achieve

inspire

teach
Business Planning Council connect
Final Report June 1, 2005

dream

OVERVIEW

Introduction and Process

Core Principles
Key Strategy Decisions
Program

Growth
Finance Importance of Implementation

Discussion

Final Report of the Business Planning Council

June 1, 2005

WHY

There is a vicious circle at work in America: the educational and economic opportunities for our countrys least advantaged are spiraling downward today more than ever before.
Education reform has been unable to effectively address this problem because focusing only on schools is simply not enough.

Citizen Schools, standing on 10 years of hard work and promising results, can help break the vicious circle by more broadly seizing the largely untapped opportunity of out-of-school time.
To succeed, we must get better; we must clarify our goals, hone our strategies, and achieve excellence in implementation. This report, on the work of the Business Planning Council, is an important milestone in our reinvigorated effort for social change. Hard choices have been made; but they have been guided by ultimate faith in our mission and eventual success as well as careful consideration for how we can most effectively implement.
Final Report of the Business Planning Council
June 1, 2005

INTRODUCTION & PROCESS

SCOPE: Looking towards the next 5 years

INPUT: 60 staff, 15 board members, and several apprentices, alumni, former staff, and other stakeholders contributed thinking and learning
OUTPUTS: 12 decisions on key issues PERSPECTIVE: Neither one-year decisions, nor lifetime decisions ROLL OUT: Some "rolled out" over next 1-2 years, others will take effect AY2005-06 after summer work

Final Report of the Business Planning Council

June 1, 2005

5 CORE PRINCIPLES

1. Re-embrace twopart mission of educating youth AND strengthening communities 2. Apprenticeships are the Citizen Schools hedgehog

WHAT CAN WE BE THE BEST IN THE WORLD AT?

WHAT ARE WE DEEPLY PASSIONATE ABOUT.

WHAT DRIVES OUR ECONOMIC ENGINE?

Final Report of the Business Planning Council

June 1, 2005

5 CORE PRINCIPLES

3. School success as an important marker of our success, we must focus on it 4. For our graduates to be workforce and civic leaders that will change the odds for their children they must successfully complete high school and go on to college or great workforce development programs 5. Citizen Schools requires a fully loaded cost of $3,000 to $3,500 per child

Final Report of the Business Planning Council

June 1, 2005

PROGRAM STRATEGY DECISIONS

1. 2. 3.

Use program time standards for all new campuses: 30 weeks in the program year, 3-4 hours each day, 12 hours a week Revise indicators, outcomes and long term goals Create a simple team level quality rubric, a campus management tool and back off measuring writing and data, except for 8GA students

4.
5.

Focus on school success: increase HIT to 60 minutes per day, implement a school navigation curriculum
Hire a school-based math teacher on each campus to assist with HIT

6.
7.

Increase apprenticeships to twice a week for 90 minutes each

Implement 8th Grade Academy teams at non-Boston campuses, transfer the elements of 8GA with the greatest impact (AY2006-07)
June 1, 2005

Final Report of the Business Planning Council

GROWTH STRATEGY DECISIONS

8. Base growth on a state strategy and reach 8 states in the next 5 years (stretch = 10) with 5-15 sites per state (80100 campuses) 9. Revise the new site selection process to focus on school districts (versus schools and/or communities) and front door corporate support that identifies key success factors on a state, district, community and school level 10. Use branch model in mid/large markets and consider branch or affiliate model in small communities (1-2 campuses). Affiliates must meet a higher threshold of support. Mix of models in a region is okay.

Final Report of the Business Planning Council

June 1, 2005

FINANCIAL STRATEGY DECISIONS

11. Clarify cost model at $3,000 to $3,500 per child, $250,000 to $300,000 per campus and $2.5 million to $3 million per region 12. Develop three fundraising scenarios with varying levels of public and private funding. Dont enter new markets that cant sustain one of these three fundraising scenarios.

Final Report of the Business Planning Council

June 1, 2005

IMPLEMENTATION

There are no GREAT strategies, only good ones well implemented."

