It used to be considered radical. But the idea that a society could ease poverty and increase productivity by giving every one of its citizens a monthly or annual stipend, no strings attached, is no longer a far-fetched one in other parts of the world. And now some progressive leaders in the U.S. are pointing to the economic model’s alleged success in Europe in the hope that the notion takes root here, too. The concept, known as a universal basic income (or UBI for short), is simple enough: Give citizens enough money every year, gratis, so that they can pay for necessary living expenses, like housing and food. In return, people will have the bandwidth to flex their creativity, become more productive and enjoy a better quality of life. Not surprisingly, fiscal hawks and critics of entitlement programs are not on board. “Unfortunately, a welfare state by any other name is still a welfare state. And a [UBI] is just replacing one pricey system for another,” writes Brittany Hunter, an editor with the Foundation for Economic Education. “Unlike the current welfare state, which has standards for determining who qualifies for certain aid, a UBI would be given to everyone. This would dramatically increase the pool of citizens receiving benefits from the state and inflict massive expenses across the board.” Hunter’s critique came on the heels of a study conducted by the left-leaning Roosevelt Institute, which found that providing $12,000 each year to Americans would increase jobs by 2 percent and grow the economy by $2.5 trillion by 2025. Though the idea of a universal basic income in the U.S. has been tossed around for decades, the rise in automation has put the idea at the forefront of current economic arguments in developed countries, where robots are poised to take over more jobs and provide less opportunities in the future.
THE VIEW ACROSS THE POND
In mid-September, the University of Bath’s Institute for Policy Research found that nearly half of Britons would welcome a basic level of income to cover essential needs, with only 26 percent of those surveyed opposing its introduction. The reactions aren’t necessarily surprising, as the Scottish government recently announced plans to test a UBI system by giving citizens £150, or about $200, per week. Though the move is revolutionary in the United Kingdom, it’s not unheard of in other parts of Europe. Last year, several European countries introduced the idea of trying out basic income, ranging from giving a modest €560 a month to 2,000 unemployed adults in Finland (the equivalent of about $660) to doling out 2,500 Swiss francs ($2,573) each month in Switzerland. The Swiss held a vote for the monthly stipend in June 2016 — the first time a country has ever put the proposal on a ballot — but it was overwhelmingly voted against by nearly 3 to 1. Opposition groups claimed that the country’s high living standard, combined with its open borders, would make for complications. Finland, meanwhile, has boasted anecdotal evidence of success, with residents reporting that the basic income has allowed them to start their own businesses and has reduced stress. But some economists argue that the Finnish program, which was implemented to replace unemployment benefits (though recipients are still awarded the monthly stipend even after they secure work), has only pushed people to lower-paying jobs with lower productivity. “Universal basic income can only succeed if the effort is sustained and widespread — and not available only to the unemployed,” wrote economists Antti Jauhiainen and Joona-Hermanni Mäkinen in The New York Times. “The program should not be intended to force people into low-paying jobs.”
ONE NATION, UNDER UBI
So can a UBI model work in America? In a way, it’s already here, to some extent. Alaskan residents have gotten a portion of the state’s $55 billion oil fund each year for the past four decades. Last year, the dividend from the fund was $2,052 each for 643,000 Alaskans, before Gov. Bill Walker axed that amount by half. Farther south in Silicon Valley, the tech incubator Y Combinator has launched a UBl study that aims to provide roughly 1,000 Oakland families with up to $2,000 a month. “I think it’s good to start studying this early,” wrote Y Combinator President Sam Altman in a blog post. “I’m fairly confident that at some point in the future, as technology continues to eliminate traditional jobs and massive new wealth gets created, we’re going to see some version of this at a national scale.” The reality is that automation in America will reduce jobs for low- and even middle-wage workers by close to 50 percent, according to some estimates, and there is a worry that cashiers who are put out of work won’t exactly be in the position to become engineers overnight. The U.S. has already started to feel the squeeze, with about 5 million jobs lost as a result of automation. American business leaders and progressive politicians have taken notice. Vermont Sen. Bernie Sanders and Facebook CEO Mark Zuckerberg, among others, have all endorsed the idea of a UBI. “There will be fewer and fewer jobs that a robot cannot do better,” echoed Elon Musk, CEO of Tesla and SpaceX, earlier this year. “And if my assessment is correct and [jobs are lost to automation], then we have to think about: What are we going to do about it? I think some kind of universal basic income is going to be necessary.” Continue reading “Is the U.S. Ready for Universal Basic Income?”
