Tag: san francisco

The Test-Prep Program That’s Helping Low-Income Students Get to College

Posted on by robbie

It’s one of the most glaring indicators of inequity in the nation’s education system: Students from low-income families tested 166 points below the average on last year’s SAT and 396 points behind than their wealthiest peers. Put another way, the poorest students (whose parents earned less than $20,000) could barely meet the baseline for applying to California State University, Northridge, while most rich kids (whose parents rake in over $200,000) would have the same shot of getting into the higher ranked University of California, Los Angeles.
CollegeSpring, an eight-year-old San Francisco–based nonprofit with offices in L.A. and New York, is trying to upend those inequalities by helping low-income high school students boost their SAT scores, navigate the college admission process and complete four-year degrees. While the organization can’t make up all the differences that exist between the rich and the poor, CollegeSpring’s 80-hour prep program has helped 15,000 high schoolers in California and New York improve their SAT scores by an average of 183 points, effectively erasing the statistical disadvantage usually seen among poorer students.
“The SAT isn’t a test that’s trying to trick or trap you. It’s an opportunity to demonstrate what you know how to do,” says Julie Bachur Gopalan, CollegeSpring’s senior vice president of strategy and impact. “You can put up a number that you can improve pretty quickly over a short period of time. You can’t do that with a GPA by the time you get to junior year.”
Garrett Neiman, CollegeSpring’s co-founder and CEO, agrees. Upping SAT scores, he says, is a “point of leverage in the system” that has been overlooked by other educational nonprofits. Meanwhile, for-profit test-prep companies, like the one Neiman once worked for, have cashed in.
The need for CollegeSpring, which is free for qualified students, became apparent during Neiman’s sophomore year at Stanford (the school accepted him after he nailed a perfect 2400 on his own SAT), when he befriended several classmates on full scholarship. “They all credited some catalyst: a teacher, parent, mentor or a specific college-access program,” he says. “On one hand, it was disheartening. From a meritocratic lens, if they came from an inner-city background, [their acceptance to Stanford] wasn’t possible without that help. But at the same time, it felt like if there were more or better programs, the gap could be closed.”
Neiman decided to quit his lucrative job as an SAT coach. Tutoring had been “a great way to pay for school,” he says, but only a rarified group had the money to sit in on his lessons. In other words, he’d been exacerbating an economic disparity. During a social entrepreneurship course at Stanford, Neiman and his co-founder, Jessica Perez, crafted a new test-prep curriculum. After three pilot programs that summer, CollegeSpring emerged.
Recognizing that the simple tricks taught by for-profit SAT companies (like knowing how many choices to eliminate before randomly guessing) wouldn’t sufficiently boost scores to erase the gap, Neiman devised a curriculum that would help students sharpen the academic skills they already possess: High school juniors and seniors would take 40 hours of SAT prep, tailored to the needs of those with low-income backgrounds; follow that up with four full-length practice tests; and then receive another 20 hours of instruction about the college application and financial aid processes.
“We meet our students wherever they are when they enter the program, which is often at a lower baseline score, with a lot less knowledge of the test and the way it’s scored and not much information about the college application process in general,” says Bachur Gopalan. “That means that our curriculum itself has a lot of scaffolding; it doesn’t assume they know certain concepts. What we do is remediation, then apply the core academic concepts in an SAT setting.”
Unlike Kaplan and other for-profit tutors, CollegeSpring’s curriculum is taught by classroom teachers. That personnel choice is important because students need a foundation of trust before they dive into the forbidding world of college admissions, says Bachur Gopalan, a former high school teacher. “They don’t want to learn from people who make them feel they are not smart,” she says. “They don’t want to feel like charity cases.”

Students who completed the 2014-15 CollegeSpring program at the Washington Heights Expeditionary Learning School.

Besides arming teachers with the curricular resources to coach low-income students, the nonprofit employs top undergraduates from area colleges to reinforce the teacher’s lessons in a small-group setting. In what’s known as “near-peer mentoring,” these students, who’ve successfully enrolled in college, instill confidence in the younger students who are just embarking on their post–high school journey.

That’s exactly how it went for Karimah Omer, a Yemeni immigrant who came to the US in 2000 to live with 17 relatives in a one-bedroom apartment in East Oakland. “Coming from a family of nine siblings, it was hard to think about my parents being able to afford college,” says Omer, who thought, if anything, her parents could save up for her younger sister’s education. But her CollegeSpring mentor, a junior enrolled at UC Berkeley, entranced Omer with her description of the university as another world unto itself — a message that resonated because the mentor was from Oakland too. “We’re so underestimated. We’re expected to get local restaurant jobs and live off that. The whole group was happy we had someone from our city, doing really great things, who went to Cal. She showed us what it means to be a leader for the community.”

With CollegeSpring’s help, Omer devoted her energies to improving her SAT score in the hopes a school would notice her determination. She watched the tallies on her practice test rise, “little by little,” until her final score on the real exam rose 325 points. With that score, Omer matriculated to Mills College, an all-female liberal arts school in Oakland. She’s now a sophomore with an eye toward earning a master’s to work with autistic children. She’s also paying it forward, having become a CollegeSpring mentor herself.

