Post on 07-Nov-2014
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ScalingCity Year’s ImpactGrowth plans to reach 50% of the off-track students in City Year’s 20 U.S. locations
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Last year at City Year’s National Leadership Summitin Washington DC, with Secretary of Education Arne Duncan’s support, City Year announced a major new initiative to address the nation’s high school dropout crisis – In School & On Track: A National Challenge. Through this initiative, City Year seeks to significantly increase the nation’s urban graduation pipeline – the number of students who reach the 10th grade on track and on time. City Year’s goal is to reach at least 50% of all the students who are falling off-track in City Year’s 20 U.S. locations, which will require expanding the number of corps members from 1,500 to more than 6,000 nationally.
Every 26 seconds another student gives up on school, resulting in more than one million American high school students who drop out every year. Over the next decade, this will cost the nation $3 trillion. In urban public schools that serve primarily low income and Latino or African American youth, between 40% and 60% of entering freshmen do not graduate from high school. Nationally, 40% of African American, 33% of Latino and 8% of Caucasian students attend a high school with a 40% or higher drop out rate. The results of this failure rate are devastating, both to the young adults who give up on school and to their communities. Dropouts are more likely than high school graduates to be unemployed, in poor health, living in poverty, on public assistance, and single parents with children who drop out of school. On average, they earn more than $1 million less over a lifetime than do college graduates. They are three times more likely to be unemployed, disengaged from civic life, and are eight times more likely to be in prison or jail than graduates. For a single young adult such a fate can be tragic, but when the majority or near majority of students from entire neighborhoods and communities fail to graduate, the social and economic costs are profound and far reaching. Costs to communities mount in public health, crime and welfare payments, loss of tax revenue, and the creation of an underclass of citizens.
Fortunately, recent research has emerged from the Johns Hopkins University that sheds valuable light on the high school dropout crisis. Of the more than one million youth that drop out from school each year, we know that 50% of the nation’s dropouts come from only 12% of the high schools, which are located predominantly in urban, high poverty, minority communities. Research also tells us that as early as 6th grade, students begin to demonstrate signs that they are likely to drop out. These signs are called “Early Warning Indicators” and consist of: poor attendance, poor behavior,
and poor course performance in math or English. When a student in an urban public school exhibits even one of these indicators when they are in 6th grade, that student has a 75% chance of dropping out.
City Year supports school districts’ efforts to turn around the lowest-achieving schools by providing whole school and focused supports at the required scale and intensity to ensure students stay in school and on track to graduate. To address the early warning indicators, City Year has developed a model for supporting students and teachers in high-poverty schools, called Whole School, Whole Child. The Whole School, Whole Child model leverages City Year’s unique assets to provide a holistic portfolio of research-based academic interventions, extending learning programs, and activities that foster a school-wide climate of achievement. By deploying City Year teams to the subset of high schools and the middle and elementary schools that disproportionately generate dropouts, City Year will help ensure that students are on a path to succeed in school and graduate prepared for college and career.
Since last year’s Summit, City Year sites have engaged their local school districts, mayors, community leaders, educators, private sector champions and board members in this effort to reverse the trajectory for students at-risk of dropping out of school and the response has been overwhelmingly positive. We introduced a set of guideposts for sites to achieve National Impact Site status, ensuring sites have the resources, capacity and local support to advance scale and impact goals. As a National Impact Site, local communities will be positioned as an innovative national model leveraging national service to address the high school dropout crisis.
In this Scaling City Year’s Impact book, we are sharing the City Year site scale plans, that collectively outline City Year’s In School & On Track challenge. At scale, City Year’s 20 U.S. sites would deploy 6,223 corps members to 519 schools, annually reaching over 432,300 students, including 125,166 off-track students. We are actively partnering with local stakeholders in all of our markets to support local plans to scale City Year to serve in the subset of schools that generate half of the city’s dropouts, ensuring that students in all of our communities are on a path to graduate and succeed as productive engaged citizens.
For more information, contact Christine Morin, Vice President of Site Growth and New Site Development at cmorin@cityyear.org or visit www.cityyear.org/inschool_ontrack.aspx
As we think about what City Year can do going forward we need greater scale so that in all of your locations, we think about doubling, tripling, quadrupling your presence…I’m convinced that City Year is perhaps uniquely positioned to be our partner and to be the partner at the local level to transform schools that have historically struggled.
– U.S. Secretary of Education Arne Duncan
“”
Information is current as of May 18, 2010
Shared Impact Goal: A goal that is shared by local stakeholders, including the superintendent, mayor, teachers, state service commission, site board and philanthropic champions to scale City Year’s impact through the strategic deployment of Whole School, Whole Child teams. Stakeholders commit to a plan that will reach at least 50% of children who are off track or are in danger of falling off track within a district or high-need region.
Champion: A lead champion, fully committed to the scale plan’s success, who has convening power and access to essential resources.
Scale Plan: City Year Headquarters will provide staff resources to facilitate the development of a scale plan in partnership with local stakeholders. This includes a timeline and plans for: team deployment, resource/capacity development, program development, staff and corps recruitment and multi-year diversified revenue strategy.
Lead Investor: $1 - 5 million multi-year investment, depending on market size, to develop capacities required for scale.
Strategic Partnership with School District: A formally executed strategic partnership with the local superintendent committing support of $100,000 annually per City Year team, ideally inclusive of a minimum commitment by each partnering school. The partnership will include a commitment to data-driven instruction, as demonstrated by the full integration of the City Year team into school instruction, program, practices and systems. District shares goal of strategic deployment of City Year teams to feeder schools with a high percentage of the district’s off-track students.