Dave Lamere
Chairman of Mellon New England, Citizen Schools board member

Discussion

Summer Projects Meeting, Weds. 3-5 Departmental/cross-organizational meetings on implementation

Final Report of the Business Planning Council

June 1, 2005

OVERVIEW
After three months of intensive meetings, retreats, and research, the OT and Business Planning Council have made a series of strategic updates and changes to the Citizen Schools program and growth strategy. These include:
Focus growth in 8-10 strategic regions. Grow to communities with strong high school options and promising corporate/volunteer partnerships Grow primarily through branches (direct replication) while maintaining affiliate model in some small to mid-size cities. Simplify the program to become best in class at two things: Apprenticeships and Homework/Investment Time Simplify and sequence outcome goals. Better align external and internal evaluation

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PROGRAM MODEL CHANGES PROGRAM TIME STANDARDS

Use core program standards for all new campuses.

Currently there is wide variance at Citizen Schools campuses between 25 and 35 weeks per year, 2.25 and 4 hours per day, and 9 to 16 hours per week. Apprenticeships vary from 75 minutes to four hours per week and HIT varies from 2 to 4 hours per week. Going forward new sites are 30 weeks long (see prototype in Appendix), and include: Launch and Intersession mini-mesters in early fall and winter; This is a chance to build esprit de corps and to deepen school navigation and New Basic Skills Two 11-week apprenticeship semesters; Graduation week in May or June Minimum of 3 hours of programming each day Minimum of 12 hours of programming each week (generally four days)

Roll-out and Implementation

Use these criteria in cultivation of all new sites
Use these criteria in 3 new sites in AY2005-06

Work with Boston program and regional staff to move current sites to these standards in AY2005-06
NOTE: variance process needs to be determined. We expect minimal variances over time.

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PROGRAM MODEL CHANGES EVALUATION Revised indicators, outcomes & long term goals
Indicators School grades in Math and English (Q1 to Q3) MCAS in Math (6th & 8th Grades) & English (7th Grade) School attendance; promotion to the next grade & discipline/suspensions Developmental outcomes such as leadership and oral communication (no comparison group) 8th Grade Year in written communication and data

Roll-out and Implementation

Use revised language in all grants and reports going forward
Adjust internal language and tools over Summer 2005 and AY2005-06
NOTE: Need to determine specifics on the 8GA indicators in written communication and data analysis and the right measure for grades. Need to determine what level of school success is needed to show preparation for HS success.

Additional indicators for analysis Outcomes

Enrollment in a college-track high school program Readiness to succeed in a college-track high school program (New Outcome/Indicator Starting 2005/2006)

Promoting to 10th grade on time Long-Term Goals (formerly called long-term outcomes) Successful completion of high school Enrollment in post-secondary institution

Ultimate Aspiration Civic & workplace leaders who possess the New Basic Skills

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PROGRAM MODEL CHANGES EVALUATION Create a simple team-level quality rubric (~6 measures) and a campus management tool (8-10 measures)
Move to a new Program Quality Tool (with refinement of internal assessment tools) used primarily on the team level covering: daily attendance, retention, English Grades, math Grades, GPA, oral communication skills, leadership/teamwork skills, writing skills (8th grade only), data skills (8th grade only)
Measure gains on leadership/teamwork and oral communication Look at gains/comparative gains for 6th-7th grade years Look at absolutes for 8th grade graduates Develop Campus Management Tool for CDs and their managers to manage quality of inputs

Roll-out and Implementation

Tools revised summer 2005

2005-2006: All Boston and national campuses
NOTE: What do we place on the Campus Management Tool and how do we ensure that CDs are scoring it consistently? Whats the role of PM assessment? Need to refine our leadership/teamwork and oral communication rubrics to define excellence Need to keep team leaders with same team all year long to allow team leaders to focus on achieving outcome goals

Final Report of the Business Planning Council

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PROGRAM MODEL CHANGES SCHOOL SUCCESS

Focus on school success, invest in HIT

H: Increase HIT to 60 minutes a day, math 1st priority IT: Implement school navigation/study skills curriculum (1+ additional hour per week) Hire school-based math teachers to help with HIT

Roll-out and Implementation

Key project of the summer 2005 curriculum retooling team
AY2005-2006: Expand HIT at all Boston campuses and most national campuses Phase in teacher consulting at ~5 Boston campuses and 3+ national campuses in AY2005-2006