Since 2008, about half of CollegeSpring’s students have gone on to four-year colleges, which generally have higher graduation rates than community colleges. (Nationally, 52 percent of low-income students who finish high school enroll in either community college or four-year programs.) About 80 percent of those alumni, Neiman adds, are on track to finish their degree. With each additional correct answer on the SAT, thousands of first-generation college-bound students are springing out of their disadvantaged circumstances.

This Nonprofit’s Goal? To Be the Yelp of Social Services

Posted on by robbie

In East Palo Alto, a short drive from the headquarters of Google, Sun Microsystems and Facebook, a high school student without housing was contemplating where she’d sleep that night. The girl asked Rey Faustino, then an employee at the nonprofit BUILD, an incubator for low-income entrepreneurs, to help her find a shelter. Faustino located a dusty binder whose plastic sleeves held flyers about social services. But most of the information proved outdated or incorrect, he recalls. “It took us all night to find one shelter for a student and her family, and it took us weeks to get them into stable, affordable housing.” The support net, it became clear at that moment, had holes.
Social services, provided by charities and government, largely haven’t kept pace in today’s hyper-connected world. Most nonprofits have websites, but that doesn’t mean they’re SEO-friendly or that they’ve been updated recently. The absence of quality information online forces struggling families to rely on what they hear through word of mouth. That leaves the most disconnected individuals in the most vulnerable position.
“How do you find the best Indian restaurant in San Francisco? By using Yelp or Google,” Faustino says. “We’re doing all these amazing things to advance life for the middle class, but we weren’t using any of these technologies and assets for the most vulnerable families. I thought that was ridiculous, and I wanted to do something about it.”
Five years ago, Faustino founded One Degree. A comprehensive directory of the 20,000 social service resources in the Bay Area, the online database is searchable by location and proximity to public transit, language and entry requirements, like age, household size and income. The platform works on both computers and smartphones, making it easy for most people to connect. (Surveys by Pew Research Center have found that nearly two-thirds of Americans own smartphones, and the number is expected to keep rising; for 13 percent of low-income earners, the devices are their primary way to access the internet.) Once a user has identified a match, One Degree helps with the intake process, such as scheduling an appointment or filling out an online application. That extra info might save someone a bus trip to the charity’s doors, only to find they’re not accepting applications.
So far, One Degree has connected more than 140,000 people in the Bay Area to the right agency. After a national competition, Faustino’s work was recognized by Inherent Group in November, when they presented the organization with the $50,000 grand prize at NationSwell’s Summit on Solutions. (Jukay Hsu, the founder and executive director of Coalition for Queens, which trains a diverse and underserved population of NYC residents to be app and web developers, snagged the second-place $25,000 prize.)

Read more about the Inherent Prize and the 2016 finalists

Faustino knows firsthand about the necessity of social services — and the difficulty of finding the right ones. As new immigrants from the Philippines, his parents worked multiple jobs to afford the rent in Los Angeles: his mother as a hospital administrator and, later, a nurse; his father, a salesman at Home Depot and a handyman on the weekends. They got the extra support they needed with naturalization papers, healthcare and summer school from local charities. Faustino became his family’s connector, finding out about programs from his teachers and translating for his parents. One Degree, he says, is the program he wishes he had as a kid.
Like Yelp, Faustino envisions that One Degree’s users will rate nonprofits and write about their experience. While that feature sounds simple enough to people who are used to streaming movies on Netflix and reading books on their tablets, it would upend the way nonprofits work. Forced to reckon with users’ commentary, a nonprofit might be more responsive to community needs, Faustino believes.
And, in a further boon to efficiency, collecting search data might give a more accurate picture of how disparate parts of the sector should fit together, he adds. Currently, many cities and counties focus only on the constituents who live within a district’s limits. But One Degree might register a fuller scope, picking up on the need for services where people work or where they hope to move. In the Bay Area, for example, you might see San Francisco residents looking for cheaper housing in nearby Contra Costa or childcare in San Mateo where their kids go to school. That could allow government agencies to better allocate services where they’re actually needed.
“In the past, nonprofit social services were transactional. You go to a place, receive a service and then go home,” explains Faustino. “Now we have the opportunity to make it more relationship-based, to see it not as a one-time change to a person’s life, but as a whole constellation or web of services” that a person has at their disposal.
In fact, these groups find that interconnectedness so valuable that one-fifth of One Degree’s revenue comes from social-service organizations that pay Faustino’s team for sophisticated referral tools. Some of these assessment tools direct users to other resources, like to a hospital for a screening of diabetes risk; other tools track where else clients go for help, enabling a caseworker to see, for instance, that her client visited a food bank, shelter and workforce development program. “No one agency can do everything for every client, so they’re always relying on other resources to help,” Faustino says. “One Degree makes it easy for them to access those other resources and stay organized.”
One Degree’s model could change the way we think about impact. Because social-service recipients get help from multiple organizations — a dozen, on average, Faustino says — the reviews could establish which programs actually helped, as described from the user’s perspective. “A lot of impact reports and messaging says that so-and-so went to a shelter, and we changed her life. Part of that is true — the shelter did help — but it wasn’t the only thing,” he says. “We take away a person’s agency when we say it’s just the organization that helped. She’s the one who made the choice, the one who went and found the shelter and other services. Funding streams are very competitive, and organizations have to paint themselves as the savior. But I fundamentally believe that holds back the nonprofit sector from seeing huge impact in our communities.”
Traditionally, social-service nonprofits have lagged behind in these high-tech times, but with One Degree, they’re finally starting to catch up.