Mayoral and City Support: Formal support from the Mayor and City in the form of funding, support letter and in-kind transportation passes for corps members.
AmeriCorps Support: The State Commission administering AmeriCorps funds strongly endorses City Year’s impact plan.
Multi-year Funding: Pledges totaling at least 90% of the non-federal (AmeriCorps) funding required over four years, including school district commitment, city funding, 100% of teams sponsored for at least three years and local investment in City Year’s Individual Giving Circles with at least two Founder Circle members and 10 Champion Circle members.
Board Leadership: Experienced Board Chair committed to City Year for three to five years. Board self-assessment completed by Chair in order to identify board development needs to support scale plan. Established standard committee/chair structure and 100% participation in board giving.
Operational Readiness: As determined by the Office of Site Leadership, key programmatic and personnel objectives are met to ensure operational readiness, including experienced site senior leadership, strategic plan aligned with scaled impact strategy, staffing plan to support growth, track record of success in corps recruitment and retention, established site training capacity and proven success implementing the Whole School, Whole Child model in multiple schools.
Scaling City Year’s Impact: National Impact Site Guideposts
Every 26 seconds a student gives up on school; one million Americans drop out every year and they are three times more likely than college graduates to be unemployed, and eight times more likely than high school graduates to be incarcerated. Research has shown that as early as 6th grade, students who demonstrate key off-track indicators relating to attendance, behavior and course performance in math and English, have a 75% probability of dropping out of high school. By implementing a scalable, outcomes-based service model focusing on the high schools and feeder middle and elementary schools that disproportionately generate dropouts, City Year will keep students from high-poverty communities on track to succeed in school and graduate as productive, engaged citizens.
City Year’s National Impact Site (NIS) designation affirms local strategies to scale City Year’s impact and reach 50% of the students who are off track or falling off track within a district or high-need area. Headquarters will provide increased financial and human capital, which includes leveraging senior leadership to secure resources, helping develop a scale plan in partnership with stakeholders, expanding staff and corps member recruitment capacities, supporting local evaluation and program development and providing national marketing and communications support.
The following National Impact Site guideposts, approved by the City Year, Inc. Board of Trustees, are designed to ensure that City Year’s National Impact Sites are developed in a manner that is operationally sound and sustainable. The Board of Trustees will vote to authorize National Impact Site Designation once the following guideposts are met:
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is BOSTOn
A Plan to Keep Boston Students In School and On Track
Stu
dent
s S
erve
d
500
400
300
200
100
120
173
353
251
4,000
6,550
10,540
15,830
22,710
Cor
ps M
embe
rs
25,000
20,000
15,000
10,000
5,000
Corps Members
Students Served
100
City Year Boston achieves National Impact Site status
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served
Off-Track Students Served
4,000
600
6,550
2,040
10,540
2,950
15,830
4,400
22,710
6,240
Schools Served 10 12 18 25 35
Resources Required
Federal AmeriCorps $1,447,000 $2,086,000 $3,026,000 $4,256,000
School District/City $1,200,000 $1,730,000 $2,510,000 $3,530,000
Private Sector Support Needed $2,037,000 $2,308,000 $2,635,000 $3,070,000
$4,684,000 $6,124,000 $8,171,000 $10,856,000 Total
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Boston seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Boston would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Boston’s 353 corps members would reach over 22,000 students, including 6,200 off-track students.
$10M $455M** 4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
≈55% of off-track students in Boston
Corps size estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Chicago Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Chicago seeks to serve in the subset of schools that generate 50% of the dropouts within high need zones, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Chicago would aim to reach half of the off-track students in three high need zones (Englewood, North Lawndale and Austin), thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Chicago’s 530 corps members would reach over 29,500 students, including 10,400 off-track students.
700
500
300
100
4,900
Cor
ps M
embe
rs
30,000
Stu
dent
s S
erve
d
Corps Members Students Served
$20M $759M** 4- YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Long Term
Schools/Students Served
Total Students Served 4,900 8,380 9,930 12,870 16,600 29,510
Off-Track Students Served 1,300 3,200 3,900 4,800 6,000 10,400
Schools Served 12 12 12 15 19 34
Resources Required
Federal AmeriCorps $1,858,000 $2,246,000 $2,736,000 $3,431,000 $5,814,000
School District/City $1,875,000 $2,266,000 $2,760,000 $3,462,000 $5,934,000
Private Sector Support Needed $1,933,000 $2,768,000 $3,266,000 $3,831,000 $6,289,000
$5,666,000 $7,280,000 $8,762,000 $10,724,000 $18,037,000 Total
108
8,380
163
9,930
197
12,870
240
16,600
301
29,510
530
15,000
City Year Chicago achieves National Impact Site Status
50% of off-track students in
three high need zones
Note– City Year Chicago has a goal of growing to 300 corps members by FY14. Long term goal shown is illustrative of the corps size needed to reach 50% of off-track students in three target neighborhoods beyond FY15. Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
CHICAGO
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Cleveland Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Cleveland seeks to serve in the subset of schools that generate 50% of Cleveland’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Cleveland would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Cleveland’s 174 corps members would reach over 15,000 students, including 3,700 off-track students.
