Wash & Learn Initiative (WALI) Employed

In today's world, many low-income workers with unpredictable working hours or without at-home internet do not have the time or resources to train for new skills and jobs, whether through virtual or in-person programs. In response, Libraries Without Borders US (LWB US) is designing WALI Employed: a simple approach that brings career readiness programs and resume building workshops directly to the neighborhood laundromat. By providing easy and reliable access to high quality and affordable learning, skill-building, and training opportunities at the laundromat, WALI Employed supports workers in low-income, low quality jobs as well as those facing unemployment. The approach builds on LWB US’ current Wash and Learn Initiative (WALI), which exists in over 8 states and allows laundromat customers to access classes from the local library, digital resources, and health, financial, and legal services while they wait for their laundry.

Since the 1990s, the US has seen a secular decline in job quality. While the demographics of low-wage workers are diverse, female, Latino/Hispanic, and Black workers are all over-represented relative to their total share of the US workforce. 

For these low-wage workers, unemployment is more likely than successfully moving up the job ladder. Only a small percent of low-wage workers transition into better jobs, as many lack the required skills or training to access these jobs. However, the required skills and training are often unattainable; without the money and time, most low-wage workers are unable to enter the right training programs. Worsening this problem, in a 2015 study conducted by the Pew Research Center, 90% of recent job seekers used the internet to research jobs, and 84% applied to a job online. However, low-wage workers are often cut-off from internet access and digital devices, with 44% of adults in households with incomes below $30,000 a year lacking at-home internet.

 LWB US recognizes that libraries provide the internet access and career services low-income workers need to improve their working conditions. Unfortunately, for low-wage workers in jobs with unpredictable or erratic hours, the barriers to accessing libraries are often insurmountable.

Through WALI Employed, LWB US will bring holistic worker support and employment education resources directly to low-income, urban workers through a partnership with public libraries, workforce development boards, and laundromats. WALI Employed stems from LWB US’ national initiative, the Wash and Learn Initiative (WALI), which transforms laundromats into access points for digital learning and community development. 

WALI Employed will work with laundromat owners to install computers and internet connections at laundromats. LWB US will download curated resources on the computers, including a coordinated collection of MOOCs and guides covering topics from resume building to job searching online. Depending on a COVID-19 vaccine, LWB US will instead distribute computers with “WALI Employed” resources to low-wage workers who frequent the laundromat and are in transition or facing unemployment. Since March 2020, LWB US has distributed computers, hotspots, and curated educational resources to laundromat patrons through its ConnectED program.

Secondarily, WALI Employed will incorporate monthly, in-person workshops at the laundromat. LWB US will work with partners to coordinate these worker-focused workshops and will determine times and topics for the workshops through surveys with laundromat patrons. If in-person services are not feasible, LWB US will offer these workshops virtually to WALI Employed computer recipients. 

WALI Employed serves low-wage workers looking to transition or facing unemployment who are unable to access the information needed to obtain a higher quality job and improve their financial stability. By transforming laundromats into hubs for career services and employment resources, LWB US will serve the laundromats’ primary users: renters earning less than $28,000 a year. Specifically, LWB US will target these low-income workers who lack access to at-home internet or a digital device; are unaware of online training resources, such as MOOCs; lack the funds to pursue certificates to advance their careers; and/or have irregular working hours. 

WALI Employed will impact low-wage workers by supporting their career advancement through the provision of curated employment support and resources at the laundromat. Additionally, WALI Employed will offer stipends to highly engaged laundromat patrons, allowing them to obtain the necessary certificates for this career advancement. Further, WALI Employed will support workers’ careers by providing the digital literacy tools and resources needed to search for and apply for jobs while waiting for their laundry to wash and dry. Finally, WALI Employed will boost workers’ income and improve their family’s well-being by providing financial support services, including training on work support benefits.

WALI Employed is an ideal match for this challenge because it provides low-wage workers in transition or facing unemployment with curated employment resources and access to critical technology, including the internet, computers, and printers. 

By transforming the laundromat into a workforce development hub, WALI Employed ensures that low-wage workers without the funds, time, transportation, or digital means to visit their local library or workforce board have access to high-quality, affordable career training. WALI Employed meets workers where they are with the information they need most.

2 full-time and 1 intern

LWB US believes that access to information, culture, and education are critical for the emancipation of populations historically subject to discrimination and disinvestment. Building a diverse, equitable, and inclusive organization is necessary to achieve this mission. 