Rose Broome of HandUp

Posted on by robbie

The seed for HandUp, a crowdfunding site that solicits donations to help the homeless, was planted in early 2012 when Rose Broome passed a shivering woman huddling in the doorway of a real estate office in San Francisco. “On a cold night, I was walking down the street and saw a woman sleeping on the sidewalk,” recalls Broome. “She didn’t have a jacket, she didn’t have a sweater — just a thin blanket protecting her from the cold ground.” That night, Broome says, “I made a commitment to myself to do one thing to make a difference, and that one thing turned into HandUp.”
The platform for HandUp allows those battling homelessness to appeal directly to donors to fund their particular needs. Since 2013, more than 2,000 people have raised nearly $1.6 million. By sharing their stories on the site, those in need are able to fundraise for housing assistance — security deposits, moving costs, help paying back rent, and so on — as well as for food, education, medical care and technological access. “Having a phone, the Internet, the ability to text is extremely important for everyone, especially for the most vulnerable people,” says Broome, who, besides cofounding HandUp, acts as its CEO.
The need for funding is enormous. Nationwide, 3.5 million people struggle with homelessness every year, and 50 million people live below the poverty line. But there’s a misconception about what being homeless looks like, says Broome, pointing out that the image of a person sleeping on the street, wrestling with mental health issues or drug addictions (or both), tends to capture the public’s imagination. In reality, however, 30 percent of those who are homeless are part of families. As Broome puts it, “You could walk right past 80 percent of people experiencing homelessness and not know any different.”
HandUp works by partnering with organizations that serve homeless populations. These organizations help their clients sign up and create profiles on the site (to date, they’ve launched more than 5,800 campaigns in 29 cities). When donors give, the money goes to the organization, which will pay for the items requested. Donors get an email update when their money has been put to use. HandUp also helps homeless people create donation request cards, which they can hand out to people they meet on the street, and donors in San Francisco can buy HandUp gift cards in $25 increments and distribute them when they meet someone in need (the cards can be used for groceries, clothes and other goods at HandUp’s nonprofit partners).

Join the cause! Help those experiencing poverty or homelessness. Read their stories, then post a message or make a donation here.

Broome and her cofounder, Sammie Rayner, are passionate about using technology to solve problems and create change. “It’s surprising, but right now, only 8 percent of charitable giving happens online,” Broome says. And unfortunately, the nonprofit sector tends to lag far behind the private sector in adopting new technologies. “So often, nonprofits are the last to get some of the best technology to do their work,” adds Rayner.
For the nonprofits that work with HandUp, the platform allows them to fund needs that wouldn’t otherwise be met, filling in the gaps left by restrictive government and foundation grant funding. SF Cares, a collaborative project of several Lutheran churches working to serve low-income and homeless individuals in San Francisco, has used HandUp to raise $18,000 for the needy they work with, plus another $20,000 toward their general operating costs. “They’re funds our organization never would have gotten before,” says the Rev. Dr. Megan Rohrer, the executive director of SF Cares and pastor at Grace Evangelical Lutheran Church. And the people doing the giving through HandUp are new donors that SF Cares might not have reached on its own, she adds.
Rohrer says she loves the way HandUp lets people combatting homelessness “speak in their own voice.” And she likes that the site lets people decide for themselves what they need to improve their lives. “Plus,” she says, “any time that I don’t have to spend fundraising means I get to eat with the homeless, and I get to sing songs with them too.”
Creating human connections is as much a part of HandUp’s purpose as developing innovative technological solutions. “On HandUp, you can read the stories of thousands of people who need help with very specific goals,” Rayner says. “As soon as people read the human story and have that connection through our platform, it’s harder to have the same stereotypes, and it’s harder to judge.” When donors give on HandUp, they can also post words of encouragement. The people who receive money through the site often say those kind words mean more than the donation, adds Broome. “A lot of people who are homeless feel invisible,” she says. HandUp helps them feel seen.

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The 2016 AllStars program is produced in partnership with Comcast NBCUniversal and celebrates social entrepreneurs who are powering solutions with innovative technology. Visit NationSwell.com/AllStars from November 1 to 15 to vote for your favorite AllStar. The winner will receive the AllStar Award, a $10,000 grant to help further his or her work advocating for change.

Is This the Ed-Tech App That Will Change the Way Teachers, Students and Parents Communicate?