How do you build a thriving community of entrepreneurs? At a time when the doors of economic opportunity seem to be shutting out so many people, entrepreneurship is crucial to local neighborhoods. The Kauffman Foundation’s inaugural ESHIP Summit brought together more than 400 diverse entrepreneurial community leaders from all over the country to answer this question. Below, these entrepreneurial ecosystem builders — people who build communities to support entrepreneurs — share their top tips for energizing entrepreneurship in their communities, no matter where in the world that is.
1. Find Common Ground . . .
Participants came to the ESHIP Summit from 48 states, the District of Columbia, Puerto Rico and 10 countries, each facing their own challenges. But as attendee Alistair Brett of Rainforest Strategies in Washington, D.C., says, “What works in one place may not work in another, but the core of this kind of work is the same for everyone.”
2. . . . But Don’t Copy Silicon Valley
Despite its huge concentration of high-tech startups and venture capitalists,the Silicon Valley model has its weaknesses, particularly when it comes to diversity and inclusion, says Kate Stewart, the executive director of JAXCoE, a network of entrepreneurs and supporters in Jacksonville, Fla. “The more inclusive a company or an ecosystem is, the more robust it is,” she adds. Philip Gaskin, the director of entrepreneurial communities for the Kauffman Foundation in Kansas City, Mo., agrees: “As the demographics in the nation are changing, you need equal representation in your businesses, in your leadership and on your boards to reach your customers and understand their needs.”
3. Unearth Potential
“The capital of economic development is no longer businesses moving from place to place; it’s talent moving from place to place,” Sly James, the mayor of Kansas City, Mo., told the Summit. Many communities also have massive untapped potential in populations that haven’t previously had access to the resources needed to start new businesses. “Women in our state are just now beginning to find their footing” and connect to the support they need, as are minority entrepreneurs, says Shannon Roberts, program manager at the Arkansas Small Business and Technology Development Center.
4. Get Ideas Out of the Lab
Professors and students are conducting cutting-edge research and generating innovative ideas. But the town-gown gap can be hard to bridge. The key is understanding how the motivations of academics differ from those of traditional entrepreneurs, says Lydia McClure, vice president of scientific partnerships at the Translational Research Institute in D.C. Researchers tend to be driven by the impact they can have and aren’t necessarily as interested in creating the next big startup. Everyone involved should be asking themselves, “What do I have to offer?” McClure says.
5. Challenge Stereotypes
What does the typical entrepreneur look like? Accion, an organization that provides microloans to small business owners, often works with low-income minorities who are opening businesses to provide for their families. But no matter the scale of a business, “entrepreneurship is a source of income, job creation, asset generation, and products and services that create value for the community,” says Anne Haines Yatskowitz, Accion New Mexico’s CEO. And with their tenacity, resourcefulness and perseverance, she says, “entrepreneurs can be incredible role models.”
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6. Reach More People
Preston James, the CEO of DivInc, a startup pre-accelerator that supports entrepreneurship among people of color and women, is trying to solve a problem he sees in the otherwise thriving startup ecosystem in Austin, Texas. “What we’re doing in Austin is expanding the ecosystem by being more inclusive of a broader audience,” James says. DivInc connects underrepresented entrepreneurs with mentors, educational opportunities, domain experts and other resources that help lay the foundation for successful new companies. “Some of the other hubs that are up and coming, the sooner they can do that, the more successful they will be — faster.”
7. Consider Your Impact
“I have a fundamental belief that business’s role on the planet is to make life better for people,’’ says Kim Coupounas, the director of B Lab, an organization with offices around the country that supports businesses aiming to be a force for good. Coupounas believes companies should think about their social impact from the beginning. “A huge source of innovation is when companies really consider how they impact their stakeholders,” she says. Ecosystem builders should be thinking about how they’re affecting the world around them too, she says. “It’s not just about creating jobs; it’s about creating good jobs.”
8. Keep It Simple
One successful company can jump-start an entire entrepreneurial ecosystem, and just one connection can help information flow more freely through it. “If one tiny connection fails in your computer, it won’t work,” says Alistair Brett. “But if you make that one tiny connection, it’s back to working.” Adds Wayne Sutton, cofounder of Change Catalyst in the Bay Area, “It’s not rocket science. We’re not talking about going to Mars; we’re basically talking about working with people. You just have to put in the work.
9. Forge Connections — and Friendships
“Entrepreneurship is a lonely experience without community,” says Scott Phillips of Civic Ninjas in Tulsa, Okla., a nonprofit whose network of coders strives to solve societal ills through technology. So is trying to support entrepreneurs, particularly underrepresented ones who are up against real economic, political and cultural barriers in their attempts to access to opportunities. “It’s very isolating sometimes to fight something that seems as big as this is,” adds Geraud Staton, founder of the Helius Foundation, which mentors and coaches entrepreneurs in Durham, N.C. The power of connecting with other people doing similar work can’t be underestimated.