Internally, LWB US pushes minority representation when hiring. Showcasing this commitment, over 70% of LWB US’ staff identifies as female, 70% LQBTQ+, and 70% non-white. In addition, LWB US emphasizes transparency and collaboration by inviting all staff to bi-annual Board meetings and providing monthly forums for staff to anonymously discuss issues of their choice. Finally, in September 2020, LWB US launched an Anti-Racist Taskforce, formed of staff and board members, to advise LWB US on integrating anti-racist policies and procedures. 

Externally, LWB US utilizes human-centered design when initiating or expanding any project. LWB uses surveys, town halls, and discussions with the community and key stakeholders to best understand the community’s needs and desired solutions. 

WALI Employed is innovative because of its collaborative and adaptable approach, ensuring that low-wage workers with unpredictable working schedules or without transportation resources and digital tools have access to high quality career training services. 

In terms of collaboration, WALI Employed is innovative in recognizing that today, training programs, coding bootcamps, and employment resources exist in a plethora of forms via local workforce development programs and the internet. The problem, however, is thousands of low-wage workers in transition or facing unemployment do not have the digital tools and skills, transportation means, or the time to access these resources. Therefore, WALI Employed curates resources that already exist and ensures their accessibility for workers at the laundromat. 

In terms of adaptability, WALI Employed is designed to be responsive when the needs of the community change. Depending on a COVID-19 vaccine, for example, WALI Employed can easily transition to distributing technology and operating virtual programs from home for a subset of low-wage workers who typically frequent WALI laundromats. Additionally, through surveys with WALI laundromat patrons, LWB US will adapt curated resources on the computers as well as the times and topics of the training workshops. 

Larger public institutions, such as the library and workforce boards, that provide employment resources and workforce development programs are often unable to experiment with unique strategies that bring educational resources directly to communities who are most in need. WALI Employed is this unique innovation, advancing equity by providing critical resources to low-wage workers where they are, when they are available.

WALI Employed leverages technology to advance a new model that provides low-wage workers with access to affordable and high-quality job training, tools, and employment resources. 

WALI Employed primarily leverages technology through the provision of internet access, printers, and computers at laundromats. LWB US will then download curated employment resources (including MOOCs, training videos, and how-to guides) into an easily viewable folder on the computers’ homepages. Low-income workers using the laundromat’s services will thus have visible and easy access to these curated resources—all while waiting for their laundry to wash and dry. Additionally, LWB US will provide stipends for patrons heavily engaged in WALI Employed to pursue training certificates, leveraging the provided technology so workers can access these certificate programs. Those who receive stipends will be required to participate in focus groups about the program

Depending on the status of a COVID-19 vaccine in 2021, LWB US is prepared to leverage technology to safely support low-income workers. Building on its current ConnectED program, LWB US will distribute computers and hotspots with curated WALI Employed resources to a subset of low-wage workers who are regular patrons of the laundromat. LWB US will then offer monthly workshops virtually to these worker recipients.

Finally, LWB US is launching a Wash and Learn Initiative (WALI) website in early 2021, designed for and with WALI participants. This website will include calendars of workshops and events at all WALI laundromats. LWB US will leverage this website to support low-income workers nation-wide by incorporating WALI Employed curated resources.

Since the launch of LWB US’ initial Wash and Learn Initiative (WALI) laundromat in the Bronx in 2016, LWB US has expanded WALI to over eight US states. A key component of this expansion, LWB US has partnered with outside agencies to evaluate the effectiveness of providing access to information in laundromats.

In 2018, Dr. Susan Neuman, Professor of Childhood and Literacy Education at New York University, conducted a two-phase pilot experimental study of New York laundromats equipped with literacy resources. While this study focused on early childhood literacy outcomes, Dr. Neuman observed that laundromats equipped with educational resources serve as important incubators of early literacy development. 

In Baltimore in 2019, LWB US commissioned Inciter to study key outcomes of  LWB US’ four Baltimore WALI laundromats, focusing on digital literacy, civic engagement, and access to resources. The evaluation is still ongoing due to the COVID-19 pandemic. However, from June 2019 through February 2020, Baltimore WALI facilitated over 2,060 educational interactions with laundromat patrons. In addition, from July 2019 through November 2019, LWB US recorded 14,198 online visits through the tech provided at the four Baltimore WALI sites.