200
150
100
50 2,900
Cor
ps M
embe
rs
15,000
7,500
Stu
dent
s S
erve
d
Corps Members Students Served
$5.2M $270M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
2,900
700
4,960
1,300
6,000
1,600
7,840
1,900
11,240
2,700
15,160
3,700
Schools Served 5 8 10 12 17 23
Resources Required
Federal AmeriCorps $684,000 $844,000 $1,037,000 $1,471,000 $1,984,000
School District/City $600,000 $740,000 $910,000 $1,290,000 $1,740,000
Private Sector Support Needed $570,000 $740,000 $964,000 $1,242,000 $1,682,000
$1,854,000 $2,324,000 $2,911,000 $4,003,000 $5,406,000 Total
45
4,960
60
6,000
74
7,840
91
11,240
129
15,160
174
≈ 50% of off-track students in Cleveland
City Year Cleveland achieves National Impact Site status
National Impact Site Plan
CLEVELAnD
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Columbia Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Columbia seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Columbia would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Columbia’s 61 corps members would reach over 3,700 students, including 650 off-track students.
$2.1M $48M** 4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served
Off-Track Students Served
1,164
200
1,805
300
2,349
450
3,256
600
3,773
650
Schools Served 3 5 7 9 10
Resources Required
Federal AmeriCorps $350,000 $482,000 $651,000 $735,000
School District/City $348,000 $480,000 $648,000 $732,000
Private Sector Support Needed $364,000 $527,000 $531,000 $683,000
$1,062,000 $1,489,000 $1,830,000 $2,150,000 Total
60
50
40
30
20
29
40
61
54
1,164
1,805
2,349
3,256
3,773
Cor
ps M
embe
rs
4,000
3,500
3,000
2,500
2,000
1,500
Stu
dent
s S
erve
d
Corps Members
Students Served
22
≈ 50% of off-track students in
Columbia
City Year Columbia achieves National Impact Site status
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
COLUMBIA
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Columbus Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Columbus seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Columbus would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Columbus’s 189 corps members would reach over 13,000 students, including 3,300 off-track students.
$4.4M $240M** 4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
1,300
350
2,370
800
3,900
1,100
4,850
1,400
6,860
1,800
13,350
3,300
Schools Served 4 5 7 9 12 21
Resources Required
Federal AmeriCorps $513,000 $684,000 $855,000 $1,140,000 $2,155,000
School District/City $450,000 $600,000 $750,000 $1,000,000 $1,890,000
Private Sector Support Needed $505,000 $609,000 $838,000 $966,000 $1,478,000
$1,468,000 $1,893,000 $2,443,000 $3,106,000 $5,523,000 Total
1,300
13,300
10,300
7,300
4,300
1,300 30
2,370 45
3,900
60
4,850
75
6,860
100
13,350
189
180
140
100
60
20
Cor
ps M
embe
rs
Corps Members Students Served
City Year Columbus achieves National Impact Site
≈50% of off-track students in Columbus
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
COLUMBUS
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Detroit Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Detroit seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Detroit would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Detroit’s 474 corps members would reach over 26,000 students, including 9,400 off-track students.
$12.8M NET SOCIETAL BENEFIT
26,500
22,500
18,000
12,500
8,000
400
300
200
100
4,600
Corps Members Students Served
63
6,200 103
8,070
165
13,010
227
18,740
299
26,190
403
City Year Detroit achieves National Impact Site
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
4,600
700
6,200
2,400
8.070
3,900
13,010
5,300
18,740
7,000
26,190
9,400
Schools Served 8 10 16 22 29 39
Resources Required
Federal AmeriCorps $1,277,000 $2,046,000 $2,815,000 $3,707,000 $4,997,000
School District/City $1,030,500 $1,650,000 $2,270,000 $2,990,000 $4,030,000
Private Sector Support Needed $1,468,000 $2,074,000 $2,561,000 $2,848,000 $3,846,000
$3,775,000 $5,770,000 $7,646,000 $9,545,000 $12,873,000 Total
Cor
ps M
embe
rs
≈ 50% of off-track students
in Detroit
5-YEAR PRIVATE SECTOR SUPPORT NEEDED
$686M** Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
DETROIT
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
125
100
75
50
25
1,000
Cor
ps M
embe
rs
12,000
6,000
Stu
dent
s S
erve
d
Corps Members Students Served
$3.7M $102M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
1,000
150
2,420
400
3,630
600
7,020
900
7,620
1,000
11,000
1,400
Schools Served 3 4 6 9 10 13
Resources Required
Federal AmeriCorps $487,000 $730,000 $1,089,000 $1,217,000 $1,575,000
School District/City $418,000 $627,000 $935,000 $1,045,000 $1,353,000
Private Sector Support Needed $341,000 $609,000 $787,000 $904,000 $1,071,000
$1,246,000 $1,966,000 $2,811,000 $3,166,000 $3,999,000 Total
22
2,420 38
3,630
57
7,020
85 7,620
95
11,000
123
≈ 50% of off-track students
in LR & NLR City Year Little Rock/North Little Rock achieves National Impact Site
A Plan to Keep Little Rock Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Little Rock/North Little Rock seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Little Rock/North Little Rock would reach half of the off-track students in both cities, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Little Rock/North Little Rock’s 123 corps members would reach over 11,000 students, including 1,400 off-track students.
National Impact Site Plan
LITTLE ROCK/n. LITTLE ROCK
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Baton Rouge Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year seeks to serve in the subset of schools that generate 50% of dropouts in Baton Rouge, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year 229 corps members in Baton Rouge would reach over 16,000 students, including 4,600 off-track students.