Posted on by robbie

At Roy Waldron Elementary School in La Vergne, Tenn., a fourth-grade girl wasn’t where she was supposed to be. A teacher caught her joking around with classmates, and then instructed her twice: Head back to class. A few hours later, when the student returned home, she had excuses at the ready.
“You know I can see the reason why,” Diane Portillo told her daughter.
“Yes, Mami,” the girl replied, cornered. “I’m never going to do it again.”
Portillo found out about disciplinary incident through ClassDojo, an app that allows parents to follow their child’s conduct, classwork and grades in real time. Throughout the day, educators dole out points: They might award them for solving a tough question at the board or sharing art supplies; alternatively, they can deduct points for things like distracting other students. As soon as the behavior, good or bad, occurs, parents can opt to receive a push notification to find out why.
ClassDojo’s creators believe the platform can better shape the learning environment. An unruly classroom not only makes it hard for students to focus, it can also be emotionally draining for teachers. ClassDojo corrects for that by putting Pavlovian reinforcement onto teachers’ smartphones. That’s the baseline benefit: Educators regain control of the classroom as behaving oneself becomes a game. But what’s perhaps just as important to academic success is how the app keeps parents in the loop, allowing them to track points, view schoolwork (in slideshows like a Snapchat Story) and message directly with teachers.
Amid the deluge of other digital learning tools being tested in American classrooms, ClassDojo might not be as familiar a name. But chances are that someone in your school district has already downloaded the app. In 95,000 schools (roughly two-thirds of the nation’s public, charter and private academies), at least one teacher is currently using ClassDojo, according to Lindsay McKinley, a spokeswoman.
ClassDojo was designed specifically with teachers in mind, says Sam Chaudhary, one of ClassDojo’s two co-founders. “For 40 or 50 years, we’ve had a lot of people trying to do things in education from the top down. When there’s a new policy at the district level, it’s pushed down into schools and classrooms. That hasn’t, by and large, been very effective,” he says. “We started the opposite way: from the ground up.”
A former teacher in the British secondary school system, Chaudhary met his eventual co-founder Liam Don, a game developer, at a weekend hackathon at Cambridge. The two traveled to the Bay Area on a 90-day tourist visa, where they approached teachers and asked to hear about their experiences. “We had this amazing freedom, in a way, because we had never lived or worked in America. We didn’t know the system,” recalls Chaudhary, now CEO. “We didn’t start with a solution or even assume that we knew the problem.” The teachers they interviewed kept bringing up the same issue — namely, that the various players in a kid’s education weren’t working as a team. To get parents and teachers on the same page, Chaudhary and Don proposed building a communication tool that could provide live updates about students, and in 2011 ClassDojo was born.

A student uploads an image of his classwork to his personal portfolio on ClassDojo.

Five years and millions of downloads later, teachers report that ClassDojo has dramatically eased communication with parents. Stephanie Smith, the fourth-grade teacher at Roy Waldron Elementary who corresponded with Diane Portillo daily on ClassDojo, used to rely on paper worksheets to connect with parents. She’d write down assignments, add one of three colors (red, yellow, green) for the student’s conduct that day, and ask the kid to bring back a parent’s signature the next day. “It was very tedious and a lot of extra work just to make sure that parents were even looking at it,” says Smith, a teacher with 12 years in the classroom. Even if the sheet did come back signed, Smith wouldn’t know if a parent had actually read it or just signed it pretty much blindly. It became a daily exercise in frustration.
But now, Smith has ClassDojo, and she uses it all day, every day. “Lunch, recess, field trips, anything like that — ClassDojo goes with us,” she says. Smith begins assigning points as soon as work starts. A sound plays, and the room goes quiet as the students hope another will be awarded soon. (The points can be used within the app to buy customizations for an avatar, and often, they can be cashed in at a concessions stand on Fridays.) “It’s nonverbal communication, where students just know what they should be doing,” she says. “It saves time, my voice and words. It’s so much easier than fussing at them to be quiet when all you have to do is push a button.”
Outside the classroom, overworked parents, like those who are employed in La Vergne’s warehouses or commute the half-hour to Nashville, might just stand to gain the most, Smith says. In those cases, a mom might have only a short time to check in on her children’s schooling. “It used to be that they would ask, ‘What happened at school today?’ Like all kids, they’d reply, ‘Nothing,’” Chaudhary says. ClassDojo, which also has an automatic-translation feature compatible with 35 languages, skips that guessing game. Appraised of what’s going on in each subject, a parent feels more involved and their child will likely know it. “Students need all the help and support they can get,” adds Smith. “When their parents and teachers are closely connected, they know they have two people investing their time in them. It helps them realize, ‘Maybe I should take this to heart. This is important.’”
While the cartoon avatars have won plenty of student devotees, ClassDojo isn’t without its critics. The company, for one, hasn’t collected any data on the app’s impact and instead points to the number of people participating as proof the app is working. But a recent study by the Center for Learning in Technology at SRI International, a nonprofit think tank, found that the most popular ed-tech apps are usually the ones that fit best within the status quo, even if they don’t improve student learning. Anecdotal evidence of teachers who use the app also doesn’t give a full picture, adds Brett Clark, the director of technology at Greater Clark County Schools in Jeffersonville, Ind. “That’s like polling people in McDonald’s about how they like the food,” he told The New York Times, without surveying anyone who refuses to eat there. “They are not asking the teachers who looked at the app, walked away and said, ‘Not in my classroom.’”
For his part, Chaudhary says proof is on the way. While more curricula are still in the works, ClassDojo has already demonstrated one important rule for how education technology should be integrated into the classroom. In place of advocating for sweeping change, the platform has prized small but meaningful online tools, and the reward has been millions of downloads. In other words, the role of technology in the classroom shouldn’t be to replace teachers, but to simply help them do their jobs. After that, the company will need to show how — and whether — it measurably helps the kids.

