bpc final report 2005

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Business PlanningCouncil

Final Report

June 1, 2005


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1Final Report of the Business Planning Council June 1, 2005

OVERVIEW

Introduction and Process

Core Principles

Key Strategy Decisions

Program

Growth

Finance

Importance of Implementation

Discussion


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WHY

There is a vicious circle at work in America: the educational andeconomic opportunities for our countrys least advantaged are spiralingdownward today more than ever before.

Education reform has been unable to effectively address this problembecause focusing only on schools is simply not enough.

Citizen Schools, standing on 10 years of hard work and promisingresults, can help break the vicious circle by more broadly seizing thelargely untapped opportunity of out-of-school time.

To succeed, we must get better; we must clarify our goals, hone ourstrategies, and achieve excellence in implementation.

This report, on the work of the Business Planning Council, is animportant milestone in our reinvigorated effort for social change.

Hard choices have been made; but they have been guided by ultimatefaith in our mission and eventual success as well as carefulconsideration for how we can most effectively implement.


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INTRODUCTION & PROCESS

SCOPE: Looking towards the next 5 years

INPUT: 60 staff, 15 board members, and severalapprentices, alumni, former staff, and otherstakeholders contributed thinking and learning

OUTPUTS: 12 decisions on key issues

PERSPECTIVE: Neither one-year decisions, nor lifetimedecisions

ROLL OUT: Some "rolled out" over next 1-2 years,others will take effect AY2005-06 after summer work


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5 CORE PRINCIPLES

1. Re-embrace two-part mission ofeducating youthAND strengthening

communities

2. Apprenticeships arethe Citizen Schoolshedgehog

WHAT CANWE BE THE

BEST IN THEWORLD AT?

WHAT DRIVES OUR

ECONOMIC ENGINE?

WHAT ARE WEDEEPLY

PASSIONATEABOUT.


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5 CORE PRINCIPLES

3. School success as an important marker of oursuccess, we must focus on it

4. For our graduates to be workforce and civicleaders that will change the odds for theirchildren they must successfully complete highschool and go on to college or great workforcedevelopment programs

5. Citizen Schools requires a fully loaded cost of$3,000 to $3,500 per child


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PROGRAM STRATEGY DECISIONS

1. Use program time standards for all new campuses: 30 weeks in theprogram year, 3-4 hours each day, 12 hours a week

2. Revise indicators, outcomes and long term goals

3. Create a simple team level quality rubric, a campus managementtool and back off measuring writing and data, except for 8GAstudents

4. Focus on school success: increase HIT to 60 minutes per day,implement a school navigation curriculum

5. Hire a school-based math teacher on each campus to assist with

HIT6. Increase apprenticeships to twice a week for 90 minutes each

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


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GROWTH STRATEGY DECISIONS

8. Base growth on a state strategy and reach 8 states in thenext 5 years (stretch = 10) with 5-15 sites per state (80-100 campuses)

9. Revise the new site selection process to focus on schooldistricts (versus schools and/or communities) and front

door corporate support that identifies key success factorson a state, district, community and school level

10. Use branch model in mid/large markets and considerbranch or affiliate model in small communities (1-2campuses). Affiliates must meet a higher threshold ofsupport. Mix of models in a region is okay.


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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 millionto $3 million per region

12. Develop three fundraising scenarios withvarying levels of public and private funding.Dont enter new markets that cant sustain one ofthese three fundraising scenarios.


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IMPLEMENTATION

There are no GREAT strategies,

only good ones well implemented."

Dave LamereChairman of Mellon New England,

Citizen Schools board member

Discussion

Summer Projects Meeting, Weds. 3-5

Departmental/cross-organizational meetings on implementation


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OVERVIEW

After three months of intensive meetings,

retreats, and research, the OT and BusinessPlanning Council have made a series ofstrategic updates and changes to the CitizenSchools program and growth strategy.These include:

Focus growth in 8-10 strategic regions.

Grow to communities with strong highschool options and promisingcorporate/volunteer partnerships

Grow primarily through branches (directreplication) while maintaining affiliatemodel in some small to mid-size cities.

Simplify the program to become best inclass at two things: Apprenticeships andHomework/Investment Time

Simplify and sequence outcome goals.Better align external and internalevaluation


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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 campusesbetween 25 and 35 weeks per year, 2.25 and 4 hours per day,and 9 to 16 hours per week. Apprenticeships vary from 75minutes to four hours per week and HIT varies from 2 to 4hours 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 todeepen 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 (generallyfour days)

Roll-out and

Implementation

Use these criteria incultivation of all newsites

Use these criteria in 3

new sites in AY2005-06

Work with Bostonprogram and regionalstaff to move currentsites to these standardsin AY2005-06

NOTE: variance process needsto be determined. We expectminimal variances over time.