WALI Employed is an innovative idea that expands on this successful WALI model and targets low-income workers in transition or facing unemployment. With support from MIT SOLVE and local workforce boards, LWB US will pilot the WALI Employed solution in WALI laundromats in Detroit, MI, collecting data and measuring impact to then scale in WALI laundromats nationwide. 

WALI Employed will ensure that low-wage workers have access to sustainable jobs and livelihoods in the new economy. Outputs are targeted for December 31, 2021.

• Activity #1: Install computers, printers, and internet connections at WALI laundromats.

• Output #1: Internet connection, one printer, and four computers installed in Detroit’s three WALI laundromats. 

• Activity #2: Provide curated, employment-focused, educational resources and skill-building tools at WALI laundromats, downloaded onto the provided computers. 

• Output #2: WALI Employed curated resources, downloadable on any digital device (including WALI computers and LWB US’ WALI website).

• Activity #3: Partner with local workforce boards to provide in-person monthly workshops at laundromats.

• Output #3: Monthly, worker-designed and worker-centric workshops at the 3 Detroit WALI laundromats.

• Activity #4: Provide certificate stipends to low-income workers at the laundromat.

• Output #4: Funds to cover training certificates for 15 workers at Detroit WALI laundromats. 

• Activity #5: Evaluate and monitor progress on these outputs and outcomes. 

• Output #5: WALI Employed best practices, to be added to LWB US' WALI toolkit (a tool for partners nation-wide to easily implement their own WALI)

Each output is associated with a specific outcome. Outputs 1, 2, and 3 will ensure low-income workers have reliable access to employment resources and training at a convenient time. Output 4 will allow low-income workers to earn certificates. Outputs 1 and 3 will provide low-income workers with access to digital literacy skills and tools. These outcomes increase access to high quality and affordable learning, skill-building, and training for low-income workers in a job transition or facing unemployment.

A study by the McKnight Foundation’s Family Forward Initiative showed that, after two years, participants (located in MN) of a workforce development training program experienced a wage growth of 12%, compared to a wage growth of 3% for low-income workers in MN during the same time period. Another study by MDRC showed that programs offering participants eased access to funds for training substantially increased workers’ receipt of certificates and licenses. Finally, the Charlottesville Works Initiative, an organization that helps low-income workers pay for certificate programs, found that 86% of those who completed the trainings found jobs.

Within the next year, LWB US will expand WALI Employed to its three Wash and Learn Initiative (WALI) laundromats in Detroit. By the end of 2021, 70% of engaged program participants will increase their income; 60% of engaged participants in transition will move to a higher quality job; and 60% of unemployed participants will find employment. To accomplish these goals, LWB US will:

• Hire a Detroit project coordinator to manage the implementation and expansion of WALI Employed

• Conduct a minimum of 10 in-person (or virtual, depending on a vaccine), worker-focused workshops in each of the 3 Detroit WALI laundromats

• Install 4 computers, a printer, and internet connection at each of the 3 Detroit WALI laundromats

• Provide funding for 15 laundromat patron, low-wage workers to attain training certificates 

• Establish a WALI Employed coalition, consisting of Goodwill career services in Detroit, the Detroit Workforce Development Board, and the Detroit Public Library

Within the next five years, LWB US will establish a nationwide coalition of libraries and workforce development boards in order to support the expansion of WALI Employed to 50 WALI laundromats across the US. LWB US will also hire a project manager to implement and evaluate the scale and expansion of WALI Employed. This expansion will serve a minimum of 10,000 workers. 80% of the workers engaged in WALI Employed will attain a higher income within three years; 65% of those facing unemployment will find a job after 3 years; and 65% of those in transition will attain higher-quality jobs. 

At the start of 2020, the COVID-19 pandemic challenged organizations across the world and heightened the difficulties many low-income workers face in temporary jobs and with a shrinking economy. In these uncertain times, LWB US rapidly switched projects to provide immediate relief for workers across the US most affected by the crisis. A critical component of this work, LWB US launched the ConnectED program, which provided computers, hotspots, books, and other resources to low-income workers through laundromats and other community spaces and partners. Now, LWB US plans to redesign and reopen its Wash and Learn Initiative (WALI) in early 2021, in-line with COVID-19 safety standards, while also maximizing new partnerships and best practices developed during its rapid response work. Currently, LWB US is surveying WALI laundromat patrons to ensure a re-opened WALI effectively meets their needs. However, if the pandemic keeps businesses closed past the start of 2021, LWB US will once again reimagine how it can safely serve low-income workers.