The Journey of an Idea: This Entrepreneur Took a Cross-Country Trip to Fine-Tune His Higher Education Gamechanger

Posted on by robbie

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.
[ph]
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.
 

3 Smart, Forward-Thinking Strategies to House the Homeless

Posted on by robbie

 
Solutions to SF’s Homeless Problem Starts with Supportive Housing, San Francisco Chronicle
Ten years ago, the City by the Bay set out to end chronic homelessness by placing people in units where they have access to therapists, job assistance and rehab services. The strategy has proven successful, but to put roofs over the heads of the most deep-rooted street people, can San Francisco take the next step and expand the program?
Could This Silicon Valley Algorithm Pick Which Homeless People Get Housing? Mother Jones
In the tech capital of the world, those without homes live on the same streets that house companies worth billions of dollars. Inspired by nearby geniuses and their computing, Santa Clara County created the Silicon Valley Triage Tool, an algorithm that uses data to identify which of the area’s homeless should be housed the fastest.
Why Businesses Don’t Need to Be Helpless About Homelessness, Inc.
Can business owners create a customer-friendly shopping environment and be sensitive to area residents without homes? Brian Kolb, a principal at Paramount Contractors & Developers, says yes, believing that these six moves by private enterprises can help the homeless get the assistance they so desperately need.
MORE: Ever Wondered What to Say to a Homeless Person? Here Are 5 Things to Say and 5 Things Not to Say

These Two Millennials Are Taking on Big Urban Problems — and Winning

Posted on by robbie

As Scott Benner sneakily took a few sheets of blank paper from the public library’s copy machine, he kept an eye out for employees who could bust him for stealing. Walking between the public library’s bookshelves, he recognized several men from the local homeless shelter in Quincy, Mass., where he was living, waiting in line for the bathroom or surfing the web. Slumping in a chair, Benner used a ballpoint pen to doodle, distracting himself from the travails of his life. In the five years prior, Benner had lost everything: his 20-year foreman job at a steel plant, his two-bedroom house. Even his wife left. Kept awake at night in the shelter by men moaning from withdrawal and hacking with sickness, Benner doubted he would ever experience the life he once imagined for himself.
For weeks, Benner kept sketching, giving away his artwork until a shelter worker suggested he sell it. Some brief online research using the library’s wifi led Benner to ArtLifting, an online marketplace like Etsy for homeless and disabled artists. A couple of months later, in May 2014, he sold his first piece. Investing his earnings in a pad of high-quality paper and a set of pens led to even more sales. “It’s selling in ways that I’ve never imagined,” he says. But beyond the cash, “it was just that sense of hope that I was going to get out of the mess that I was in. There was a light at the end of the tunnel now because ArtLifting was there.” Recently, Benner moved into permanent housing.
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Behind Benner’s success is a little-known group working to maximize ArtLifting’s reach. Tumml, a nonprofit San Francisco incubator, assists for-profit entrepreneurs scale their companies to solve urban problems. For ArtLifting and the 32 other young urban ventures it’s assisting, Tumml attempts to bridge the funding and mentorship gap business founders face by connecting them to investors, city officials, journalists and advisors from Silicon Valley giants like Airbnb and Yelp. On average, participating businesses raise $1.1 million and hire 10 new employees. Collectively, 2.2 million people have used the products and services offered by companies in Tumml’s portfolio.
Tumml co-founders Julie Lein, a one-time political consultant, and Clara Brenner, formerly in real estate development, caught the highly infectious “startup bug” while at MIT’s Sloan School of Management. (“When you are surrounded by talented technologists and entrepreneurs, it makes you want to push yourself to do more and to solve big, hairy challenges,” Brenner explains.) There, they collaborated on a white paper about the challenges entrepreneurs confront. Combining their findings with their love of cities led the business-savvy duo to launch Tumml. “We saw a lot of people talking about these issues, and we want to see more people actually going out there and tackling these challenges,” says Lein.
APPLY: Tumml is an NBCUniversal Foundation 21st Century Solutions grant winner. Apply to the 2016 program here.
During its four-month-long program, Tumml provides entrepreneurs with free office space, trainings and lectures and any other support they need to obtain seed funding. “Usually, we are the first outside person for these enterprises,” says Lein. “They are at a critical juncture, and they need help getting their business off the ground.” For ArtLifting specifically, the two women helped the nonprofit network with government personnel, investors and journalists.
 