250
200
150
100
50
2,000
Cor
ps M
embe
rs
20,000
10,000
Stu
dent
s S
erve
d
Corps Members Students Served
$7.2M $335M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
2,000
400
4,010
1,300
6,010
2,000
9,110
2,800
13,300
3,800
16,390
4,600
Schools Served 4 6 9 13 18 22
Resources Required
Federal AmeriCorps $806,000 $1,215,000 $1,723,000 $2,331,000 $2,840,000
School District/City $650,000 $980,000 $1,390,000 $1,880,000 $2,290,000
Private Sector Support Needed $793,000 $1,027,000 $1,446,000 $1,857,000 $2,136,000
$2,249,000 $3,222,000 $4,559,000 $6,068,000 $7,266,000 Total
40 4,010
65
6,010
98
9,110
139
13,300
188
16,390
229
≈ 50% of off-track students
in Baton Rouge City Year Baton Rouge achieves National Impact Site
National Impact Site Plan
LOUISIAnA: BATOn ROUGE
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep New Orleans Students In School and On Track
250
150
100
50
1,400
Cor
ps M
embe
rs
10,000
5,000
Stu
dent
s S
erve
d
Corps Members Students Served
$5.6M $204M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. Note- Plan assumes 50% of off track students in the RSD attend one of five RSD high schools, and that the majority of RSD high school students attend RSD schools in the middle grades (6-8). Off track students based on assumption that 60% of students are off track in five high schools and 15 feeder schools served. As more data become available for RSD schools in New Orleans, CY Louisiana will update its plan accordingly. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
1,400
600
3,100
1,100
4,230
1,500
5,390
1,900
6,140
2,300
7,680
2,800
Schools Served 3 8 11 14 16 20
Resources Required
Federal AmeriCorps $794,000 $1,091,000 $1,389,000 $1,587,000 $1,984,000
School District/City $640,000 $880,000 $1,120,000 $1,280,000 $1,600,000
Private Sector Support Needed $781,000 $923,000 $1,166,000 $1,265,000 $1,493,000
$2,215,000 $2,894,000 $3,675,000 $4,132,000 $5,077,000 Total
30 3,100
64
4,230
88
5,390
112
6,140
128
7,680
160
≈ 50% of off-track students
in the RSD–
New Orleans City Year New Orleans achieves National Impact Site status
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year seeks to serve in the subset of schools that generate 50% of dropouts in the Recovery School District (RSD) in New Orleans, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year would reach half of the RSD’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each Year, City Year 160 corps members in New Orleans would reach over 7,600 students, including 2,800 off-track students.
National Impact Site Plan
LOUISIAnA: nEW ORLEAnS
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Los Angeles Students In School and On Track
500
400
300
200
100
227
301
430 372 17,800
18,500
23,100
26,900
33,100
Cor
ps M
embe
rs
34,400
27,520
20,640
13,760
6,850
Corps Members
Students Served
City Year Los Angeles achieves National Impact Site status
$17M 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 12,000 17,800 18,500 23,100 26,900 33,100
Off-Track Students Served 2,000 3,700 4,900 6,200 7,500 8,500
Schools Served 12 15 16 19 21 24
Resources Required
Federal AmeriCorps $1,984,000 $2,588,000 $3,431,000 $4,241,000 $4,902,000
School District/City $1,914,000 $2,497,000 $3,311,000 $4,092,000 $4,730,000
Private Sector Support Needed $2,608,000 $2,886,000 $3,188,000 $3,953,000 $4,489,000
$6,506,000 $7,971,000 $9,930,000 $12,286,000 $14,121,000 Total
174
50% of off-track students in
three neighborhoods
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Los Angeles seeks to serve in the subset of schools that generate 50% of the dropouts within three high need neighborhoods, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Los Angeles would aim to reach half of the off-track students in three high-need neighborhoods (Boyle Heights, Pico Union and Watts), thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Los Angeles’ 430 corps members would reach over 33,000 students, including 8,500 off-track students.
122
12,000
$620M** Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
LOS AnGELES
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Miami-Dade Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Miami seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Miami would reach half of Miami-Dade’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Miami’s 429 corps members would reach over 8,500 students, including 4,300 off-track students.
$13.7M $628M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
3,600
700
7,750
2,000
11,630
3,000
22,940
4,600
34,250
6,300
51,490
8,600
Schools Served 8 8 12 19 26 36
Resources Required
Federal AmeriCorps $1,140,000 $1,725,000 $2,668,000 $3,600,000 $4,934,000
School District/City $1,000,000 $1,500,000 $2,320,000 $3,130,000 $4,290,000
Private Sector Support Needed $1,371,000 $1,793,000 $2,689,000 $3,417,000 $4,498,000
$3,511,000 $5,018,000 $7,677,000 $10,147,000 $13,722,000 Total
51,490
55,000
35,000
15,000
500
400
300
200
100
Cor
ps M
embe
rs
150
232
429
313
7,750 11,630
22,940
34,250
100
Corps Members
Students Served
City Year Miami achieves National Impact Site status
70
3,600
≈ 50% of off-track students in Miami-Dade
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
MIAMI
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Milwaukee Students In School and On Track
300
104
145
276
203
6,000 7,800
11,520
17,170
23,290
Cor
ps M
embe
rs
25,000
Corps Members
Students Served
City Year Milwaukee achieves National Impact Site status
$7.7M 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
FY11 Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 3,000 6,000 7,800 11,520 17,170 23,290
Off-Track Students Served 1,000 2,600 3,400 4,600 6,200 8,400
Schools Served 5 15 16 19 21 24
Resources Required
Federal AmeriCorps $950,000 $1,235,000 $1,722,000 $2,411,000 $3,278,000
School District/City $800,000 $1,040,000 $1,450,000 $2,030,000 $2,760,000
Private Sector Support Needed $1,164,000 $1,409,000 $1,820,000 $2,140,000 $2,631,000
$2,914,000 $3,684,000 $4,992,000 $6,581,000 $8,669,000 Total
80
≈ 50% of off-track students in
Milwaukee
50 3,000
$613M** Note– CY Milwaukee’s first year in schools will be the 2010-11 school year. Scale plan is currently being developed in collaboration with Milwaukee Public Schools. Estimates above represent preliminary analysis and are subject to change as the plan is further refined. Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Milwaukee seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Milwaukee would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Milwaukee’s 276 corps members would reach over 23,000 students, including 8,400 off-track students.