Additionally, libraries currently serve as the central partner for LWB US’ programs, supporting its capacity to offer in-person programming and to scale to other locations across the US. In certain cities, however, libraries may be at the whim of elected representatives who may squash a call for expanded outreach activities, even when all evidence points to its success and impact. With libraries as the central partner for WALI and, by extension, WALI Employed, constricted library activity would limit the scale and expansion of WALI Employed across the US. 

Because the future of a COVID-19 vaccine remains uncertain, LWB US is prepared to advance solutions that serve the training needs of low-income workers while ensuring their safety. While laundromats are an essential business and have consistently remained open during lockdowns, LWB US acknowledges that many residents do not feel safe accessing resources in a public space due to transmission risks. Therefore, one solution is to use LWB US’ successful ConnectED Technology Kit program as a model for safely providing critical digital resources, digital literacy skills, and curated educational resources to low-income workers. Specifically, LWB US will work with its WALI laundromat owners to distribute hotspots and computers to low-income, low-wage workers either in transition or facing unemployment. Recipients will be able to access downloaded WALI Employed resources and virtual workshops at home. This project serves a limited number of residents but enables LWB US to safely continue providing high-quality services from residents’ homes. 

To mitigate the risk of political pitfalls constricting library services, LWB US is actively building partnerships with other organizations that can continue providing services at laundromats even if library staffing must shrink. To ensure the scalability of WALI Employed, LWB US would thus use the funding and support provided by MIT SOLVE to expand partnerships with Goodwill career services as well as workforce development boards. Cities with limited library resources can then lean more heavily on another partner to ensure effective worker support and career training services are provided via WALI Employed. 

LWB US would like to collect data showing:

• The percentage of WALI Employed users who learn digital literacy skills through the program, then use those skills overtime to advance their careers and earn a higher income 

• The percentage of WALI Employed users who obtained a certificate through the program, then used this certificate over time to advance their career and earn a higher income 

• The percentage of WALI Employed users consistently attending the monthly workshops who earn a higher income after one, two, three, and five years of engagement with the program

• The percentage of engaged WALI Employed users, currently not receiving work support benefits, who successfully apply for and receive these benefits

• The financial stability of WALI Employed users and their families after one, two, three, and five years of engagement with WALI Employed

Pre-2020, LWB US did not have the resources nor capacity to measure this data.

Drawing on ten years of international programs, LWB US began creating pop-up libraries in New York and Detroit in 2015. With the support of the New York Public Library (NYPL) and the Detroit Public Library (DPL), LWB US developed tools and techniques to bring library services into public parks, bus stations, street corners, waiting rooms, and laundromats. In 2016, capitalizing on the success of laundromat programming, LWB US partnered with DPL to pilot the Wash & Learn Initiative (WALI). 

For nearly every adult laundromat customer, access to computers and digital skills was a key barrier to employment and healthy living. LWB US and DPL thus designed laundromat spaces with bookshelves for reading, computers for digital access, and public internet. LWB US has since transformed nearly 20 laundromats into community learning centers in eight states, including California, Michigan, Minnesota, New York, Maryland, and Texas. In the development of each of these WALI laundromats, LWB US remains grounded in its commitment to the principles of human-centered design. These principles approach problem solving through the lens of the user at every stage of the process. The successful expansion of WALI across the US reflects LWB US’ commitment to and expertise in engaging projects’ constituents in the formation, implementation, evaluation, and scale of each project.

Using the skills developed from the successful advancement of WALI, LWB US now seeks to adapt this model to serve the needs and interests of those hit hardest by COVID-19 and a shrinking economy—namely, low-income, urban workers at the laundromat. 

As a national organization, LWB US designs and incubates new programs in partnership with local, community-based organizations. This model includes numerous partners in more than 8 states and at every level, from local libraries and non-profits to government agencies, philanthropies, and small businesses like laundromats and housing developers. 

In Detroit, LWB US is partnered with over 6 organizations and three local laundromats. The John S. and James L. Knight Foundation and the Community Foundation for Southeast Michigan supported the launch of Detroit WALI in 2018 and 2019. The Detroit Public Library provides three hours a week of early childhood, reference, and digital programming at each of the three Detroit WALI laundromats, and doctors from Authority Health provide two hours weekly of health support on a walk-in basis at the laundromats. Finally, Great Start and Brilliant Detroit conduct educational programming to support families at the laundromat.