10. Focus on the Future
“Entrepreneurship, to me, signals taking responsibility for how the future develops,” says David Witzel of RASA, an organization in Oakland, Calif., devoted to regenerative agriculture. Keeping an eye on the future makes this work meaningful. “I have two young grandchildren,” says John Bost, the president of the Clemmons Community Foundation in Clemmons, N.C. “They need a future they can grow into, and it won’t be the past I’ve lived out of.”
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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 break down barriers for entrepreneurs across the country.
Get Rich. Save the World. Gut Fish, Bloomberg Flashy tech solutions, artificial intelligence and all things “disruptive” have been in the spotlight for years now, but the latest presidential election has shed light on the rural areas left behind by these job-killing innovations. Now some venture capitalists are paying attention, investing in rural innovations like turning harmful fish populations into local delicacies. Industry optimists are betting on the rise of this “impact investing” to create both financial and social returns. Can You Turn a Terrorist Back Into a Citizen? Wired The threat of extremism looms heavily over the world today, but a fledgling program in Minnesota aims to do what some consider impossible — rehabilitate would-be terrorists back into the fold of society. The deradicalization process is painstakingly slow and delicate, but could end up both saving lives and building trust in a political climate where Muslim communities feel increasingly persecuted. Eating Disorders Are Getting the Silicon Valley Treatment, Fast Company More than 30 million Americans suffer from eating disorders, but the disease has long been written off as “a white girl vanity issue.” Now big players from tech and academia are stepping in to reduce stigma and foster community. The hope is that increased visibility and research will accelerate recovery for those affected and create a support network for the future.
The Binge Breaker, The Atlantic Prompted by a never-ending stream of vibrating notifications, the average person checks their smartphone at least 150 times a day. As an alternative to severing all ties to technology, the advocacy group Time Well Spent, co-founded by former Google employee Tristan Harris, is working to convince software companies to find their conscience and halt the psychological tricks that keep us hooked on screen time. When Reportage Turns to Cynicism, The New York Times The media’s been blamed for paving Donald Trump’s path to the White House, with hours of free airtime during the primaries and false equivalences during the general election. But two reporters pinpoint another problem with the business: Journalism focuses too narrowly on what’s going wrong. If news organizations were to practice “solutions journalism” (like much of what you’ll find here at NationSwell) and share what’s working, we might place more faith in our institutions to fix problems. Shuttered State Prisons Spring Back to Life, Stateline As mass incarceration continues to decline, the nation’s correctional facilities are emptying out. What to do with 150 state prisons we no longer need? Some governments are flipping the properties over to businesses and nonprofits. In Illinois, two juvenile prisons will be converted to reentry centers for adult inmates, while in California, medical marijuana growers believe a lockup (once teeming with drug dealers) could make a perfect greenhouse.
Managing the technology that undergirds a $171-billion, 228,000-employee operation is no easy task. And it’s even harder when working under laws that sometimes limit your capabilities. Yet that’s the job for which Amy Tong, a longtime California public employee who has overseen technology for the state lottery, retirement system, taxes and water, was sworn in to earlier this summer. As the new chief information officer for the Golden State and recent speaker at NBCU’s Millennial Tech & Change Summit, Tong must keep all the existing technology systems operational, while trying to make them more adaptable to current usage. In an interview with NationSwell, Tong explained her formula for making state government more streamlined and the lessons she’s learned from Silicon Valley. Let’s start with the challenges you’re up against. What are the unique barriers state government faces when updating its technology? One is just the sheer size of state government. When it comes to the utilization of technology, it’s serving the public in a much bigger volume than a lot of cities and counties would normally face. One could say, “Well, the private sector — places like Google — might serve even more.” But the type of information that we collect as a public sector demands the best protection. When it comes to health and human services, law enforcement or governmental affairs, there’s a huge amount of information security and checks and balances that needs to happen. This public data is probably the most sensitive [that exists], so government-run technology systems tend to be more complicated and large. Second, because they’re so large and complex, it’s very costly to update them. I’ll give an example: For our 30-year-old child-welfare system, our regional estimate is half a billion dollars. As an alternative to costly upgrades, government seems to be moving toward breaking down its massive IT projects into bite-size pieces. Do you have an example of how you’re doing that in California? We’re taking an alternative approach to upgrading the child-welfare system. Our intent with a more bite-size approach is that each smaller module can be delivered to the end user a lot sooner. For social workers, who are our end users, that means focusing initially on the intake process — which is the first step they take when assessing a child-welfare case — and moving it to a more mobile-based technology. Now, the rest of the steps — let’s say there are five more before a child can be placed into a safe environment — will continue to use the existing system to tie them together, which means we can roll out each of the upgrades one by one, as opposed to waiting until the entire system is upgraded.
