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Priorities:Swarthmore College Student Priorities

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At Swarthmore College, we have experienced an apparent lack of opportunity for socially minded entrepreneurs. As such, we will be working with faculty, students, and other institutional partners to develop Swarthmore’s new Social Innovation Lab. The following individual projects will all be operated within the Social Innovation Lab. Note: We believe we have failed if only Swarthmore students and faculty are using the Innovation Lab. Therefore, community engagement is essential to our mission.


Strategic Priority #1 (Omri 2017): Incentivise Swarthmore students to engage in social entrepreneurship and innovation

Given Swarthmore student’s passion for social change, there is immense potential to harness this energy and channel it towards social innovation.Currentlyhowever, the entrepreneurial ecosystem at Swarthmore does not provide enough opportunity (or incentive) for students to engage in social entrepreneurship/innovation.  

Project: Social Innovation FellowshipThe Social Innovation Fellowship is broken down as follows:

Facilitation

  • Internal stakeholders - I will be facilitating design-thinking workshops for student groups and faculty committees on campus. I have already facilitated a design-thinking session for the faculty/student committee on Student Health and Wellbeing, and there is increasing institutional interest in participating in these workshops.
  • External stakeholders - entrepreneurially minded non-profits/other organizations in surrounding Swarthmore area (mainly Philadelphia and Chester). I have already established numerous relationships with these external partners (most of which work with youth), all of whom are excited at the prospect of engaging with Swarthmore’s Innovation Lab. I will be working with these organizations to host either workshops or events focused on design-thinking, presentation/pitching techniques, etc.

​​Short term student engagement

  • Students will enroll in ‘Entrepreneurship Fieldwork and Internship’ (half-credit), which will last for 6-8 weeks. They will be paired with an internal or external stakeholder, and work with them on a specific project.
    • Ex: For students interested in film and media studies, they could be paired with a non-profit partner in Philadelphia that provides youth with equipment and skills to make their own films. The student could potentially serve as a mentor for 6-8 weeks, while also providing additional resources/information to help the organization.  

Social Innovation Fellowship

  • Students will enroll in Professor Denise Crossan’s Social Entrepreneurship in Principle and Practice course (1 credit). The course will cover the fundamentals ofdesign-thinking, and other innovative tools/techniques. Students in this course will then have the option to be paired with regional or international stakeholders. Professor Crossan and I (faculty head of the Social Innovation Lab), have already established partners in:
    • Northern Ireland
    • Columbia
    • Japan
    • England
    • Spain
    • Iraq
  • A potential future spinoff would be that these students would then receive funding to travel to their respectivepartners,and engage in a summer internship in which they would be able to continue their project


Ultimately, I believe that attracting more students to participate in the growing social innovation initiative on campus revolves heavily around credit. Being able to receive credit, while engaging in an applied learning project, is something that entices many students.


Strategic Priority #2.1 (Natasha 2017): Make Entrepreneurship Tangible

It is really important to us that “social entrepreneurship” is more than just a nebulous idea at Swarthmore. We want to go beyond the buzzwords, and give students an opportunity to actually apply all that they learn about design thinking. During the Stanford course, we have really appreciated the focus on prototyping - weplangive Swarthmore a workable “prototype” of a successful social enterprise on campus.

Project: Student Run Social Enterprise - Environmentally Sustainable Cafe
We plan to launch a
student run, environmentally sustainable café inside the social innovation lab. We plan to serve coffee, tea, espresso, and baked goods out of a small part of our makerspace. The café will be fully managed by students, with a focus on environmental stewardship--we will use all compostable materials and source our food locally and sustainably. Many new buildings are being constructed in the northern part of campus with no food nearby, so we hope that the café will serve an emerging need. When we talked to students about our idea, there was a lot of excitement around the café - there is no good coffee on campus, students told us, and they are really excited that the café is going to have an environmental focus.

We already are in communication with Therese Ton, a student baker selling her products at local stores, and Ben Stern, a coffee aficionado on campus.