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Applicants undergo a rigorous vetting process (Tumml’s acceptance rate rivals Harvard), and at first glance, there’s little commonality among participants. A handful create software platforms that make government work more efficiently: Sprokit helps corrections departments transition former inmates back into society by allowing agencies to share real-time data on a single platform, and Valor Water Analytics assists utilities conserve through meter technology. Several are social enterprises that benefit vulnerable populations: HandUp replaces panhandling by allowing those in need to crowdfund donations on a mobile app; WorkHands is a LinkedIn for tradesmen looking for work. And many simply ease the stress of urban life for city-dwellers: Farmery sells high-quality fresh food grown indoors, and Hitch (recently acquired by Lyft) allows passengers to carpool on ride-sharing apps. What unites the enterprises, however, is the belief that the markets can offer a solution when government or charitable services aren’t enough.
“Maybe two generations ago, if you wanted to solve a problem, you ran for office; maybe a generation ago, you ran a nonprofit or set up a group to lobby on behalf of the issues you care about,” says Brenner, Tumml’s CEO. Today, “the success of the entrepreneur presents a path forward to see a difference in their communities,” she continues. Her colleague Lein explains, “People see the power in taking the bull by the horns in a startup that directly addresses challenges. It’s a really powerful motivator to make the change that you want to see.”
After losing his job in 2009, Scott Benner personally experienced how the business, government and nonprofit sectors weren’t enough. Short-term gigs and unemployment checks couldn’t keep him afloat, and he was forced to enter the shelter system — shocked and enraged — with just a backpack of clothing.
But ArtLifting’s social enterprise seemed to provide a new, self-sustaining way to offer services to the homeless. Thanks to assistance from Tumml, ArtLifting has networked with government personnel and investors and has received media coverage. Benner’s drawings — explosive black-and-white symbols that repeat across the page — now hang in homes across the country. With his bank account replenished, he says his whole world-view has been changed by his interaction with ArtLifting. He wants to see more social enterprises like the ones Tumml fosters: “I would never think of running a business and not giving back anything now. I wasn’t callous and uncaring before, but I just didn’t entertain the idea. Today, it’s why not?” he says.
Currently, four out of five Americans live in urban areas, a figure that only continues to grow. Tumml’s co-founders recognize their importance to improving 21st century living, but Brenner stresses that no one can solve urban problems (homelessness, crime, overstressed infrastructure) on their own. “We need startups dedicated to solving the challenges that come with this massive population shift,” she says. Across the country, ambitious, young entrepreneurs are leading the charge for urban innovation, and Tumml is fueling the groundswell behind them.
Tumml 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!
Correction: A previous version of this article misstated where Benner’s artwork hangs, how Tumml provided assistance to ArtLifting and ArtLifting’s revenue and expenditures. NationSwell apologizes for the errors.

The Newest Way to Solve the Country’s Biggest Problems

Posted on by robbie

What if there was a way to invest in a nonprofit and earn a financial return based on impact? What if donors made performance-based donations that catalyzed investment capital and unlocked impact data? These are just some of the questions that San Francisco resident Lindsay Beck asks herself as she sets up NPX, a company that’s transforming the way impact is financed in the nonprofit sector, along with her cofounder Catarina Schwab. Similar to social impact bonds in that participating ventures would be able to expand much faster than usual, the infusion of private dollars would come from citizens making investments on the exchange. Beck, a Wharton business school grad who founded her own nonprofit for cancer patients, spoke with NationSwell about combining the private and nonprofit sectors.

What’s the best advice you have ever been given on leadership?
What I see in others that I aspire to be most like is presence in a moment. We’ve all been in meetings where someone runs in: they’re late, they’re scattered, they spend 15 minutes telling you how busy they are and then finish by telling you all the things they have to do next. By contrast, I have had meetings and personal experiences where people come in and don’t bring any of that with them. We sit down, conquer whatever the agenda is, and I feel like the center of their universe. To me, that is the most powerful and very hard. It requires behind-the-scenes systems, a mindset and help to get there.

What’s on your nightstand?
I am trying to read three books a month right now, so I currently have “Just Mercy: A Story of Justice and Redemption,” by Bryan Stevenson, which I’ve been told is amazing and is teaching me more about recidivism in the U.S. justice system. I also have “The Third Wave: An Entrepreneur’s Vision of the Future,” by Steve Case, which is brand-new and everyone’s raving about. And then I have “How to Raise an Adult,” by Julie Lythcott-Haims.  She’s the former Stanford dean who wrote the book about how we’re all ruining our kids and how to fix it.

What’s your favorite movie of all-time?
The movie that had the biggest impact on my life was “You’ve Got Mail.” This might sound funny, but when I saw it, I was recovering from surgery. I was a cancer patient [Beck is a two-time cancer survivor], and I had just been told that chemotherapy would render me sterile. I didn’t know what to do about that. In the movie, one of the characters goes off to freeze her eggs. Literally because of that movie, I started calling every [in vitro fertilization] clinic in the country and found a way to freeze my eggs before I started chemotherapy. It was not necessarily my favorite, but it changed the trajectory of my life and many people’s lives after that.