Standardize learning procedures for HIT

Devote considerable staff training and coaching to HIT success Gather, analyze, and return to TLs and CDs school success data within two weeks of marking period. Explore possibility of one week turnaround Consider renaming HIT

AY2006-2007: Full national roll out

Final Report of the Business Planning Council

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PROGRAM MODEL CHANGES 8TH GRADE ACADEMY

Implement 8th Grade Academy teams at non-Boston campuses, transfer elements with the greatest impact
Program Design: 8GA apprentices participate with 6th and 7th graders 2-3 days assuming extra leadership roles on those days; participate in a special carve out day for a 90-minute apprenticeship curriculum with one-to-one mentors (similar to Writing Coaches Program) and in 9-10 extra days of explorations, during which they would visit high schools, colleges, and career-oriented destinations.

Roll-out and Implementation

AY2006-07: Pilot at 3 National Network mature campuses with critical mass of 8th graders experienced in the program; regional director helps raise seed money to learn operational, programmatic and financial lessons
AY2007-08: Larger scale national roll-out in other mature campuses; build into roll out strategy for new regions and campuses; key decision point = begin 8GA teams in year 2 or year 3

To participate complete 2 semesters before 8th grade with CD recommendation

Additional Cost =<$1k per child Staffing: Staff-student ratio < 1:13. Extend hours of TA, FullTime TF; or, if 2-3 teams, consider additional teaching fellow. Min = 10 kids/1 team; Max = up to 3 teams of 12-13 each Create a dedicated 8GA campus in a district/region when at least 5 campuses have 2+ teams

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PROGRAM MODEL CHANGES APPRENTICESHIPS

Increase apprenticeships to twice a week at 90+ minutes each

Retention: consistently what kids say they love about the program; also popular with staff (constituent surveys).
Learning: allows for deep learning, the chance to get good at something, build confidence, and to explore the world through new skills and relationships with caring adults. One-quarter to one-half will have writing or data as part of them. All will have Oral Communication and Leadership/Teamwork plus specific skills relevant to topic Social change: connect a wide range of adults to urban middle schoolers and with young people who are not their own children. If we change the way that adults spend their time, we can change the way that they think, vote and spend their money too. Stronger link to citizen involvement movement Funding: a key strategy for recruiting corporations

Roll-out and Implementation

AY2005-2006: Boston campuses and 3 additional campuses
Test idea of double apprenticeships (2 x per week) AY2006-2007: national roll out
NOTE: We need to run scenarios on recruitment and training requirements to do this in Boston and other places (at 25%-50% staff led). Will we have adequate infrastructure to support non-Boston implementation? How do we craft and support WOW events? Can we streamline/consolidate WOWs and improve on our ability to create special showcase WOWs (Kids Invest, Mock Trials, Kids Create)? How change hiring priorities?

Final Report of the Business Planning Council

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GROWTH MODEL CHANGES STATE STRATEGY

Base growth on state strategy

Massachusetts as model

Roll-out and Implementation

Develop success factors for states
Conduct a national assessment of states in Summer 2005 and select targeted states for due diligence. Assess districts capacity and the corporate market as part of due diligence process for site selection.
NOTE: How do we support and sustain the current campuses in our four regions? At what point to we add additional staff at the regional level (thresholds)?

8 states with 5-15 campuses for 2010,

(stretch goal is 10) 80-100 campuses in 2010 Direct impact on out of school sector

Indirect impact on out of school sector

Working assumption is we need to grow to a 4 person regional staff. Need to test this. Potential staffing structure:
Regional Director Regional Manager at four campuses Fundraiser/CT recruiter at 3-5 campuses Utility player at 5-7 campuses

Final Report of the Business Planning Council

June 1, 2005

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GROWTH MODEL CHANGES NEW SITE SELECTION

Revise new site selection process, focus on school districts and key success factors

Roll-out and Implementation

National Network will assess districts capacity and the corporate market as part of due diligence process for site selection.
National Network will pilot due diligence and cultivation process for 2006 site selection
NOTE: Include general school/district data on academic performance as part of due diligence process when analyzing potential new markets.

