charlotte wants to present more data to office workers, Aussleker says, including sensors in trash cans to weigh pounds of waste produced and water meters to gauge usage — data that researchers will then tie back to emissions of smog-forming pollutants released into the air.
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With Books in Hand, These Students Are Going on a Ride
There’s a movement traveling through school classrooms across the country. Literally.
Stationary education is becoming a thing of the past as schools are discovering the benefits of blending exercise and learning. Through the Read and Ride Program, health- and grade-boosting exercise bikes are becoming fixtures in schools — and they’re proving their worth.
It all began five years ago at Ward Elementary School in Winston-Salem, N.C. Instead of desks, Ward has an entire classroom filled with exercise bikes. Periodically throughout the day, teachers will bring their students to the room to ride and read.
Not only does the program encourage and promote reading at a young age, the exercise factor improves students’ brain functioning, too. In 2010, Ward Elementary students who were in the program achieved an average 83 percent reading comprehension, while those who weren’t averaged just 41 percent, reports Fast Company.
Due to these standout results, solo exercise bikes are being added to classrooms to use as a “reward” for students or to just allow them to release some excess energy.
“Riding exercise bikes makes reading fun for many kids who get frustrated when they read,” program founder Scott Ertl tells Fast Company. “They have a way to release that frustration they feel while they ride.”
Looking beyond the educational benefits, the bikes also provide great exercise for kids who are confined in a classroom for six hours a day.
“Many students who are overweight struggle with sports and activities since they don’t want to always be last or lose,” Ertl explains to Fast Company. “On exercise bikes, students are able to pace themselves and exert themselves at their own level — without anyone noticing when they slow down or take a break.”
Since 2009, the Read and Ride program has gone national with chapters in 30 other schools. Russell Jones Elementary in Rogers, Ark., is one of those schools. In 2011, students who were a part of the program had an average growth rate of 113 points, whereas those who weren’t scored an average of 79 points.
They say that reading can take you anywhere, so the only question is: Where do you want to go?
MORE: When This School Got Rid of Homework, It Saw a Dramatic Outcome