Strategic Priority #2.2 (Hanan 2018): SupportingStudent LedInitiatives 

A student-led cafe, previously known to students as Paces Cafe, was an occasional late night food option to students on campus. After years of growing, the cafe has taken on a new location, a bigger menu, and extended hours. Newly named as The Crumb Cafe, this late night eatery is open seven nights a week, offering a larger range of sandwiches, snacks, drinks, and meal items due to student access to and new use of the Sharples dining hall kitchen facility. The move has opened up additional opportunities for interested students to work at the cafe. The Crumb Cafe is also more accessible to all types of students on campus. Whereas the old cafe only accepted campus points, the renovated Crumb Cafe accepts a wide variety of meal plan options, such as Swat Points, Garnet Cash, Dining Dollars, and the late night meal swipe that every student has. Additionally, the Crumb Cafe is an environmentally sustainable cafe by using all compostable materials.

Issue & demonstrated need for support:

With the expansion of the cafe and the early closing of other late night food options, the Crumb Cafe has been experiencing an influx of student customers causing long lines, extended wait times for food, running out of menu items within an hour of opening, and an unorganized ordering/delivering food system. There is a lot of excitement around the expansion of the cafe and the cafe has hired many new students but has been struggling to serve a large student body.

Project:

  • Design and Implement a “Crumb Cafe” App
    • Streamline ordering process. Students can pre-order off the online menu and the app will give an estimated time that the food will be ready effectively decreasing the long wait times.
    • Streamline the delivery process. The app can notify students when their food is ready (ie. at the burger shop, Shakeshack, customers are notified via a vibrating remote when their orders are ready).
    • Streamline cafe-customer communications. The cafe quickly runs out of menu items that student most often order. Many students have expressed how disappointed they have been to enter the cafe, wait in line, and only find out about certain items running out when they are about to order. The app can notify students of what is currently available to order and what has run out.
  • Secure funding for an increase in student staff
    • With the option to order via the app and avoid the long wait lines, many more students may interact with The Crumb Cafe. This means that there will be a need for increased staffing - perhaps staff solely dedicated to online orders, and staff dedicated to in-person cafe orders.
    • This will support many low-income students on campus looking for employment as well as to increase their skills. Working in a group setting develops one’s communication, ability to work in a team, and encourages initiative and motivation - skills that are transferable to any other job on or off campus.
    • As more staff requires more funding so students can be paid, a grant can be proposed to the student government organization (SGO) and student budget committee (SBC) detailing the needs of the community and how additional staffing will address the needs.


Strategic Priority #3.1 (Mariam 2017): Develop spin-off opportunities to support more mature entrepreneurs at Swarthmore College by nurturing student enterprises/groups/projects/student groups using Impact Investing

Need: As a result of the Social Innovation and Entrepreneurship project mapping at Swarthmore College, we identified a dire lack of spin-off opportunities (3-5 years support plans) that would spur and scale projects that have survived the test of time.
The immediate need that we investigated is the scarcity of funding needed to scale the strategic and operational activities of a business/enterprise/organization/student groups that are past the initial forming stages of their venture.

Solution: Impact Investing Group
The goal of the Impact Investing project is to invest a fund (that will initially originate out of a grant/endowment from Swarthmore College). This fund will be initially invested by pro bono Swarthmore alumni investors while abiding by the social, governmental, environmental principles of Impact Investing. Over the course of a couple of years, returns on investments will be allocated to the spin-off fund that Swarthmore entrepreneurs can apply for. The returns generated from the investments will financially support more mature Swarthmore entrepreneurs at their spinout/scaling stages.
In parallel, students at the Swarthmore Investing club can gain educational and practical experience in investing by giving assistance to the pro bono Swarthmore alumni investors network. They will be the guardians of the Impact Investing fund. This educational partnership will secure a pipeline of socially minded-investors that are making returns for Swarthmore entrepreneurs.  

As a result, the Impact Investing project will not only educate future socially-minded investors, but it will also incentivize young entrepreneurs to prove themselves and gain access to spin-off funding opportunities. The Impact Investing project willthereforebe a merit-based, socially-minded, and educational incentive for Entrepreneurship.