200
100
12,500
National Impact Site Plan
MILWAUKEE
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep New Hampshire Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year New Hampshire seeks to serve in the subset of schools that generate 50% of Manchester’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year New Hampshire would reach half of the off-track students in Manchester, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year New Hampshire’s 80 corps members would reach 5,600 students, including 1,600 students.
Cor
ps M
embe
rs
$2M 3-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3
Schools/Students Served
Total Students Served
Off-Track Students Served
900
250
2,000
800
3,500
1,320
5,600
1,600
School Served 1 5 7 8
Resources Required
Federal AmeriCorps $458,000 $832,000 $1,008,000
School District/City $430,000 $700,000 $800,000
Private Sector Support Needed $700,000 $748,000 $682,000
$1,588,000 $2,280,000 $2,670,000 Total
90
80
70
60
50
66
80
2,000
3,500
5,600 6,000
5,000
4,000
3,000
2,000
Stu
dent
s S
erve
d
Corps Members
Students Served
40 900 10
City Year New Hampshire
achieves National Impact Site
≈50% of off-track students in Manchester
Note-Corps size and funding estimates for school based Manchester corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
$116M**
National Impact Site Plan
nEW HAMPSHIRE
A Plan to Keep Manchester Students In School and On Track
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep New York Students In School and On Track
293 14,740
356
22,350
477
31,120
596
39,890
729
11,500
Corps Members Students Served
$32.4M $1B** 6 YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Schools/Students Served
Total Students Served
Off-Track Students Served
11,500
2,800
14,740
4,800
14,740
5,900
14,740
7,100
22,350
9,500
31,120
11,900
39.890
14,600
Schools Served 22 22 24 25 31 39 48
Resources Required
Federal AmeriCorps $2,760,000 $3,367,000 $4,094,000 $5,491,000 $6,858,000 $8,385,000
School District/City $2,640,000 $3,221,000 $3,916,000 $5,252,000 $6,560,000 $8,020,000
Private Sector Support Needed $3,190,000 $4,642,000 $5,130,000 $5,821,000 $6,412,000 $7,192,000
$8,590,000 $11,230,000 $13,140,000 $16,564,000 $19,830,000 $23,597,000 Total
220
Stu
dent
s S
erve
d
240
Cor
ps M
embe
rs
City Year New York achieves National Impact Site status
≈ 50% of off-track students
in four zones
Full deployment in South
800
600
400
200
40,000
30,000
20,000
10,000
14,740 14,740
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year New York seeks to serve in the subset of schools that generate 50% of the dropouts within high need zones, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year New York would aim to reach half of the off-track students in four high-need zones (South Bronx, Long Island City, East Harlem and East New York), thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year New York’s 729 corps members would reach nearly 40,000 students, including 14,600 off-track students.
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
nEW YORK
Full Deployment in South Bronx
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Philadelphia Students In School and On Track
500
400
300
200
16,000
Cor
ps M
embe
rs
40,000
30,000
20,000
10,000
Stu
dent
s S
erve
d
Corps Members Students Served
$20.7M 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
16,000
3,000
19,200
6,200
23,000
7,500
26,800
8,700
30,700
10,000
34,500
11,200
Schools Served 22 20 25 30 34 39
Resources Required
Federal AmeriCorps $2,875,000 $3,450,000 $4,025,000 $4,600,000 $5,175,000
School District/City $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000
Private Sector Support Needed $2,422,000 $3,055,000 $3,510,000 $3,887,000 $4,331,000
$7,797,000 $9,505,0000 $11,035,000 $12,487,000 $14,006,000 Total
200
19,200
250
23,000
300
26,800
350
30,700
400
34,500
450
≈ 50% of off-track students in
Philadelphia
City Year Philadelphia achieves National Impact Site status
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Philadelphia seeks to serve in the subset of schools that generate 50% of Philadelphia’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Philadelphia would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Greater Philadelphia’s 450 corps members would reach over 34,000 students, including 11,200 off-track students.
$817M**
National Impact Site Plan
GREATER PHILADELPHIA
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Providence Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Rhode Island seeks to serve in the subset of schools that generate 50% of Providence’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Rhode Island would reach half of the Providence’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Rhode Island’s 75 corps members would reach over 4,000 students, including 1,276 off-track students.