[ph] How do you get other state agencies to participate in that innovation? Do you need to convince them to join you? We are very fortunate that there are a lot of innovators and change agents in the state of California. When we talk about innovation, we’re not necessarily talking about new tools or something you can go play with. It’s really about addressing the barriers people have in moving innovation forward. With this renewed effort and engagement, I often hear the comment, “Yeah, let’s do this!” In the past, people [were less enthusiastic] and they’d say, “We’d like to do things more innovatively, but because of this policy or this regulation or this statute, we can’t.”
What I’ve shared from my experience is the idea that rather than seeing what we can tweak, let’s look at what we can do that’s fundamentally different. I ask the question, “When was the last time you actually read the statute? When was the last time you read the policy that gives you the perception you couldn’t do things differently?” Nine out of 10 times, they say they hadn’t read it; it was just what somebody once said. After you show them the language a couple of times, they see it’s not as constrained as they think. That’s when the ideas start coming out. In some ways, it’s fairly liberating for me to see that it doesn’t take a lot to spark people’s desire to innovate. Once that door’s open, oh my gosh, the ideas will wow you. You recently created a new Office of Digital Innovation and Technology Engagement. What do you hope that will accomplish? Number one: By simply using the term “digital innovation,” we’re already setting the tone of what we’re trying to accomplish, which is fresh ideas and innovative ways to solve problems. We understand that, in this day and age, many businesses are looking for technology solutions. We’re hoping to set a tone that the state Department of Technology is not only here to keep the lights on and make sure the existing system is operating well, but also that we’re very much into innovation.
Number two: Our biggest goal is to help individual programs achieve what they need to achieve. The Office of Digital Innovation is providing them infrastructure support, such as the Innovation Lab that we recently launched, so that program agencies, like the California Environmental Protection Agency or Health and Human Services, can say, “Hey, I’ve got this problem. I want to develop some solutions. I just need a sandbox to do it in.” They could come to our lab, which is part of this office, to try out new things without having to invest a lot. Silicon Valley obviously looms large in people’s perception of California. What can the state government learn from what those techies are doing? For both the public and private sector, entities get bigger and bigger every year, with process on top of process on top of process. It can bog down an organization. By talking with a lot of the entrepreneurial firms, we get down to the basics. Instead of somebody taking 10 steps to get from A to B, have we ever looked at the minimum number of steps to achieve the same results? Maybe it’s minus the bells and whistles, but you get what you need. A lot of these entrepreneurs will say to keep it simple and streamlined. Don’t overcomplicate things. That’s my motto as well, and it’s what’s helping the state look at things differently. You’ve been overseeing technology for California’s government for 22 years. What are you most proud of? I’ve been fortunate that my career has led me to where I am today, and I have surrounded myself with a lot of good people, mentors and others I can learn from. But the greatest accomplishment, I would have to say, is yet to come. We’ll see how much more we can do in the next few years of the administration. This interview has been edited and condensed for clarity. This article is part of the What’s Possible series produced by NationSwell and Comcast NBCUniversal, which shines a light on changemakers who are creating opportunities to help people and communities thrive in a 21st century world. These social entrepreneurs and their future forward ideas represent what’s possible when people come together to create solutions that connect, educate and empower others and move America forward. Homepage photo courtesy of NBC/Universal.
Steve Grove, a onetime print reporter at the Boston Globe and a broadcast journalist for ABC News, joined YouTube and helped the homemade video site influence world events (becoming a platform for investigative video reportage like Sen. George Allen using the obscure racial insult “macaca” and a way to mobilize millions, such as President Obama and will.i.am’s “Yes We Can” music video). Today, as head of Google’s News Lab, he’s enthused about virtual reality and big data becoming an integral part of storytelling. NationSwell spoke to Grove from Google’s Silicon Valley headquarters about the future of newsrooms.
What’s the best advice you have ever been given on leadership? [T]o make it something that you practice, not something that you are. I tell my team at Google all the time, “You’re all leaders.” What I mean by that (this comes from some books I’ve read, a few classes I’ve taken and also my own experience) is leadership is helping a group that is facing a challenge grapple with it in an honest and productive way. It’s really getting to the root of what a problem is, engaging in various interventions or techniques to really get to the core issue they’re trying to solve. Great leaders are able to exercise leadership, not just embody it.