Stakeholders:

  • Swarthmore Finance and Investment Office: will be key in securing the initial grant and endowment for the Impact Investing project.
  • Lang Center for Civic and Social Responsibility: will connect mature Swarthmore entrepreneurs and project leaders to the Impact Investing project.
  • Center for Innovation and Leadership: will educate and nurture Swarthmore entrepreneurs and project leaders in their initial entrepreneurial stages.
  • Swat Careers: can be helpful in finding Swarthmore alumni who are willing to work pro-bono or train students on how to invest money.
  • Swarthmore Alumni Office: can be helpful in their outreach to investors who are in the Swarthmore alumni network.
  • Swarthmore Investment Club: will be exposed to best practices in Impact Investing. They will support and assist pro bono investors of the Impact Investing project. This educational experience will ensure the sustainability of the pro bono investor pipeline.


Strategic Priority #3.2 (Lamia 2018):Develop spin-off opportunities to support more mature entrepreneurs at Swarthmore College byconnecting these entrepreneurs to the resources needed for them to accelerate in the ‘real world’.

Though certain spin off opportunities do currently exist, they are not sufficient, and it is difficult for developing entrepreneurs to really grow and scale both through the resources offered as Swarthmore and beyond the school campus. The need for spin-off opportunities could most easily take the form of a program that connects certain budding entrepreneurs who have gone through earlier resources from the College to existing opportunities beyond the school.


Project:Swarthmore Entrepreneur in Residence Program

Objective

Help accelerate projects or business being run by current Swarthmore students or recent graduates by giving student entrepreneurs a space to develop their businesses on campus and access to resources needed to scale beyond Swarthmore.

Potential Components

  • Business network - connection to established UX designers, marketing freelance, other entrepreneurs in the industry etc.
  • Connection to real investors - alum network, potential opportunity to pitch in front of them
  • Connection to other pitch competitions (including some that other students have already pitched at and have connections to) ex. Global Startup Ecosystem, University Startup World Cup,
  • Scholarship opportunities to real business accelerators like Draper University, Y Combinator, 500 Startups etc. in San Francisco and elsewhere
  • Funding for summer cohort in these accelerators as an additional option for "summer impact funding"
  • Accepting credit for programs like Draper University towards an entrepreneurship course (Under Economics? Peace & Conflict Studies?) [longer term goal]
  • Office space on campus for established student-run business - business address and temporary space for team establishment


Some of these resources may exist independently under different programs or as autonomous activities, but there is no formalised means of connecting them and centralising the steps for a mature entrepreneur to scale beyond Swarthmore.



Strategic Priority #4.1 (Michelle 2017): Make Entrepreneurship Collaborative Rather than Competitive

As college students, we are often told that we have to do a million things, from balancing classes to athletics to clubs. On top of our immense workload, we are often fed the notion that we have to "find our calling" in the next 4 years. In the midst of all of these insane expectations leveraged against us, we often forget is that what we truly need is a mentor-- someone who is there to support us and cheer us on, no matter what we do.

Project: TriConnect - Peer-to-peer mentoring website
TriConnect is a mentoring website that helps students in the Tri-College Consortium (Swarthmore, Haverford, and Bryn Mawr) tap into the untapped network of mentors, aka the amazing students that attend these three esteemed colleges. Students start by creating a profile, listing all of their affiliations (majors, clubs, interests etc.) and what they can offer mentorship in and what they are seeking to be mentored in (i.e. a CS student looking for someone more involved in the Tri-Co entrepreneurship environment). Once a profile is created, they can reach out to other students on the network to set up meals, attend events together etc.

The Impact of “TriConnect”: By creating a platform that directly fosters peer-to-peer mentorship, TriConnect hopes to not only empower individuals,but also shift school culture from one that is hyper-competitive and often cutthroat to one that is more collaborative and supportive. We hope that this will lead to benefits in student mental health and physical well-being, all the while cultivating student entrepreneurship and innovation.


Strategic Priority #4.2 (Cassandra 2018): Landscape Update and Further Collaboration Opportunities

There are many different opportunities to get involved with various facets of entrepreneurship on campus. These include organizations such as SWIFT, LaunchDeck, 180 Consulting, and WiCS+. While it is great to have all these existing programs, itis also meansthat entrepreneurship efforts are divided among all these clubs. This, in a sense, heightens the sense of "competition" Michelle addressed last year. As entrepreneurial resources grow on campus, it is critical that we create initiatives to get these groups to work together.