District level relationships provide continuity with turnover of principals

Greater access to funding at district level Focus growth on districts with high-quality high schools we can feed to. Get selected based not just on meeting a middle school need but on boosting district success Experience has shown that corporate financial and human capital resources are critical to our program success

Identify key success factors in a state, district, community and school

Test potential sites against these criteria

Final Report of the Business Planning Council

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GROWTH MODEL CHANGES BRANCH MODEL

Use branch model in mid/large markets and consider branch or affiliate model in small communities
For the first three years of growth, we replicated a program; now we will replicate an organization as well Branch model increases ability to engage corporate funders

Roll-out and Implementation

National network will pilot the branch structure in Houston and New Brunswick in 2005-2006;
Do a model of expansion rate over next 5 years; and work to revise and narrow the list of core elements. Need to maintain strong support to existing and new affiliates and clarify expectations with new and veteran affiliates
NOTE: How do we redesign HQ organization to best support the network?

Through greater control increase ability to make changes as needed to model, funding, and relationships.
Aids in building unified and powerful national brand.

Final Report of the Business Planning Council

June 1, 2005

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FINANCIAL MODEL CHANGES COST MODEL

We have clarified that the fully-loaded cost of our model as we scale is $3,000 to $3,500 per child, $250,000 to $300,000 per campus, and $2.5 million to $3 million per region
Of these funds, we need to consistently raise ~80% locally/regionally with 20% to 60% of this amount coming from public sources ~20% of local/regional costs should be raised by the national office through sources such as AmeriCorps and national corporate partners We need to raise ~$6 million in funds annually to support the Boston Action Tank We need to raise $2 million to $4 million toward Citizen Schools University and field building initiatives. The overall national budget of CS is slated to rise from ~$10 million today to $32 to $35 million in 2010

Roll-out and Implementation

A small cross-organizational team needs to continue meeting this summer to develop a clearer strategy for raising funds and a point of view as to the best funding mix at the local/regional level.
Need to consider how to market the cost per child. Total cost is $3,000 to $3,500 per slot. Total per child $2,500 to $3,000 (assuming 20% fall to spring turnover); Direct cost per child= ~$2,000

Final Report of the Business Planning Council

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APPENDIX: PROGRAM YEAR AT A GLANCE 30 WEEK SCHEDULE

Citizen Schools offers adolescents a 30-week program year with effectively sequenced learning activities.
September October November December January February March April May

Cool off-campus exploration

Optional 6th and 8th grade orientations/pre-program in August

Fall and Spring mini-mesters focused on school navigation and fun activities. Also choose apprenticeships. 11-week fall and spring apprenticeship semesters, including 1-week of reflection after the WOW week. Break Final week wrap-up, celebratory trips and commencement.

Final Report of the Business Planning Council

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APPENDIX: WEEKLY SCHEDULE 3 HOURS PER DAY Academic improvement Real-world skills Positive environment and relationships
MONDAY
3:00 3:25

Community connectedness Sequenced programming for 6th, 7th, and 8th graders
THURSDAY
Team Circle (15 min) HOMEWORK INVESTMENT TIME w/school navigation
(90 min)

TUESDAY
Opening Circle
(25 min)

WEDNESDAY
Team Circle (15 min) HOMEWORK INVESTMENT TIME
(60 min)

Team Circle (15min) HOMEWORK INVESTMENT TIME

(60 min)

3:00 3:15

4:30

HOMEWORK INVESTMENT TIME w/school navigation

(90 min)

4:55

APPRENTICESHIPS
(90 min)

APPRENTICESHIPS CHOICE
(50 min) (90 min)

4:45

CHOICE
(50 min)

Closing Circle (15 min)

6:00

5:35 6:00 DISMISSAL

NOTE:

This is a sample schedule. Actual schedules vary by program site location.