What innovations in your field are you most excited about right now?
I am excited about all of the blended finance — some people call it social finance, and it can be grouped with impact investing — that are linking capital with impact. We’re finding new, creative ways to fund and finance solutions to some of the world’s biggest problems. Up until recently, the nonprofit sector (or more largely, the impact sector) had been very opaque and inefficient. There’s been a lot of money flowing without knowing what works, what doesn’t and where something’s better. We haven’t applied some of the traditional free-market principles to that sector: there’s not robust information flow or sufficient capital flow tied to impact. That’s changing. With increased transparency and efficiency, I think we can better identify and fund what works and more quickly stop what doesn’t.

What do you wish someone had told you when you started this job?
I feel like everyone told me it, I just didn’t hear it: it is going to take a long time. Relax, be patient, slow down. Don’t rush it. Being an entrepreneur there’s a sense of urgency, but it’s exhausting, and everything takes twice as long as you think it will. It’s okay to slow down and wait for the world to be ready.

What inspires you?
On a micro level, I want to see this change in the world. I’m really driven not to sit back and hope other people do it, but to play an active role in creating the change I want to see in the world. On the macro level, I am motivated by having a purpose larger than myself and my own little world. In my past job and past career at Fertile Hope, a nonprofit telling cancer patients of the risk to their eggs and providing them options, I had the perfect nexus of passion-driven career that left a positive legacy and I was able to get paid for it. In the Jim Collins Venn diagram, at the center, that is utopia. I had that, and I created that in the nonprofit. Now I’m in the place where I’m trying to re-create that.

What’s your biggest need right now?
Our biggest need at NPX is an innovative philanthropist who’s willing to try something new. Everyone says they are both innovative and willing to try something new, but the reticence to act is surprising sometimes. We need someone who is ready to try and experiment, in terms of how they give. Whether it’s a person or foundation, they need to feel, “I’m tired of the existing playbook, and I’m ready to jump in the ring to try something new. I’m ready to act.”

What’s your proudest accomplishment?
It’s a little bit of a mix between personal and professional: becoming a mother, having my first child, because everyone told me I couldn’t have everything and all I had to overcome to do it. I created the organization in that spirit — to live it and believe it and preach it — but it was another thing to actually realize that dream. It’s an extraordinary day-to-day impact on my life, being a mom, especially after being told that’s not going to happen for you.

What something most people don’t know about you?
Once upon a time, I was a taxi driver. (You’d never know by reading my LinkedIn profile.) On Martha’s Vineyard, I was there for a summer in college, and that was supposedly the most lucrative job on the island. A bunch of my guy friends decided they were going to be cab drivers, and I said, “If you can do it, I can do it.”

To learn more about the NationSwell Council, click here.
This interview has been edited and condensed.

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Go Inside the Mission That’s Bringing the Federal Government into the Digital Age

Posted on by robbie

Eight years after President Barack Obama promised to change the way Washington does business, there’s not much evidence of a new era of bipartisanship on Capitol Hill. His administration, however, has brought an antiquated, disjointed and inflexible bureaucratic system into the tech age. With a team of 153 people working across agencies, the U.S. Digital Service (USDS) retooled and modernized online applications for student loans, veteran’s healthcare and immigration visas. NationSwell spoke with Haley Van Dyck, a San Francisco native who co-founded the initiative, about running the federal government’s in-house startup.

The President asked you personally to change the government’s online systems. Why did you say yes?
Well, the president is a pretty hard guy to say no to! Honestly, why I’m here is because I couldn’t imagine doing anything else right now. Government is, I think, an overlooked platform for creating change in people’s lives. When you take a platform the size and scale of the United States government and you combine it with the transformative power of technology to create change, it can be a force multiplier for good.

What specifically are you integrating into government operations?
Our team is focused on how we can bring in the best technology talent across the country and pair it with the innovators in government to focus more on the underlying systems. There are services that government provides every single day that are utterly life changing for Americans, and whatever we can do to bring what Silicon Valley has learned about providing planetary-scale digital services that work into services that are in desperate need of upgrades is an incredibly appealing mission.

The federal government currently spends $86 billion on IT projects, but nearly all these projects go over budget or miss deadlines. Two out of every five are shut down. What’s getting in the way?
There are a lot of factors that go into it, so there’s no easy answer. Government still builds software the same way it builds battleships: very expensive, long planning cycles. That is simply not the way that Silicon Valley and the tech industry writ large has become one of the most innovative sectors, because it’s found ways to take very, very large projects and break them up into smaller pieces where they’re more approachable and [easier to] deliver results on a much faster, much less risky surface area. I think that is one of the big problems of government — it’s structured to do these large projects, and that’s what it continues to do.

Another problem we run into is just outdated technology. You will still find COBOL [a 1959 computer programming language] alive and well in parts of the United States government, because doing these kinds of technology upgrades are hard and complicated and challenging, and it takes a lot of work. So those two — the mentality as well as the existing technology — combine together make a very, very hard problem to solve. That’s basically what our team is targeting, right?