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EVALUATION

Roll-out and

Implementation

Use revised language inall grants and reportsgoing forward

Adjust internal

language and toolsover Summer 2005 andAY2005-06

NOTE: Need to determinespecifics on the 8GAindicators in writtencommunication and data

analysis and the rightmeasure for grades. Needto determine what level ofschool success is needed toshow preparation for HSsuccess.

Revised indicators, outcomes & long term goals

Indicators School grades in Math and English (Q1 to Q3)

MCAS in Math (6th& 8thGrades) & English (7thGrade)

School attendance; promotion to the next grade & discipline/suspensions

Developmental outcomes such as leadership and oral communication (nocomparison group)

Additional indicators for 8thGrade Year in written communication and dataanalysis

Outcomes

Enrollment in a college-track high school program

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

Promoting to 10thgrade 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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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 (withrefinement of internal assessment tools) usedprimarily on the team level covering: dailyattendance, retention, English Grades, mathGrades, GPA, oral communication skills,

leadership/teamwork skills, writing skills (8thgrade only), data skills (8th grade only)

Measure gains on leadership/teamwork and oralcommunication

Look at gains/comparative gains for 6th-7th gradeyears

Look at absolutes for 8th grade graduates

Develop Campus Management Tool for CDs andtheir managers to manage quality of inputs

Roll-out and

Implementation

Tools revised summer 2005

2005-2006: All Boston andnational campuses

NOTE: What do we place on theCampus Management Tool and howdo we ensure that CDs are scoring itconsistently? Whats the role of PMassessment?

Need to refine ourleadership/teamwork and oral

communication rubrics to defineexcellence

Need to keep team leaders withsame team all year long to allowteam leaders to focus on achievingoutcome goals


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SCHOOL SUCCESS

Focus on school success, invest in HIT

H: Increase HIT to 60 minutes a day, math 1stpriority

IT: Implement school navigation/study skillscurriculum (1+ additional hour per week)

Hire school-based math teachers to help with

HIT

Standardize learning procedures for HIT

Devote considerable staff training and coachingto HIT success

Gather, analyze, and return to TLs and CDs

school success data within two weeks ofmarking period. Explore possibility of one weekturnaround

Consider renaming HIT

Roll-out and

Implementation

Key project of the summer2005 curriculum retoolingteam

AY2005-2006: Expand HIT

at all Boston campuses andmost national campuses

Phase in teacher consultingat ~5 Boston campuses and3+ national campuses in

AY2005-2006 AY2006-2007: Full national

roll out


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8THGRADE 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 thosedays; participate in a special carve out day for a 90-minuteapprenticeship curriculum with one-to-one mentors (similarto Writing Coaches Program) and in 9-10 extra days of

explorations, during which they would visit high schools,colleges, and career-oriented destinations.

To participate complete 2 semesters before 8th grade with CDrecommendation

Additional Cost =


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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 getgood at something, build confidence, and to explore theworld through new skills and relationships with caringadults. One-quarter to one-half will have writing or dataas part of them. All will have Oral Communication andLeadership/Teamwork plus specific skills relevant totopic

Social change: connect a wide range of adults to urbanmiddle schoolers and with young people who are not

their own children. If we change the way that adultsspend their time, we can change the way that they think,vote and spend their money too. Stronger link to citizeninvolvement movement

Funding: a key strategy for recruiting corporations

Roll-out and

Implementation

AY2005-2006: Boston campusesand 3 additional campuses

Test idea of doubleapprenticeships (2 x per week)

AY2006-2007: national roll out

NOTE: We need to run scenarios onrecruitment and training requirementsto do this in Boston and other places(at 25%-50% staff led). Will we haveadequate infrastructure to supportnon-Boston implementation? How dowe craft and support WOW events?

Can we streamline/consolidate WOWsand improve on our ability to createspecial showcase WOWs (Kids Invest,Mock Trials, Kids Create)? Howchange hiring priorities?


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GROWTH MODEL CHANGES

STATE STRATEGY

Massachusetts as model

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 4person regional staff. Need to test this. Potentialstaffing structure:

Regional Director Regional Manager at four campuses

Fundraiser/CT recruiter at 3-5 campuses

Utility player at 5-7 campuses

Roll-out and

Implementation Develop success factors for

states

Conduct a national assessmentof states in Summer 2005 and

select targeted states for duediligence.