What’s on your nightstand? I just finished a book called “Shop Class as Soulcraft: An Inquiry into the Value of Work,” which is about the modern economy and how technology has actually, in some ways, made us more distant from the actual work-product. The guy who wrote it was a motorcycle mechanic, and he talks about the power of working with your hands and how the trades are actually a really active way to use your mind and develop yourself. It’s not just an argument for, hey, you need to go start your own mechanic shop, but that you should understand how the things you own work.
What innovations in your field are you most excited about right now? There are all kinds of new storytelling devices that are making journalism and frontiers really hopeful. While getting traffic to your site is a challenge and thinking about catchy titles or even clickbait is part of a conversation, deeper, more immersive storytelling is even more exciting and differentiates your site or broadcast. Virtual reality’s a part of that. You’re not just clicking and leaving: you dive into it. But another really interesting development (we’re not quite there yet) is journalism via drones. It’s really powerful for things like crisis response… and climate journalism — looking at ways different ecosystems have changed and are changing from above. It’s just a totally new perspective. There’s lots of challenges to figure out there ethically and technologically, but that’s exciting.
Data journalism itself is probably one of the biggest frontiers for journalism right now. It takes a massive amount of computing power that we now have, the extraordinary access to data sets we didn’t have before and a shift of how newsrooms think about telling stories. We, of course, work on Google data in that space, but ProPublica, FiveThirtyEight, The UpShot, Vox — they’re all really innovative data-driven journalism. That’s one of the things we’re betting big on: that data journalism has a huge potential for making readers around the world smarter about topics they’re discovering. Newsrooms are beginning to understand there’s never been a better time to be a storyteller, given the tools they have.
What do you wish someone had told you when you started this job? I wish somebody had told me to lead with passion and manage with consistency. A lot of leaders are very good at one, but not the other. They can crisply manage a spreadsheet, a meeting schedule, a document and metrics tracker, but they don’t have the vision or the passion to lead an organization. Other leaders give the inspiration and purpose. That’s great, but the management piece falls off a little bit, because it’s harder for them to operationally develop things. Most leaders need to have both. I wish someone had defined that for me. I came into my work with the former — the passion and excitement — and I don’t think I was incapable of the latter, but I didn’t know when to toggle between the two.
What inspires you? What’s most inspiring to me about my time at Google is amplifying stories or voices that wouldn’t have otherwise been heard. You look at YouTube as a platform for that, or the Internet in general as a chance to discover stories that wouldn’t have otherwise made it into our conversations — that’s a really powerful additive element of technology in media. Whether that’s citizen-captured videos from streets of the Arab Spring or whether that’s someone “coming out” to their community on a blog or whether that’s a kid in his bedroom in Philly or a mom in her house in Montana getting to ask the President a question in a Google+ Hangout, there’s all kinds of elements that plays itself out.
What’s your proudest accomplishment? I feel very fortunate to have had some amazing experiences at Google. But if I had to pick something I was most proud of, I might go back to before I was a journalist, in my early twenties, when I spent about half a year in India. I just sort of went; I didn’t know anybody there. I bought a plane ticket and landed in Bombay [now Mumbai]. I wanted to do something that went beyond being a tourist, but I didn’t know what. I ended up finding the opportunity to work for an organization that did interventions in small rural Indian towns to try to get 30,000 people above the poverty line. They would help these people grow mango forests or cross-breed cows to create their own dairies. I [wrote] profiles of the people who this group was helping. I got to spend two months in rural villages, finding my own translators, talking to different people who were in these situations. It wasn’t the best journalism or work I’d ever done, but early in my career, it was a really transformative experience.
To learn more about the NationSwell Council, click here. This interview has been edited and condensed.
At the age of 13, Tyrone Mullins had his first contact with the justice system in 1998, handcuffed for starting a small tussle at school. He could’ve been hit with a minor reprimand, serving a few weeks of detention or even a suspension, but instead, he was formally charged with a crime — setting Mullins on a path of near-permanent incarceration for the next half of his life. “From that point on, it was juvenile hall, county jail and prison,” says Mullins, a San Francisco native who grew up in a Western Addition public housing project. As a felon, Mullins had limited employment opportunities after each release. Rejected from positions at hotels, supermarkets, department stores, doughnut shops, Jamba Juice and McDonald’s, Mullins subsided on money from the government ($336 a month, split into two checks). “All that allows is temptation to come in and make you do another thing, follow another walk of life,” Mullins explains. “You may not necessarily want to take that route, but people do things when they’re hurting.” And Mullins was hurting.