Final Report of the Business Planning Council

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10 CAMPUS REGIONAL COSTS: AFFILIATE VERSUS BRANCH MODEL

Annual Cost per Campus in 10 Site Region (Affiliate Model)1,2
Direct Personnel2
Campus Director (1) $48,000 Teaching Fellows (2) $52,800 Teaching Associates (6) $62,242 Total Direct Personnel Total Direct Personnel Other Direct Total Direct Cost Regional Office2,4 Regional Director Regional Manager RM/Administrator CT Recruiter Development Overhead (Office Space, Tech) Total Regional Office Citizen Schools National Office Support Services & Oversight HR/Finance Coordinator Tech Coordinator Total Citizen Schools National Office Total Network Cost Total Cost to CSHQ
1 2

Annual Cost per Campus in 10 Site Region (Branch Model)1,2

Direct Personnel
Campus Director (1) $48,000 Teaching Fellows (2) $62,242 $163,042 CSHQ $52,800 Teaching Associates (6)

$163,042 $34,061 $197,103

Affiliate Other Direct Total Direct Cost Regional Office2,3 Regional Director Regional Manager Administrator RM/CT Recruiter Development Overhead (Office Space, Tech) Total Regional Office Citizen Schools National Office Support Services & Oversight HR/Finance Coordinator Tech Coordinator Total Citizen Schools National Office Total Network Cost Total Cost to CSHQ $34,061 $197,103

Affiliate

CSHQ

$10,500 $7,200 $4,800 $0 $0 $2,000 $24,500

CSHQ

$10,500 $7,200 $4,800 $5,400 $6,000 $15,000 $48,900

CSHQ

$25,000 $0 $0 $25,000 $246,607 $49,500

CSHQ

$25,000 $4,200 $1,400 $30,600 $276,603 $276,603

CSHQ

Excludes $60k of start up costs over the first two years of operation All personnel costs include benefits 3 Assumes five affiliate partners over the 10 sites 4 Regional costs allocated over 10 campus network

Final Report of the Business Planning Council

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NETWORK REVENUE BY FUNDRAISING RESPONSIBILITY 2006-2010

Total Network Revenue Growth 2006-2010 by Fund Raising Responsibility

35 30 25
$20.6 $25.2
17.3 State, & Local

State & Local

$32.3

Sites arrange for school partners to underwrite .5 of cost of one Teaching Fellow Sites charge a small tuition fee to parents Regional Office and Sites work together to obtain public funds such as SES, CLC and state specific funds (e.g. prop #49) Regional Office, with Site support, obtains corporate and foundation sponsorship Regional Office, with Site support, conducts an annual campaign and events to reach individual donors

20
$MM

$17.4 $13.9
2.8 7.5 4.6

11.8

Citizen Schools National Office

National Office obtains funding from, corporations, foundations, individuals, and public sources to fund the direct cost of the Boston program, the cost to support network sites and costs of field-building efforts National Office accesses multi-state federal grants to support the entire network, e.g. AmeriCorps National Office recruits private lead investors to provide multi-state grants to support the entire network, e.g. Bank of America

15 10 5 0

11.1

12.8

13.1

13.3

15.0 Citizen Schools

National Office

2006

2007

2008

2009

2010

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BUILDING A NATIONAL NETWORK OF 10 STATES & 100 CAMPUSES (Stretch Goal)

PROJECTED GROWTH IN STUDENTS SERVED: 2006-2010
12,000 10,000 8,000 6,000 4,000 4,100 2,000 1,600 2,600 1056 FY 2007 1152 FY 2008 1152 FY 2009 1248 FY 2010 1056 0 FY 2006 Boston 6,200 8,800 Network

NUMBERS OF STUDENTS

National network of up to 100 campuses in 30-40 communities across 8-10 states Serving up to 10,000 students. National Corporate Support and Sponsorship. National Evaluation Study demonstrating impact.

By 2010, Citizen Schools plans to expand to 30-40 communities (up to 100 campuses total) to engage a total of up to 10,000 students per year.
Final Report of the Business Planning Council
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REVENUE PLAN FOR THE ONGOING COST OF A CAMPUS SCENARIO #1 (DIRECT AND INDIRECT COSTS)
To operate a single 84-student campus approximately $250k will need to be raised annually. Scenario #1 is our base case funding scenario. Our funding goals for our Massachusetts region closely resemble this scenario.
Total Citizen Schools Network Annual Cost Lead Investors1 High level funders recruited by the national office $50,000 Public Funding AmeriCorps, state, and locally allocated federal Corporations & Foundations Regional & local corporations & foundations (United Way) Tuition Fees paid by parents for student participation School Partnerships Fellow morning partnerships with host schools Individual campaigns and other events Total Annual Revenue
1 Any