Assess districts capacity andthe corporate market as part ofdue diligence process for siteselection.

NOTE: How do we support andsustain the current campuses in ourfour regions? At what point to we addadditional staff at the regional level(thresholds)?

Base growth on state strategy


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NEW SITE SELECTION

Revise new site selection process, focus on

school districts and key success factors District level relationships provide continuity

with turnover of principals

Greater access to funding at district level

Focus growth on districts with high-qualityhigh schools we can feed to. Get selected basednot just on meeting a middle school need buton boosting district success

Experience has shown that corporate financialand human capital resources are critical to ourprogram success

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

Test potential sites against these criteria

Roll-out and

Implementation

National Network willassess districts capacity andthe corporate market as partof due diligence process for

site selection. National Network will pilot

due diligence andcultivation process for 2006site selection

NOTE: Include generalschool/district data on academicperformance as part of duediligence process when analyzingpotential new markets.


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BRANCH MODEL

Use branch model in mid/large markets

and consider branch or affiliate model insmall communities

For the first three years of growth, we replicated aprogram; now we will replicate an organization as well

Branch model increases ability to engage corporatefunders

Through greater control increase ability to make changesas needed to model, funding, and relationships.

Aids in building unified and powerful national brand.

Roll-out and

Implementation

National network will pilot thebranch structure in Houston andNew Brunswick in 2005-2006;

Do a model of expansion rate

over next 5 years; and work torevise and narrow the list of coreelements.

Need to maintain strong supportto existing and new affiliates andclarify expectations with newand veteran affiliates

NOTE: How do we redesign HQorganization to best support thenetwork?


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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 perchild, $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 amountcoming from public sources

~20% of local/regional costs should be raised by thenational office through sources such as AmeriCorpsand national corporate partners

We need to raise ~$6 million in funds annually tosupport the Boston Action Tank

We need to raise $2 million to $4 million toward

Citizen Schools University and field buildinginitiatives.

The overall national budget of CS is slated to risefrom ~$10 million today to $32 to $35 million in 2010

Roll-out and

Implementation

A small cross-organizationalteam needs to continue meetingthis summer to develop aclearer strategy for raisingfunds and a point of view as to

the best funding mix at thelocal/regional level.

Need to consider how tomarket the cost per child. Totalcost is $3,000 to $3,500 per slot.Total per child $2,500 to $3,000(assuming 20% fall to springturnover); Direct cost perchild= ~$2,000


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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.

Optional 6thand 8thgrade 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.

! Cool off-campus exploration

!!!!!!!!

September October November December January February March April May


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APPENDIX: WEEKLY SCHEDULE

3 HOURS PER DAY

Academic improvement

Real-world skills

Positive environment and relationships

Community connectedness

Sequenced programming for 6th, 7th,and 8thgraders

3:00

3:15

4:45

5:35

6:00 DISMISSAL

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

Team Circle (15min) Team Circle (15 min) Team Circle (15 min)Opening Circle(25 min)

HOMEWORKINVESTMENT TIME

(60 min)HOMEWORK

INVESTMENT TIMEw/school navigation

(90 min)

HOMEWORKINVESTMENT TIMEw/school navigation

(90 min)

HOMEWORKINVESTMENT TIME

(60 min)

CHOICE(50 min)

CHOICE(50 min)

APPRENTICE-

SHIPS(90 min)

APPRENTICE-

SHIPS(90 min)

Closing Circle (15 min)

3:00

3:25

4:30

4:55

6:00

MONDAY TUESDAY WEDNESDAY THURSDAY


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10 CAMPUS REGIONAL COSTS:

AFFILIATE VERSUS BRANCH MODEL

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

1Excludes $60k of start up costs over the first two years of operation2All personnel costs include benefits3Assumes five affiliate partners over the 10 sites4Regional costs allocated over 10 campus network

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

Direct Personnel2Campus Director (1)

$48,000Teaching Fellows (2)

$52,800Teaching Associates (6)

$62,242

Total Direct Personnel $163,042 Affiliate

Other Direct $34,061

Total Direct Cost $197,103 Affiliate

Regional Office2,4

Regional Director $10,500

Regional Manager $7,200

RM/Administrator $4,800

CT Recruiter $0Development $0

Overhead (Office Space, Tech) $2,000Total Regional Office $24,500 CSHQ

Citizen Schools National Office

Support Services & Oversight $25,000HR/Finance Coordinator $0

Tech Coordinator $0Total Citizen Schools National Office $25,000 CSHQ

Total Network Cost $246,607

Total Cost to CSHQ $49,500

Direct PersonnelCampus Director (1)

