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inspire
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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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PROGRAM MODEL CHANGES
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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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 (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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PROGRAM MODEL CHANGES
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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PROGRAM MODEL CHANGES
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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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 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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GROWTH MODEL CHANGES
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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GROWTH MODEL CHANGES
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
Citizen Schools National Office
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
Citizen Schools National Office
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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Distribution of Citizen Schools Network Annual Budget
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
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 $150,000
Corporations & Foundations
Regional & local corporations & foundations $25,000
Tuition
Fees paid by parents for student participation $0
School Partnerships
Fellow morning partnerships with host schools $12,500
Individual Annualcampaigns and other events $12,500
Total Annual Revenue $250,000
Public
Funding
60%
Individuals
5%
School
Partnerships
5%Corporations
&
Foundations
10%
Lead
Investors
20%
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 s ite to site within a region
REVENUE PLAN FOR THE ONGOING COST OF A CAMPUS
SCENARIO #2 (DIRECT AND INDIRECT COSTS)
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Distribution of Citizen Schools Network Annual Budget
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
Total Citizen Schools Network Annual Cost
Lead Investors*
High level funders recruited by the national office $75,000
Public Funding
AmeriCorps, state, and locally allocated federal $50,000
Corporations & Foundations
Regional & local corporations & foundations $75,000
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
Public
Funding
20%
Individuals
5%
School
Partnerships
5%
Corporations
&
Foundations
30%
Tuition10%
Lead
Investors
30%
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 s ite to site within a region
REVENUE PLAN FOR THE ONGOING COST OF A CAMPUS
SCENARIO #3 (DIRECT AND INDIRECT COSTS)
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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