On a national scale, LWB US is partnered with the National Institutes of Health (NIH), Institute of Museum and Library Services (IMLS), and regional library associations. The NIH provides funding to support WALI Health: a collection of health literacy resources and programs to be implemented in WALI programs nationally. IMLS funds the national expansion of WALI as well as LWB US’ innovative work bringing library services to manufactured housing communities (pejoratively known as trailer parks). Finally, partnerships with the regional library associations support the expansion of LWB US programs nationwide.

Libraries Without Borders US facilitates access to information, education, and cultural resources in order to promote equity by innovating how under-resourced families and individuals access library resources and vital information services. LWB US ensures that all people in the United States, especially those communities historically subject to systemic discrimination, have the tools and skills to make informed decisions and to engage locally.

LWB US utilizes a community centered approach to understand a community’s needs, ensure responsive programming, and continuously improve the project. This human-centered design model brings marginalized populations to the forefront of LWB US’ work by including their voices in every stage of a program.

Locally, LWB US pilots projects that support libraries’ and other public agencies’ ability to innovate and sustain programs that effectively respond to a community’s changing needs. At the same time, LWB US fosters strong relationships with regional library associations and national organizations (NIH, NNLM) to support the scale of LWB US programs.

The entirety of this business model focuses on three key strategies: closing the digital divide, innovating and expanding the use of libraries, and meeting people where they are. For under-resourced workers, LWB US thus provides access to critical digital tools and career support services so workers can learn English, search for jobs, create resumes, and access or apply for benefits. The style of WALI Employed—working in laundromats—reflects LWB US’ commitment to reaching families in a manner that is accessible and approachable.

LWB US’ business model and resources focus on creating innovative pilots that public agencies can ultimately sustain and scale. Financially, this model enables LWB US to maximize available funds and to yield high returns on investment for each grant or donation. 

Since its launch in 2008, Libraries Without Borders has developed a strong partner network consisting of governmental funders, foundations, corporate partners, and individual donors. In 2019, LWB US received 5% of its revenue in donations, 28.9% in public funding, and 66.1% in private grants and contributions. LWB US plans to continue utilizing all three funding methods to sustain programs in 2021 and beyond. 

In addition, LWB US is working towards the creation of a business model that would decrease its reliance on grant funding. Current methods to increase non-grant funding in 2021 include launching a monthly donor program and developing a corporate business strategy to improve relationships with corporations. Finally, LWB US is building out its advisory council and increasing communication with board members, with the goal of launching a major donor program in 2022 to decrease reliance on grants and increase sources of flexible funding.

LWB US has raised funds from three key funders to support the launch of WALI Employed. These funders include the National Institutes of Health (NIH), Institute of Museum and Library Services (IMLS), and the Community Foundation for Southeast Michigan (CFSEM). 

The NIH provided $39,072 to LWB US in 2020 and an additional $106,824 in 2021 to facilitate health literacy programs inside laundromats. With these funds, LWB US is able to install curated WiFi hotspots at select WALI laundromats across the US as well as build relationships with library systems and public health organizations to offer health literacy workshops during WALI laundromats’ peak hours. 

In addition, IMLS provided a three-year $250,000 grant to support LWB US’ expansion of WALI nationally. These funds support the development of the WALI toolkit, which effectively serves as a “how to” guide for libraries to develop tailored outreach initiatives in laundromats nationally. 

Finally, CFSEM provided LWB US with $21,900 in 2019 to partner with local laundromats and build out three pilot WALI laundromats in Detroit. 

While none of these funders specifically fund WALI Employed, they all fund WALI both in Detroit and nationally. These funds laid the groundwork for WALI Employed by providing LWB US with the resources to develop relationships with local laundromats and community organizations and to scale WALI across the country. Now, LWB US seeks funding to coordinate WALI Employed resources and implement workshops that build on this existing WALI framework.

LWB US seeks to raise $210,000 for WALI Employed by June 2021, via a mix of grant funding and donations.

LWB US expects to raise $100,000 of this $210,000 total through grants. Potential funders include MIT SOLVE, the Knight Foundation, and the Community Foundation for Southeast Michigan. These funds will all support the launch of WALI Employed in Detroit in 2021.