The rollout of healthcare.gov, by anyone’s assessment, was a logistical disaster and a political nightmare. Did that failure mark a turning point in how the government does its business?
There was obviously a ton of work underway long before healthcare.gov happened to solve this problem. But absolutely, I do think healthcare.gov was an incredibly critical turning point in two big ways. The first and most important one is that the rescue effort of healthcare.gov was one of the first times that many people with technology and engineering backgrounds were able to see how their skill-sets could truly help benefit a large number of their fellow Americans. It really shone a light onto the pathway for public service. The second way in which it was a defining moment was internally across government (for everyone from the White House down) it showed that the status quo right now is the riskiest option. The way the government goes about building software today is not successful and needed to change. That was a critical piece of energy and momentum that we needed to break the inertia and look at the problem from a different perspective.

Tell us a little bit about your first project with “boots on the ground,” where a team streamlined the transfer of health records from the Department of Defense to the Veterans Administration. Why start with such a huge bureaucracy?
If we were filtering for where the easy problems were, we wouldn’t have a ton of business. We ended up very excited and eager to work with the VA because we believe that veterans deserve a world-class experience when applying for the benefits after all they’ve done in service of their country. So it was an incredibly motivating mission.

Where does that project stand now?
We’re really excited because the team is making a ton of traction even in one of the largest, most entrenched bureaucracies in government. We’ve found incredible partners and supporters inside the VA who are really doing the heavy lifting and the hard work of creating culture change inside the agency, as they’re looking at how to improve services for veterans from all angles. The team is focused on two areas. First, how do we improve the experience for the veterans? Right now there are hundreds of websites, all intending to help veterans get access to their benefits. The work being done is streamlining all those service offerings and websites into a single place, where veterans can get better information and access to the benefits. Vets.gov is the new website that we’re building. It’s in beta and it’s launched for education and health benefits, and we continue to add services to it regularly.

The second big areas we spend a lot of time working is on the tools for the dedicated civil servants inside the VA to make it as easy as possible for them to complete their job of providing services to the vets. We just launched a product we’re excited about called Caseflow, which was designed with adjudicators inside the VA. It’s focused on streamlining and improving application processing. We realize that by helping upgrade the outdated systems that a lot of employees were using, we’re able to help the vets themselves.

In what ways is USDS similar to your run-of-the-mill Silicon Valley tech startup? And in what ways would you notice a difference?
We’re in incredible scrappy, bootstrap office spaces, with people running around in jeans, Post-It notes everywhere, tons of white boards and big discussions happening left and right. In many ways it looks and feels very, very similar to many of the startups you see across the country. But a couple of ways that it’s different, we’re actually quite proud of. For example, we have a very diverse team and are over 50 percent women, which I think makes different from a lot of companies in the Valley.

You’ve mentioned that USDS is easing arduous applications and centralizing contact information in one website. How does that work actually benefit the most vulnerable Americans?
I don’t want to pontificate too much on the status of our tech industry, but as you see various tech companies create change across the industry, they’re simplifying and improving the lives of Americans and really taking out a lot of the biggest inconveniences that we have. It is absolutely imperative that our government makes that same jump to providing services the same way that the rest of the industry does. The internet is obviously a huge conduit for that. In order to make sure that divide doesn’t become larger, between the people who are benefiting from the tech revolution and those who aren’t, government should make sure that we are also modernizing our services for the primary platform where people are looking to do business and communicate.

Now, that doesn’t mean it’s the only channel. We, as the government, do not have the luxury of segmenting our audiences the way that most companies do. We can’t just care about people on the internet. We have to care about those who don’t have access. But by the work we’re doing through actual user-centered design and modern technology stacks, we are able to do things like design for mobile, which is also addressing a huge percentage of Americans who now have access to internet only through smartphones and not through broadband. So I think that it’s an incredibly important part of the conversation, but it’s also not the entire conversation.

MORE: This Is a Smart, Nonpartisan Way to Improve Local Government

How One School System Is Fighting Back Against the Achievement Gap, A Better Way to Help the Homeless and More

Posted on by robbie

 
What Are Massachusetts Public Schools Doing Right? The Atlantic
The Bay State may be tops when it comes to reading and math, but officials aren’t resting on their laurels. Instead, they’re directing resources towards Massachusetts’s achievement gap, which remains stubbornly high. Can a focus on social-emotional learning and childhood trauma bring disadvantaged students up to the same level as their more affluent peers?
Give Directly to the Homeless Through a New Sharing Economy App, Fast Co.Exist
Known as the “City of Goodwill,” Seattle is living up to its moniker. Thanks to one tech entrepreneur and an advocate for the homeless, residents can now use the WeCount app to donate unwanted items (think: blankets, coats, sleeping bags) directly to those most in need. With homelessness an ongoing problem in many urban areas, let’s hope this technology spreads across the country — fast.
What If Mental Health First Aid Were as Widespread as CPR? New York City’s Planning to Do It, Yes! Magazine
Often, law enforcement encounter people suffering from mental illness, yet many haven’t received the education necessary to recognize and provide assistance (instead of arrest). In response, the New York Police Department is joining forces with the National Council for Behavioral Health to provide 250,000 first responders with mental health first aid training. The ultimate goal? To prevent suicide, which currently takes 40,000 lives each year.
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