Navigating past numerous hard knocks, in 2010, Mullins co-founded a successful business that provides jobs to public housing residents, regardless of their parole status. At three Bay Area public housing complexes, Green Streets pays employees $12.25 an hour to sort trash from recyclables and compostables. While handling garbage is far from glamorous in a city that’s home to Salesforce, Twitter and Dropbox, Green Streets’s roughly two dozen workers wear their grey jumpsuits with pride. For many, it marks the first time they’ve financially supported themselves. (“Legally,” Mullins likes to add.) In a city that’s witnessed a mass exodus of low-income African-Americans due to the rising cost of living, these denizens of the projects can finally point to ownership of an enterprise in a world where so much is out of their price range. Tyrone Mullins leads the design team from Exploratorium, a public learning lab, on a tour of the Buchanan Mall in San Francisco.
Green Streets got its unofficial start in 2010, when a work crew arrived at a Western Addition affordable housing development, managed by the for-profit company McCormack Baron Ragan, to install solar panels. Worried about thieves, round-the-clock security was desired. David Mauroff, McCormack Baron’s vice president at the time, didn’t have the money for guards, but he had another idea: “Why don’t you hire the guys who you think are gonna steal your stuff?” Resident DeMaurio Lee staffed the job, and nothing was stolen. Mullins, meanwhile, with two out of three felony strikes against him, installed panels himself, after finding the job through a nonprofit. Four months later, after the ribbon-cutting ceremony, DeMaurio and Mullins gathered the courage to approach Mauroff (despised by most residents,Mauroff says of himself, as the man who personally signed off on evictions) and asked for more work. With a background in city-run gang intervention programs, Mauroff could see the determination on their faces and agreed to see what he could do.
The solution appeared when the complex’s next waste disposal bill arrived. At just one project, Buena Vista Plaza East (193 units, known to many as “O.C.” or “Outta Control”), McCormack Baron faced a $14,000 annual charge from Recology to haul trash to the landfill or an incinerator. As part of San Francisco’s plan to become a zero-waste city by 2020, the bill could be significantly lowered by removing plastic bottles, aluminum cans, food, soiled paper and garden clippings from the overflowing dumpsters. Mauroff, who’s now credited as one of Green Streets’s co-founders, told Mullins he would pay residents to sort through waste, earmarking any savings on his bills for their wages. “I’m not telling you how to do this. I will just help you get the resources in place for you to launch this business,” he told the two men.
Neighbors made fun of the crew digging through rat-infested trash piles in their white protective suits. Yet within six months, thousands of gallons of trash were diverted each month, saving the property 60 percent on its bills. Soon, neighbors started handing Mullins their résumés.
To turn the model into a business, complete with hiring plans, a mission statement, marketing and sound financials, Mullins enrolled in free classes at San Francisco City College’s Small Business Institute. Severely complicating matters was the fact that in the Western Addition complex, danger and temptation were omnipresent. In the courtyards, residents had to dodge literal bullets. Mullins himself was sent back to prison for two years for violating his parole. Tyrone and his crew sort through recyclables.
While Mullins served his time, the rest of San Francisco’s black population continued its decades-long “black flight.” (Since 1970, the city’s portion of African-Americans has been halved, from 13.4 percent to just 5.8 percent in 2014.) Green Streets employees interviewed for this story feel keenly aware of their skin color. Unprompted, they often identified others by race: Mauroff was a “white dude”; neighbors, a “bunch of black people.” They feel that racial differences have been exaggerated by California’s penal system, with which many public housing residents come into contact. In the past, more than half the lockups in San Francisco’s jail have been African-Americans, and last year, four city cops were investigated for trading bigoted text messages. Even in this famously tolerant city, race continues to be a point of tension, says London Breed, one of two African-American city supervisors on the city’s nine-member board. “I am just trying to hold on to evidence that blacks ever existed in San Francisco,” Breed, who grew up in Western Addition public housing, tells the Los Angeles Times.
For those African-Americans who have stayed in the city, the economic outlook looks bleak. The median household income among black residents has fallen to a slim $29,500, while all other racial groups have seen wages rise. (By comparison, the median household pay for white residents, thanks to tech money, now exceeds six figures: $104,300.) Roughly one quarter of the city’s black population relies on subsidized housing, according to data from the Mayor’s Task Force, but the lifeline doesn’t begin to meet demand (only 3.6 percent of applicants receive housing through a lottery system). For the lucky few, like Green Streets employees, housing may be affordable, but the city is anything but.
Gentrification isn’t the only reason why some neighbors are gone: gun violence regularly racks the housing developments. “In San Francisco, with this extreme wealth and income disparity, most of our crime is really centered, not in, but around public housing, these little pockets of poverty isolated from the $1 to $2 million homes right across the street,” Mauroff observers. Last summer, a 19-year-old girl was gunned down in a spray of bullets. The girl’s aunt, Shannon Watts, is Green Streets’s human resources manager. A victim of gun violence herself (taking a bullet in her right leg in 2012), Watts says that her work with Green Streets helped her overcome the debilitating trauma that once kept her captive inside her apartment, door locked and shades drawn.