Student Government Organization Committees
Swarthmore's SGO has many committees that handle bringing various student groups together in other to help move the campus community forward as a whole. As entrepreneurship opportunities become a high priority for students on campus, it would be beneficial for SGO to create a Standing Committee on Entrepreneurship, which would involve weekly meetings with the leaders of the entrepreneurial groups of campus.


Cross-Group Peer to Peer Mentorship
While Michelle's Peer-to-Peer program focused on resources available to the greater TriCo community, I am interested in fostering collaboration within the institution by establishing a similar mentoring program to connect members across the aforementioned entrepreneurial groups. By doing so, we would be able to encourage the sharing of ideas and resources across these organizations and reduce the existing 
beauricraticlandscape of entrepreneurship and innovation that exists at Swarthmore College.

Strategic Priority #5.1 (Gaeta 2019): Initiate, Collaborate, Educate

As we seek to expand social innovation work and involve our community both on campus and locally with the educational opportunities outlined in our mission,  collaboration with peer schools has unequivocally shown to be a necessary- vital intricacy that can bolster a wide array of program success on our campus. The college encourages communication with both Haverford College and Bryn Mawr College as they have been affiliated for several decades as part of the "Quaker Consortium" or Tri-College Network among our schools. From lab research affiliations to official programs such as the Tri-Co Philly initiative, we feel it is imperative to use the existing relationship with these schools to increase the presence of cross-campus social innovation endeavors. 


To do so, we propose that this collaboration serves as a mechanism to strengthen the prior and current student priorities that are outlined on this page. That is, we acknowledge that collaboration among our colleges is, though indeed important, more appropriately serve as secondary landscape foresight. Nonetheless, the following steps outline our primary next steps to begin these programs fruition.

1. Formal proposal to social engagement/ entrepreneurship stakeholders at each school. This will begin a conversation and introduce the three schools to a shared vested interest in advancing student engagement.


2. Schedule a student interest meeting on each campus to attract students from each school into a setting/forum with possible guest speakers or events that can begin to lay a framework for a relationship among the school's innovators.


3. Follow up and strict deadlines will be a vital component of this mission. We will have a hard deadline for December 15th to achieve step 1 and begin the process of scheduling the events for part 2.


4. Continous community feedback from all three campuses is not to be overlooked throughout this proposal. The most fundamental tenant of this work is giving one another a voice- and- embracing this priority will be at the forefront of this collaboration involving email surveys, classroom engagement, presentations, and similar means of allowing community members to share their opinions on the program.


Strategic Priority #5.2 (Emma 2019): Making the I&E Community More Accessible

We have noticed that a lot of our programs on campus that encourage innovation and entrepreneurship assume that students already know about or are interested the topic. We want to invite students from a broader set of backgrounds to participate in I&E by creating programs geared towards educating students about the basics of what I&E is and how it connects to their own lives so that they might be more likely to participate in other existing programs in the future.

We envisioned setting up workshops in casual spaces all around campus (lounges in dorms, common spaces in academic buildings, the dining hall, etc.) where interested participants could easily meet and passers-by could get drawn in spontaneously. To add to the welcoming atmosphere, there might be snacks or other incentives to stop by and join in. There might be literature (pamphlets or flyers) as a visual aid to the learning process, as well as some structured topics to help get conversation flowing. The idea is to ease students into I&E by identifying problems they would like to solve and how design thinking could relate to that, but not necessarily asking them to start solving them in that setting. In this way the workshops are low-stakes and hopefully less intimidating to someone who doesn't identify themselves as already part of the I&E community.

Strategic Priority #5.3 (Ray 2019): Increase Outreach


We believe that there are many students on campus who would benefit from learning about innovation and entrepreneurship. We want to increase our outreach and bring in students who are not already involved with innovation or entrepreneurship. Once these students are engaged and interested, they can connect more with the I&E resources that exist on campus.

In order to bring in these students, we will host TEDx talks on the theme of innovation. It would include speakers who have demonstrated significant innovation within their respective fields to talk about what innovation means to them, what kind of process it involves, why it matters, etc.  We would like to display different applications of innovation principles so students can see where these principles are relevant to their own interests. Since Swarthmore students tend to be passionate about social issues, we chose the following speaker types that would appeal to that demographic: social entrepreneurs, activists, musicians/artists, and sustainability technologists. With this project we hope to engage a wide variety of students - especially students who are not already involved with I&E at Swarthmore.