150
120
90
60
30
40
75
60
2,430
3,340
4,070
4,120
Cor
ps M
embe
rs
4,120
3,296
2,472
1,648
824
Stu
dent
s S
erve
d
Corps Members
Students Served
$2.1M $93M** 3-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3
Schools/Students Served
Total Students Served
Off-Track Students Served
2,430
656
3,340
900
4,070
1,200
4,120
1,276
Schools Served 3 (4 after-school) 4 6 7
Resources Required
School District/City Investment $400,000 $600,000 $700,000
Federal AmeriCorps $456,000 $684,000 $855,000
Private Sector Support Needed $558,000 $714,000 $774,000
$1,414,000 $1,998,000 $2,329,000 Total
30
≈55% of off-track students in Providence
City Year Rhode Island achieves National Impact Site status
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
RHODE ISLAnD
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep San Antonio Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year San Antonio seeks to serve in the subset of schools that generate 50% of San Antonio’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year San Antonio would reach half of the off-track students in five high need districts, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year San Antonio’s 563 corps members would reach over 15,000 students, including 15,300 off-track students.
4,130
84 2,460
8,630
144
14,820
215
22,260
286
43,030
563
2,000
Corps Members Students Served
$7M $1.1B** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5 Long Term
Schools/Students Served
Total Students Served 2,000 2,460 4,130 8,630 14,820 22,260 43,030
Off-Track Students Served
400 1,200 2,200 3,700 5,600 7,400 15,300
Schools Served 4 4 7 12 18 24 35
Resources Required
Federal AmeriCorps $595,000 $1,042,000 $1,786,000 $2,666,000 $3,546,000 $6,981,000
School District/City $480,000 $840,000 $1,440,000 $2,150,000 $2,860,000 $5,630,000
Private Sector Support Needed $519,000 $902,000 $1,499,000 $1,704,000 $2,373,000 $3,579,000
$1,594,000 $2,784,000 $4,725,000 $6,520,000 $8,779,000 $16,190,000 Total
25
45,000
20,500
10,500
7,500
4,500
1,500
48
520
420
320
220
120
20
Cor
ps M
embe
rs
City Year San Antonio achieves National Impact Site Status
≈ 50% of off-track students in five
districts National Impact Site Plan
SAn AnTOnIO
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep San José Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year San José seeks to serve in the subset of schools that generate 50% of San José’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year San José would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year San José’s 394 corps members would reach over 26,000 students, including 4,400 off-track students.
450
350
250
150
50
1,900
Cor
ps M
embe
rs
30,000
15,000
Stu
dent
s S
erve
d
Corps Members Students Served
$12M $321M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
1,900
350
4,840
1,100
8,070
1,800
13,010
2,500
18,740
3,500
26,190
4,400
Schools Served 4 6 10 14 17 23
Resources Required
Federal AmeriCorps $1,175,000 $1,962,000 $2,761,000 $3,754,000 $4,772,000
School District/City $1,067,000 $1,782,000 $2,508,000 $3,410,000 $4,334,000
Private Sector Support Needed $1,331,000 $1,696,000 $2,342,000 $3,062,000 $3,632,000
$3,573,000 $5,440,000 $7,611,000 $10,226,000 $12,738,000 Total
40 4,840
97 8,070
162 13,010
228
18,740
310
26,190 394
≈ 50% of off-track students
in San José City Year San José achieves National Impact Site status
National Impact Site Plan
SAn JOSÉ/SILICOn VALLEY
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
Stu
dent
s S
erve
d
A Plan to Keep Seattle Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Seattle seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Seattle would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Seattle’s 240 corps members would reach over 13,000 students, including 2,800 off-track students.
$8.8M $204M** NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served
Off-Track Students Served
3,500
500
3,800
700
5,200
1,100
7,620
1,500
10,490
2,100
13,840
2,800
Schools Served 6 6 10 14 19 25
Resources Required
Federal AmeriCorps $684,000 $1,106,000 $1,539,000 $2,075,000 $2,736,000
School District/City $600,000 $970,000 $1,350,000 $1,820,000 $2,400,000
Private Sector Support Needed $1,110,000 $1,418,000 $1,687,000 $2,028,000 $2,610,000
$2,394,000 $3,494,000 $4,576,000 $5,923,000 $7,746,000 Total
300
250
200
150
100
50
97
135
240
182
3,500
5,200
7,620
10,490
13,840
Cor
ps M
embe
rs
14,000
12,000
10,000
8,000
6,000
4,000
2,000
Corps Members
Students Served
50
≈ 50% of off-track students
in Seattle
City Year Seattle achieves National Impact Site status
3,800
60
Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
5-YEAR PRIVATE SECTOR SUPPORT NEEDED
National Impact Site Plan
SEATTLE/KInG COUnTY
In School & On Track A Nat ional Ser v ice Response to the High School Dropout Cr is is
A Plan to Keep Washington, DC Students In School and On Track City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of dropping out of high school. City Year Washington DC seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Washington DC would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Washington DC’s 335 corps members would reach over 11,500 students, including 6,000 students.