Distribution of Citizen Schools Network Annual Budget

School Individuals Partnerships 5% 5%

$100,000
Tuition 10% Lead Investors 20%

$50,000
Corporations & Foundations 20% Public Funding 40%

$25,000

$12,500 Annual $12,500 $250,000

additional start up funding that launch a new site will be raised from lead investors

Note: Based on our fund raising experience, we recognize that funding mixes may vary from year to year and site to site within a region

Final Report of the Business Planning Council

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REVENUE PLAN FOR THE ONGOING COST OF A CAMPUS SCENARIO #2 (DIRECT AND INDIRECT COSTS)
Scenario #2, where public funding is readily available, is prevalent in lower income school districts. Some of our Texas sites map closely to this scenario and have access to large amounts of public funds through their school districts. This arrangement often prohibits these sites from collecting tuition and allows them to lower their goals for corporations and foundations
Total Citizen Schools Network Annual Cost Lead Investors* High level funders recruited by the national office $50,000 Public Funding AmeriCorps, state, and locally allocated federal Corporations & Foundations Regional & local corporations & foundations Distribution of Citizen Schools Network Annual Budget
School Individuals Partnerships 5% 5%

$150,000

Corporations & Foundations 10%

$25,000

Lead Investors 20%

Tuition Fees paid by parents for student participation

School Partnerships Fellow morning partnerships with host schools Individual campaigns and other events Total Annual Revenue
1 Any

$0

$12,500 Annual $12,500 $250,000

Public Funding 60%

additional start up funding that launch a new site will be raised from lead investors

Note: Based on our fund raising experience, we recognize that funding mixes may vary from year to year and site to site within a region

Final Report of the Business Planning Council

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REVENUE PLAN FOR THE ONGOING COST OF A CAMPUS SCENARIO #3 (DIRECT AND INDIRECT COSTS)
Scenario #3 describes sites that have less access to public funding. Our current California sites fall into this scenario. Sites in this revenue scenario need to make up for the public funding shortfall by relying more heavily on national and regional lead investors as well as regional and local corporations and foundations
Total Citizen Schools Network Annual Cost Lead Investors* High level funders recruited by the national office $75,000 Distribution of Citizen Schools Network Annual Budget
School Individuals Partnerships 5% 5%

Public Funding AmeriCorps, state, and locally allocated federal

Corporations & Foundations Regional & local corporations & foundations Tuition Fees paid by parents for student participation School Partnerships Fellow morning partnerships with host schools Individual campaigns and other events Total Annual Revenue
1 Any

$50,000
Tuition 10%

$75,000

Lead Investors 30% Corporations & Foundations 30%

$25,000

$12,500 Annual $12,500 $250,000

Public Funding 20%

additional start up funding that launch a new site will be raised from lead investors

Note: Based on our fund raising experience, we recognize that funding mixes may vary from year to year and site to site within a region

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MASSACHUSETTS EDUCATION & COMMUNITY LEADERS SUPPORT CITIZEN SCHOOLS

Leaders from all sectors government, education public safety, philanthropy, business, labor, and human services pledge to work together to ensure that all children have access to productive learning and enrichment opportunities after school. I strongly believe that Citizen Schools is an investment in the entire community, which will both strengthen and expand civic and business partnerships.
Timothy Murray, Mayor, Worcester

I had the opportunity to visit the program and was impressed with the products and performances that resulted from the apprenticeships. Of greatest interest to me was the ability of the apprentices to communicate about their learning. I want to support its growth and vision.
Thomas W. Payzant, Superintendent, Boston Public Schools

Citizen Schools builds real-world skills through an effective mentoring program that I believe needs to be at the center of our long-term economic development strategy in New Bedford.
James Mathes, President, New Bedford Area Chamber of Commerce

www.citizenschools.org
Citizen Schools seizes the opportunity of out-of-school time to engage citizens in the learning of youth during the critical middle school transition years. Our rigorous blend of basic and real-world skills works to dramatically change the long-term life trajectories of young people, preparing them for Final Report of the Business Planning Council June 1, 2005 high school achievement, successful graduation and college access. 29