In School & On Track: Scaling City Year's Impact

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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 [email protected] 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


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”).


CHICAGO


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


$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




2,900

700

4,960

1,300

6,000

1,600

7,840

1,900

11,240

2,700

15,160

3,700


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


CLEVELAnD


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.






1,164

200

1,805

300

2,349

450

3,256

600

3,773

650


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



COLUMBIA


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.






1,300

350

2,370

800

3,900

1,100

4,850

1,400

6,860

1,800

13,350

3,300


Resources Required

Federal AmeriCorps $513,000 $684,000 $855,000 $1,140,000 $2,155,000


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


City Year Columbus achieves National Impact Site

≈50% of off-track students in Columbus



COLUMBUS


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


63

6,200 103

8,070

165

13,010

227

18,740

299

26,190

403

City Year Detroit achieves National Impact Site





4,600

700

6,200

2,400

8.070

3,900

13,010

5,300

18,740

7,000

26,190

9,400


Resources Required




$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”).


DETROIT


125

100

75

50

25

1,000

Cor

ps M

embe

rs

12,000

6,000

Stu

dent

s S

erve

d








1,000

150

2,420

400

3,630

600

7,020

900

7,620

1,000

11,000

1,400


Resources Required

Federal AmeriCorps $487,000 $730,000 $1,089,000 $1,217,000 $1,575,000


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


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.


LITTLE ROCK/n. LITTLE ROCK


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








2,000

400

4,010

1,300

6,010

2,000

9,110

2,800

13,300

3,800

16,390

4,600


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


in Baton Rouge City Year Baton Rouge achieves National Impact Site


LOUISIAnA: BATOn ROUGE


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 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”).





1,400

600

3,100

1,100

4,230

1,500

5,390

1,900

6,140

2,300

7,680

2,800


Resources Required



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


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.


LOUISIAnA: nEW ORLEAnS


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






Resources Required




$6,506,000 $7,971,000 $9,930,000 $12,286,000 $14,121,000 Total

174


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



LOS AnGELES


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.






3,600

700

7,750

2,000

11,630

3,000

22,940

4,600

34,250

6,300

51,490

8,600


Resources Required




$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



MIAMI


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





Resources Required


School District/City $800,000 $1,040,000 $1,450,000 $2,030,000 $2,760,000


$2,914,000 $3,684,000 $4,992,000 $6,581,000 $8,669,000 Total

80


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


MILWAUKEE


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


Current Year 1 Year 2 Year 3




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**


nEW HAMPSHIRE

A Plan to Keep Manchester Students In School and On Track


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


$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




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


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.



nEW YORK

Full Deployment in South Bronx


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


$20.7M 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT






16,000

3,000

19,200

6,200

23,000

7,500

26,800

8,700

30,700

10,000

34,500

11,200


Resources Required




$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


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**


GREATER PHILADELPHIA


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


Current Year 1 Year 2 Year 3




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



RHODE ISLAnD


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


$7M $1.1B** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT


Current Year 1 Year 2 Year 3 Year 4 Year 5 Long Term


Total Students Served 2,000 2,460 4,130 8,630 14,820 22,260 43,030


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


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


$12M $321M** 5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT






1,900

350

4,840

1,100

8,070

1,800

13,010

2,500

18,740

3,500

26,190

4,400


Resources Required




$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


in San José City Year San José achieves National Impact Site status


SAn JOSÉ/SILICOn VALLEY


Stu

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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





3,500

500

3,800

700

5,200

1,100

7,620

1,500

10,490

2,100

13,840

2,800


Resources Required




$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


in Seattle

City Year Seattle achieves National Impact Site status

3,800

60


5-YEAR PRIVATE SECTOR SUPPORT NEEDED


SEATTLE/KInG COUnTY


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






1,800

800

4,400

2,300

6,600

3,400

9,200

4,700

11,500

6,000


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


Washington, DC

City Year Washington DC achieves National Impact Site status



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.

In School & On Track: Scaling City Year's Impact

Education

Transcript of In School & On Track: Scaling City Year's Impact