625
500
375
250
125
140
200
335
270
1,800
4,400
6,600
9,200
11,500
Corp
s M
embe
rs
11,500
9,200
6,900
4,600
2,300
Stud
ents
Ser
ved
Corps Members
Students Served
$10M 4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served
Off-Track Students Served
1,800
800
4,400
2,300
6,600
3,400
9,200
4,700
11,500
6,000
Schools Served 7 10 18 26 33
Resources Required
Public (AmeriCorps+DCPS) $2,703,000 $4,233,000 $5,885,000 $7,376,000
Private Sector Support Needed $2,219,000 $2,830,000 $3,392,000 $4,096,000
$4,922,000 $7,063000 $9,277,000 $11,472,000 Total
100
50% of off-track students in
Washington, DC
City Year Washington DC achieves National Impact Site status
$438M** Corps size and funding estimates for Whole School, Whole Child corps members only. *Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study). **Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be $292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).
National Impact Site Plan
WASHInGTOn, DC
CITY YEAR, InC. BOARD OF TRUSTEES
Steve Woodsum, Chair of the Board*Founding Managing DirectorSummit PartnersBoston, MA
Kristen Atwood*Founding Staff MemberCity Year, Inc.Dedham, MA
Joe Banner* President and COOPhiladelphia EaglesPhiladelphia, PA
Josh Bekenstein*Managing DirectorBain Capital, LLCBoston, MA
Jessica L. Blume National Managing Director Clients & IndustriesDeloitte Consulting LLP Atlanta, GA
Michael Brown*CEO and Co-FounderCity Year, Inc.Boston, MA
David Cohen*Executive Vice PresidentComcastPhiladelphia, PA
Cheryl Dorsey PresidentEchoing GreenNew York, NY
Corinne Ferguson(Ex-Officio)ChairCity Year BostonBrookline, MA
Dan FiremanManaging PartnerFireman Capital PartnersNew York, NY
David Gergen***Professor of Public Service and Director of the
Center for Public LeadershipHarvard Kennedy SchoolHarvard UniversityCambridge, MA
Andrew HauptmanChairmanAndell Holdings, LLCChairCity Year Los AngelesLos Angeles, CA
Ilene Jacobs*Vice Chair of the BoardExecutive Vice PresidentHuman Resources (Retired)Fidelity InvestmentsBoston, MA
Hubie Jones***Social Justice Entrepreneur in ResidenceCity Year, Inc. Boston, MA
Rosabeth Moss KanterErnest L. Arbuckle Professor of Business
AdministrationHarvard Business SchoolHarvard UniversityBoston, MA
Andrew KerinExecutive Vice PresidentGroup President, Global Food, Hospitality and
Facility ServicesARAMARK CorporationPhiladelphia, PA
Jonathan Lavine*Managing DirectorBain Capital, LLCChief Investment OfficerSankaty Advisors, LLCBoston, MA
Rick MenellChairmanThe Carrick FoundationJohannesburg, South Africa
Susan nokesSenior Vice President, Customer SolutionsAsurionNashville, TN
C. Gregg PetersmeyerVice ChairAmerica’s Promise AllianceChair and CEOPersonal Pathways LLCAlexandria, VA
Denny Marie Post
Jennifer Eplett Reilly* Co-FounderCity Year, Inc.ChairCity Year LouisianaBaton Rouge, LA
Shirley Sagawa Co-Founder Sagawa/Jospin Chevy Chase, MD
Jeff ShamesExecutive in ResidenceMIT Sloan School of ManagementRetired ChairmanMFS Investment ManagementBoston, MA
Secretary Rodney Slater***Former U.S. Secretary of TransportationPartnerPatton Boggs, LLPWashington, DC
Richard Stengel Managing EditorTIME New York, NY
Jeffrey Swartz***President and CEOThe Timberland CompanyStratham, NH
Michael J. WardChairman, Presidentand CEOCSX CorporationJacksonville, FL
Tom WardClerk pro tem**Senior PartnerWilmerHaleBoston, MA *Executive Committee Member **Ex-officio Executive Committee Member***Charter Trustees
City Year BostonCorinne Ferguson
City Year ChicagoStephen QuazzoCEOTranswestern Investment CompanyMs. Beth Swanson, Vice ChairExecutive DirectorThe Pritzker Traubert Family
Foundation
City Year ClevelandBruce Akers, Co-ChairMayorCity of Pepper Pike
Robert W. Gillespie, Co-ChairChairman EmeritusKeyCorp
City Year ColumbiaSidney Evering, Interim Co-ChairAttorneyParker, Poe, Adams and Bernstein
LLP Amy Love, Interim Co-ChairDeputy Exectutive DirectorNew Carolina Foundation
City Year ColumbusCris GossardVice President of Commercial
BankingJP Morgan Chase & Co.
City Year DetroitDaniel LittleChancellorUniversity of Michigan – Dearborn
N. Charles Anderson, Vice ChairPresident/CEODetroit Urban League, Inc.
City Year Little Rock/north Little RockGeneral (Ret.) Wesley K. Clark
Bruce Moore, Co-Vice ChairCity ManagerCity of Little Rock
Stephanie Streett, Co-Vice ChairExecutive DirectorWilliam J. Clinton Foundation
City Year Los AngelesAndrew HauptmanChairman Andell Holdings
City Year LouisianaJennifer Eplett-ReillyCo-Founder, City Year, Inc.