Strategic Priority #5.4 (Nancy 2019)

From its endowment of over $2 billion (one of the highest endowments per student), Swarthmore College provides many funding opportunities.  Students can apply for seed funding to design and implement their own social impact projects, as well as stipends to engage in internships and other entrepreneurial pursuits. However, we noticed that many students had never applied for any grants on campus due to factors such as being daunted by the application process, or not knowing which opportunities were available. 

We intend to organize grant-writing workshops to enable more students to access on-campus funding opportunities. There will be information sessions to consolidate and highlight various funding opportunities. Further hands-on grant-writing workshops will demystify the application process and assist students in actually writing a grant application. Grant writing is a transferable skill that will also benefit students applying for off-campus grants, or future scholarship applications for graduate school and beyond. We want more students to have the opportunity to access seed funding to add to the diversity of Swarthmore’s innovation and entrepreneurship landscape.

Strategic Priority #6.1 (Edward 2020): Start Innovating Earlier

This year has been an important year for reflection and looking at trends. Although the term “social entrepreneurship” has become less vague for Swarthmore students idea since I was a Freshman, there is still work to be done. One of the problems we see is as follows: 1)It is difficult for Swarthmore students to focus on innovation in their earlier years due to their liberal arts requirements; and 2)Liberal arts students are facing a tougher job market that requires more experience of design thinking than ever before. 1) and 2), when together, present a growing problem that we intend to focus on. During this Stanford course, we have upgraded our design thinking skills, and by learning to prototype effectively we feel ready to take this problem on.plan

Project: Bringing the Liberal Arts ethic into Career Services
We plan to launch a
student run, new student-run set of resources as part of Swarthmore's Career Services department. We plan to employ students to find short, part-time job opportunities for every subject matter and to publish a weekly email blast. We also plan to work with Swarthmore alumni to produce a private selection of shorter internships. This will allow Swarthmore students, particular newer Swarthmore students, to gain valuable skills and work experience whilst taking classes. When we talked to students about our idea, there was a lot of excitement - the career services department focuses on Juniors and Seniors, students told us, and they are really excited to learn critical skills (such as design thinking) and to lessen their anxiety about finding an internship/job after graduation.

Strategic Priority #6.2 (Fiorenza 2020)

A remote semester has students feeling detached from the innovation ecosystem at Swarthmore. Additionally, students are burnt out from zoom meetings and have little motivation to pursue virtual extracurricular activities. Therefore, we thought of creating a one-day virtual design thinking challenge in partnership with the Trico schools. Students would come together to address a challenge presented by the City of Philadelphia. The challenge would incentivize students to attend because it gives them an opportunity to connect with the innovation ecosystem in the Swarthmore area and upon completion, they will obtain tangible outcomes for their skill development. Successful participants would obtain a certificate of completion that demonstrates their understanding of the design thinking model and they would enter to win a gift card. Their experience would motivate them to apply design thinking to other challenges they face and would establish a connection to the innovation resources available at Swarthmore.
Strategic Priority #6.3 (Haron 2020)

Swarthmore College prides itself on many departments that offer funding geared towards innovation and entrepreneurship. However, there is not much guidance for how new student innovators can get to move their ideas from an idea to an actual implementable project. This is the gap that my UIF project intends to fill. I am designing a 10 week Systems Thinking course that will guide new student innovators through the project design process. By so doing, this gives the students a good grasp of the issue area they want to address as well as what leverage points exist. These new student innovators will also have access to seasoned Social Innovation Lab Associates who have successfully undergone this process and worked on projects. By setting up a feedback channel between new innovators and the experienced ones, the new student innovators will have a lot to gain.


Related Links

Related Links

Swarthmore College Overview

Swarthmore College Student Priorities

2019 Swarthmore University Innovation Fellows

Christopher Gaeta

Emma Parker Miller

Ray Sidener

Nancy Yuan


2018 Swarthmore University Innovation Fellows 

Hanan Ahmad

Cassandra Stone 

Lamia Makkar

2017 Swarthmore University Innovation Fellows

Michelle Ma

Omri_Gal

Natasha_Markov-Riss

Mariam_Bahmane