Through individual donations, LWB US expects to secure $10,000. These funds will be raised through end of year fundraising campaigns and events as well as via a monthly donor program, set to launch in spring 2021. 

For the remaining $100,000 of the $210,000 total, LWB US seeks to build out a similar worker-focused project, but centered on LWB US’ manufactured housing initiative. While the purpose and concept of this project is nearly parallel to that of WALI Employed —providing high quality and accessible curated employment resources and career training services—this initiative will build worker education labs in manufactured housing communities (pejoratively known as "trailer parks"), rather than in laundromats. This parallel project recognizes that while laundromats serve as effective sites to support urban workers, rural workers do not have the same capacity to access their neighborhood laundromat. To raise funds for this project, LWB US is currently a semi-finalist for the Innovation Fund competition, launched by The Workers Lab.

General expenses:

• Libraries Without Borders US’ total estimated expenses for 2021 is $887,984. 

  • The total for operations and project expenses is $631,524. 

  • The total for general expenses is $256,460.

• Libraries Without Borders US current secured revenue is $682,910.

WALI Employed Expenses:

• To effectively launch WALI Employed in Detroit, LWB US estimates expenses to be $110,000.

Libraries Without Borders US is applying to this challenge to build out its solution for creating long-term pathways to jobs. Specifically, LWB US is applying due to the monetary resources and partnership opportunities provided to challenge winners. 

In terms of monetary resources, LWB US is seeking funding to design and build out the worker-focused resources of WALI Employed. This funding will provide LWB US with the tools to curate WALI Employed resources into easily downloadable content; hire a project coordinator to oversee WALI Employed; and evaluate and assess the impact of WALI Employed. 

In terms of partnership opportunities, one of LWB US’ main barriers to success is its reliance on libraries as the core anchor partner for WALI and, by extension, WALI Employed. Because political will can lead to constricted library activity, LWB US is actively looking to expand its partnerships with other, qualified, trusted institutions that have extensive experience in the field of workforce development. Primarily, winning this challenge would allow LWB US to partner with Michigan Works! and to develop the WALI Employed solution in partnership with workforce development experts.

Finally, this MIT SOLVE challenge will connect LWB US with other funder networks, building the sustainability of the project and expanding the opportunity for key collaboration between different segments of the nonprofit industry. Both MFF and New Profit offer the vision, community, and resources LWB US requires to develop WALI Employed curated resources with a team of experts and to ensure the sustainability and scale of the solution.

LWB US specializes in designing new models for community engagement, curating existing resources, leveraging local partners, and creating pathways to scale and to sustain successful pilots. LWB US looks to its partners, especially groups like Goodwill and Michigan Works!, to help determine appropriate curriculum and content for WALI Employed and to offer monthly teaching workshops at the three laundromats. These partners will also help LWB US scale the project nationally and engage new partners once LWB US gathers data and a proof-of-concept surrounding WALI Employed in Detroit. Other partners include the Detroit Public Library and regional library associations, who have consistently supported LWB US in scaling and sustaining pilots. 

Product/service distribution: 

• Curating high quality employment resources

• Monthly teaching workshops at the laundromats

Libraries Without Borders US looks forward to partnering with MIT SOLVE and its associated partners for the Reimagining Pathways to Employment in the US Challenge.

To support the launch of the WALI Employed pilot in Detroit, LWB US is excited to partner with Michigan Works! and Goodwill Detroit career services. Currently, LWB US organizes Wash and Learn Initiative (WALI) laundromats in the following Detroit zip codes: 48238, 48227, and 48234. Through a partnership with Michigan Works! and Goodwill Detroit career services, LWB US will be able to meet with experts to design WALI Employed curated resources that are specific to residents of these Detroit communities. Additionally, LWB US would like to partner with these two organizations to provide in-person, monthly workshops and Q&A sessions for workers at the laundromats. 

To support the scale and expansion of WALI Employed across the US, LWB US would like to partner with workforce development boards and Goodwill career services across the country. LWB US will then be able to launch WALI Employed in every city possessing neighborhood laundromats, a Goodwill, and a workforce development board.

Finally, LWB US is excited to partner with MIT SOLVE, the Morgridge Family Foundation, and New Profit to connect with change-makers and leaders innovating in the fields of education and workforce development. LWB US will use these organizations’ connections to expand its own partner networks and increase the educational resources available at every Wash and Learn Initiative (WALI) laundromat and, more specifically, at every WALI Employed location.