The difficulties that Green Streets’s employees encounter are considered a badge of honor, a sign of how much they’ve overcome to reach their current success — meager as a minimum-wage job might look to any of the Bay Area’s elites. When Mullins finished his two years in prison, he enrolled in Project ReMADE, a 12-week program at Stanford that trains ex-cons to be entrepreneurs. “I see the transformation I’ve made, and I’m honest with myself,” Mullins says today. “I continue to be a work in progress.”
Reinstated as Green Streets’s operations manager and the leader of the business development team, Mullins took his education back to the informal economy of the projects, where some residents earn extra cash by doing each other’s hair, fixing cars and babysitting, while others sell drugs and break into cars. This self-contained marketplace arose because so many are kept out of workplaces by criminal records or lack of job experience, Mauroff notes. Green Streets bridges that transition to the working world, though it’s not without its bumps. Turf wars between gangs in different housing projects sometimes bleeds over when rivals are staffed together on company cleanup crews. Randolph Lee, the 48-year-old operations supervisor, says he’s responded to fights, stabbings and “a little bit of gunplay.”
A “two-time ex-felon” convicted of murder, Randolph has regularly been tempted to snap back to his old ways. Before he got the job with Green Streets, he says, “I was ready to go back to what I had done before. Just hustling, you know?” he recalls. “I was on my way back to do something I wasn’t supposed to do: I was going to go get it, go get some bread to pay bills.” Since starting with Green Streets in 2013, Randolph has been promoted through the ranks. In his current role as supervisor, he helps employees productively deal with their anger, pointing to his own story: “The only thing we have is our pride, and how far could that go if we allow ourselves to get incarcerated for life,” Randolph says. “I done terrorized and fought my community. It was time to heal my community. I never wanted my last legacy of myself just being a screwup.” Green Streets operations supervisor Randolph Lee, pictured with Meaghan Shannon-Vlkovic of Enterprise Community Partners, at the Arthur M. Blank Family Foundation Film Series in Atlanta.
Mullins envisions the same impact helping the poorest residents of Detroit, St. Louis, Miami and Phoenix, but a recent failed expansion to nearby Richmond and Oakland shows any scaling must overcome logistical issues. Because the two East Bay cities don’t have strong zero-waste initiatives that discount hauling of recyclables and compostables, the trash bill at housing projects only increased by hiring Green Streets. That’s not to say the model can’t be applied elsewhere, but green subsidies will have to be in place for it to work.
The Western Addition and Plaza East projects serve as evidence of just how successful this business can be. There’s a changed vibe and it’s cleaner, too, as 60,960 gallons of trash are being diverted into other waste streams. But more importantly, there’s fewer men on the corner, whispering street names for drugs to passersby. Many, like Randolph, now work for Green Streets, a model demonstrating that an entrepreneurial spirit can be found in any community, Mauroff says, no matter how unexpected. “A bunch of guys and girls in public housing aren’t given the credit for showing they can do that,” he argues. “I want people to understand that: Under the right circumstances, everyone will go back to work and try to compete in the market.”
For all the frustrations tech startups have unleashed on the Bay Area, they’ve also instilled a sense that the calcified structures of the past don’t necessarily need to be around tomorrow. Mullins brought that Silicon Valley ethic to the Western Addition projects. He deserves credit for his own powerful disruption: not just finding a new way to sort trash and manage its pickup, but for an entirely new vision of labor for those the tech world’s prosperity is leaving behind.
Learn Different, The New Yorker Brooklyn’s AltSchool is just one of seven “educational ecosystems” (there’s six in the Bay Area as well) that uses technology to create a personalized learning experience for each individual student. The brainchild of Max Ventilla, an entrepreneur and former Google employee, AltSchool aims to turn education on its head: teaching skills that are applicable to the 21st century workplace instead of the memorization of facts — creating an educational model grounded in Silicon Valley values. But can be replicated in existing public schools nationwide? Can a GOP Donor Get Conservatives to Fight Climate Change?, CityLab What can get politicians to put partisan bickering aside? North Carolina businessman Jay Faison is bringing congressional candidates from both sides of the aisle together to support clean energy initiatives, arguing that these policies (which are notoriously used to drive a wedge between the left and the right) increase jobs and energy independence, while also reducing carbon pollution. Government Goes Agile, Stanford Social Innovation Review Bringing the federal government into the digital age doesn’t have to increase the deficit — or be as disastrous as the rollout of HealthCare.gov. Implementing the commonly-used tech practice of agile development, groups like the United States Digital Services and 18F are giving citizens frustration-free, web-based opportunities to interact with their government for a fraction of the cost.