Diana Lewis, Co-ChairNew Orleans Community Leader
City Year MiamiBrad MeltzerBest Selling Author
Cori Flam, Vice ChairBrad & Cori Meltzer Charitable Trust
City Year Milwaukee Julia UihleinAssistant Adjunct Professor of
Bioethics and PediatricsCenter for the Study of BioethicsAssociate Director of the Medical
Humanities ProgramMedical College of Wisconsin
City Year new HampshireMajor General Kenneth ClarkNew Hampshire National Guard
Lesa Scott, Vice ChairPresidentHeinemann
City Year new YorkStephanie MudickEVP, International StrategyJP Morgan Chase
David Caplan, Vice ChairDeanCity Year New York
City Year Greater PhiladelphiaJoe Banner, Co-ChairPresident & Chief Operating OfficerPhiladelphia Eagles
Art Block, Co-ChairSenior Vice President, General
Counsel & SecretaryComcast Corporation
City Year Rhode IslandAlan HarlamDirector of Social EntrepreneurshipSwearer Center for Public ServiceBrown University
City Year San AntonioJeff GaltCEO (Retired)Harcourt San Antonio
City Year San José/Silicon ValleyCarl GuardinoPresident & CEOSilicon Valley Leadership Group
City Year Seattle/King CountyGeorge Meng, Co-ChairDirector of Staff - MarketingMicrosoft
Travis Warren, Co-ChairDirector, MarketingT-Mobile USA
City Year Washington, DCJeff LeonardPresident & Chief Executive Officer
and Founding PartnerGlobal Environment Fund
CITY YEAR BOARD CHAIRS AnD EXECUTIVE DIRECTORS
City Year BostonSandra Lopez Burke
City Year ChicagoLisa Morrison Butler
City Year ClevelandGretchen Faro
City Year ColumbusLourdes Barroso de Padilla
City Year ColumbiaElliott Epps
City Year DetroitPenny Bailer
City Year Little Rock/ north Little Rock Shannon Butler
City Year Los AngelesAllison Graff-Weisner
City Year Louisiana: Baton RougeKatrina Shaw
City Year Louisiana: new OrleansPeggy Mendoza
City Year MiamiSaif Ishoof
City Year MilwaukeeJason Holton
City Year new HampshireAlexandra AllenPawn Nitichan
City Year new YorkItai Dinour
City Year PhiladelphiaWyneshia FoxworthLoree Jones
City Year Rhode IslandJennie Johnson
City Year San AntonioPaul Garro
City Year San José/Silicon ValleyBeach Pace
City Year Seattle/King County Simon Amiel
City Year Washington, DCJeff Franco
Board Chairs
Executive Directors
8:30 am Greet students for a positive and energetic start to the school day8:00 am Travel with team to school
9:00 am One-on-one math tutoring 10:00 am Small group literacy lesson
11:00 am Team-building puzzle activities
1:00 pm Reading comprehension and writing review
12:00 pm Lunch with mentor group
3:00 pm After-school homework help and test prep
5:30 pm Give parents flyer for upcoming family book fair 6:00 pm Break for the day
2:00 pm Meeting with principal to plan playground renovation
FROM BEFORE THE FIRST BELL RInGS UnTIL THE LAST STUDEnT LEAVES
w w w . c i t y y e a r . o r g
US LOCATIONS
City Year Headquarters287 Columbus Avenue Boston, MA 02116 617.927.2500
City Year Boston287 Columbus Avenue Boston, MA 02116617.927.2500
City Year Chicago36 S. Wabash AvenueSuite 1500Chicago, IL 60603312.464.9899
City Year Cleveland526 Superior Ave E.Suite 408Cleveland, OH 44114216.373.3400
City Year Columbia1919 Hampton StreetColumbia, SC 29201803.254.3349
City Year Columbus107 S. High Street, Suite 200 Columbus, OH 43215 614.586.4520
City Year Detroit1 Ford Place, 1FDetroit, Ml 48202313.874.6825
City Year Little Rock/North Little Rock610 President Clinton AvenueThird FloorLittle Rock, AR 72201501.707.1400
City Year Los Angeles606 S. Olive StreetSecond FloorLos Angeles, CA 90014213.596.5900
City Year Louisiana161 n. Third StreetBaton Rouge, LA 70801225.663.4220
City Year Louisiana805 Howard Avenew Orleans, LA 70113504.561.1290
City Year Miami44 W Flagler Street, Suite 500Miami, FL 33130786.406.7900
City Year Milwaukee322 Michigan StreetSuite 300Milwaukee, WI 53202414.712.6930
City Year New Hampshire200 Domain DriveStratham, nH 03885603.773.1607
City Year New York20 West 22nd StreetThird Floornew York, nY 10010212.675.8881
City Year Greater Philadelphia2221 Chestnut StreetSecond FloorPhiladelphia, PA 19103215.988.2118
City Year Rhode Island77 Eddy Street, 2nd FloorProvidence, RI 02903401.553.2500
City Year San Antonio109-B north San SabaSan Antonio, TX 78207210.247.4500
City Year San José/Silicon Valley90 north 1st StreetSan José, CA 95113408.907.6500
City Year Seattle/King County2203 23rd Avenue South Suite 101Seattle, WA 98144206.219.5010
City Year Washington, DC1875 Connecticut Avenue, nW Suite 1130Washington, DC 20009202.776.7780
INTERNATIONAL AFFILIATES
City Year LondonTagwright House35-41 Westland PlaceLondon n1 7LP44 (0) 7850.311180
City Year South Africa56 Main Street, Ground FlrJohannesburgSouth Africa 2001
City Year unites young people of all backgrounds for a year of full-time service, giving them the skills and opportunities to change the world. As tutors, mentors and role models, these diverse young leaders help children stay in school and on track, and transform schools and communities across the United States, as well as through international affiliates in Johannesburg, South Africa and London, England.