$48,000Teaching Fellows (2) $52,800

Teaching Associates (6) $62,242

Total Direct Personnel $163,042 CSHQ

Other Direct $34,061

Total Direct Cost $197,103 CSHQ

Regional Office2,3

Regional Director $10,500

Regional Manager $7,200Administrator $4,800

RM/CT Recruiter $5,400

Development $6,000

Overhead (Office Space, Tech) $15,000Total Regional Office $48,900 CSHQ


Support Services & Oversight $25,000

HR/Finance Coordinator $4,200

Tech Coordinator $1,400Total Citizen Schools National Office $30,600 CSHQ

Total Network Cost $276,603

Total Cost to CSHQ $276,603


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NETWORK REVENUE BY FUNDRAISING

RESPONSIBILITY 2006-2010

$MM

Total Network Revenue Growth2006-2010 by Fund Raising

Responsibility

11.112.8 13.1 13.3

15.0

2.8

4.6

7.5

11.8

17.3

0

5

10

15

20

25

30

35

2006 2007 2008 2009 2010

Citizen Schools

National Office

$25.2

$20.6

$17.4

$13.9

$32.3

State, & Local

State & Local 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 andstate 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 reachindividual donors


National Office obtains funding from,corporations, foundations, individuals, andpublic sources to fund the direct cost of the

Boston program, the cost to support networksites 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 investorsto provide multi-state grants to support theentire network, e.g. Bank of America


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BUILDING A NATIONAL NETWORK OF

10 STATES & 100 CAMPUSES

(Stretch Goal)

NUMBERSOFS

TUDENTS

PROJECTED GROWTH IN STUDENTS SERVED: 2006-2010

1056 1152

2,6004,100

124811521056

8,800

6,200

1,600

0

2,000

4,000

6,000

8,000

10,000

12,000

FY 2006 FY 2007 FY 2008 FY 2009 FY 2010

Network

Boston

By 2010, Citizen Schools plans to expand to 30-40 communities (up to 100 campuses total) toengage a total of up to 10,000 students per year.

National network ofup to 100 campuses in30-40 communitiesacross 8-10 states

Serving up to 10,000students.

National CorporateSupport andSponsorship.

National EvaluationStudy demonstrating

impact.


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Distribution of Citizen Schools Network Annual Budget

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 casefunding 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 $100,000

Corporations & FoundationsRegional & local corporations & foundations $50,000(United Way)

Tuition

Fees paid by parents for student participation $25,000

School Partnerships

Fellow morning partnerships with host schools $12,500

Individual Annualcampaigns and other events $12,500

Total Annual Revenue $250,000

1Any 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

Public

Funding

40%

Individuals

5%

School

Partnerships

5%

Corporations

&

Foundations

20%

Tuition

10%Lead

Investors20%


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Scenario #2, where public funding is readily available, is prevalent in lower income school districts. Some of our Texas sites mapclosely 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


Lead Investors*


Public Funding


Corporations & Foundations

Regional & local corporations & foundations $25,000

Tuition

Fees paid by parents for student participation $0

School Partnerships




Public

Funding

60%

Individuals

5%

School

Partnerships

5%Corporations

&

Foundations

10%

Lead

Investors

20%


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




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Scenario #3 describes sites that have less access to public funding. Our current California sites fall into this scenario. Sitesin 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


Lead Investors*


Public Funding


Corporations & Foundations

Regional & local corporations & foundations $75,000

Tuition

Fees paid by parents for student participation $25,000

School Partnerships




Public

Funding

20%

Individuals

5%

School

Partnerships

5%

Corporations

&

Foundations

30%

Tuition10%

Lead

Investors

30%


Note: Based on our fund raising experience, we recognize that funding mixes may vary from year to year and s ite 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, andhuman services pledge to work together to ensure that all children have access to productivelearning and enrichment opportunities after school. I strongly believe that Citizen Schools is aninvestment 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 performancesthat resulted from the apprenticeships. Of greatest interest to me was the ability of theapprentices 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

Citizen Schools seizes the opportunity of out-of-school time to engage citizens in the learning ofyouth 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 forhigh school achievement, successful graduation and college access.

www.citizenschools.org

bpc final report 2005

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