Lyn Muldrow says she’s always been a “computer nerd.” At 14 years old, she started playing with code, building websites, “trying to create things online.” As an adult, she was good enough to freelance her web design skills, setting up home pages for mom-and-pop stores or creating message boards for community groups. Muldrow wanted to be more involved in programming, but she realized the tech sector didn’t look like her, an African-American female from Baltimore raising her kids as a single mom.
“I almost didn’t pursue tech, because I felt, maybe as a black woman, my opinions would not be validated,” she says. Despite her doubts, she enrolled in an intensive training program from General Assembly, a coding and design school, and received financial support from its Opportunity Fund. Thanks to both, Muldrow was able to switch careers and open her own firm about halfway between Baltimore and Washington, D.C. “I sort of had to start from nothing,” she says.
Tech was — and in some ways, still largely is — a privileged white man’s world. Facebook doubled the number of black workers on staff two years ago, but they still numbered only 81 on a force of 5,470, according to a 2014 filing. It’s a problem that holds true across Silicon Valley. African-American and Hispanic workers together make up more than a quarter of the general labor force, but fill only 13 percent of computer and math jobs. Women are earning only one quarter of the country’s computer science degrees, down from 37 percent in 1983.
With workshops and full-time classes, General Assembly aims to change those numbers to reflect the diversity of those who want to pursue careers in tech. Ultimately, they want to see people doing work they love, says Megan Nesbeth, head of the Opportunity Fund. At its 14 locations on four continents, the school has trained 240,000 students in web development (the course Muldrow enrolled in), user experience design, product management, digital marketing, data science and business — fundamental skills that can be difficult to self-teach but necessary to enter the tech world.
Muldrow recognizes that challenge from experience. “Back then, I didn’t have a frame of reference of what it meant to be a programmer or developer. Especially when I was younger, I thought it was all numbers and math and algorithms, things you had to know and learn and do to create something on the web, to make something functional,” she recalls. Only after years of attempts did she start to realize that web design is fundamentally about languages. She didn’t need to memorize lines of code, only to learn how to speak the right commands to build what she envisioned. Which, she admits, is easier said than done.
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Muldrow’s progress started with signing up for General Assembly’s immersion class. With backing from the Opportunity Fund for tuition (which ranges from about $10,000 to $15,000), she enrolled in a 12-week course. To support her kids, she still had to work nights 40 hours a week. After the 9 a.m. to 6 p.m. school day ended, she answered customer service questions from Uber riders and drivers at home for an annual salary of just $28,000. “My body was exhausted and I was running out of money,” Muldrow broke down and confessed to a General Assembly counselor three weeks in. She had spent all her savings to come to San Francisco, and because of her past, a loan seemed out of the question. Muldrow didn’t know if she could handle the stress. “I was really at the point where I wanted to go back home.”
The counselor told Muldrow she admired how hard she was working and promised to find a solution. Two weeks later, the Opportunity Fund helped subsidize those extra costs, so she could focus on her coursework. “I literally broke down when she told me, because you know I’m so used to doing things on my own as a single mom,” Muldrow says. “Honestly I’m just so grateful to them for believing in me.”
General Assembly recognized the huge obstacles to a career change — loans for training and tuition, months without work, a cross-country move — when they set up the Opportunity Fund with CapitalOne and AT&T. A college grad might have savings or be able to take out a loan, but the fund backs low-income individuals who don’t have any other options. “If you think about somebody from a lower-income bracket, with no line of credit, taking money out of savings they need to support their families, those odds are very much against them,” says Nesbeth, who previously worked on increasing diversity in higher education. “These are people who face some type of barrier to access to the tech industry. It takes a lot of different forms, but it’s really about socioeconomics.” Helping them overcome various individual circumstances, the fund has supported 125 fellows, usually awarding $10,000 each.
Muldrow’s story adds one more number to tech’s diversity stats, an almost imperceptible change when looking at the country’s entire labor force. But Muldrow sees herself as a trailblazer and wants to do her part to give back. After General Assembly, she worked as an instructor for Hack the Hood, a web design boot camp for kids in Oakland, and she now leads a chapter of Lesbians Who Tech. “I feel like I have a lot of responsibility to help others to understand that tech is for everyone,” she says. “You don’t have to be a white guy to be a web developer. You can look like yourself and build something amazing. It isn’t all ones and zeroes.”
