College for Social Innovation Inc.

Transcription

1 College for Social Innovation Inc. General Information 89 South Street Suite 47 Boston, MA 2111 (617) Website Organization Contact Eric Schwarz Year of Incorporation 215 1

2 Statements & Search Criteria Mission Statement Educating and inspiring the next generation of problem solvers for humanity's toughest challenges Background Statement We believe that combining the best of a liberal arts education with mentor-rich, real-world learning opportunities can address critical issues facing U.S. colleges and universities while building a stronger talent pipeline for the social sector. Specifically, we believe College for Social Innovation can help reduce the cost of college while increasing self-discovery, learning, and skill development. In addition, we can help students build networks that will make it easier for them to get good jobs and to grow and contribute as workplace and civic leaders. We envision a new type of college that puts real-world experience and discovery of purpose at the center of a student s college years. We plan to do this through College for Social Innovation, a new non-profit organization, incorporated in July 215, focused on providing college students with apprenticeship-based service learning in the social sector. College for Social Innovation will start by partnering with leading colleges to place students in semester-long, full-time, 16-credit Social Innovation Fellowships with social sector leaders in the Boston area. Students will learn through job-related assignments and relevant seminars and reflection activities, all of which will help them build career-based competencies and a network. Over time we will scale College for Social Innovation to additional cities and enroll hundreds of thousands of students, helping to inspire and train a new generation of problem solvers. As we prove demand for and impact of the model, we will seek deeper partnerships with colleges in which students enroll with us not just for one semester but for two to four semesters. Our long-term vision is a model in which apprenticeship-based learning represents up to half of all credits needed for a bachelor s degree, the cost of college comes down, and learning and purpose go up. 2

3 Impact Statement Our start-up phase will focus on the following organizational goals: Establish initial partnerships with leading colleges and universities in which the colleges provide credit and funding to students who participate in CfSI. In FY16 we will establish 2-3 founding college partnerships and in FY17 and FY18 we hope to add 3 college partners per year. We seek to work with a diversity of institutions that serve academically competitive and socio-economically diverse students. Build partnerships with leading social sector organizations, including non-profits, government agencies, and social mission businesses. In year one we seek to build partnerships with 15-2 leading Boston-area organizations. Each organization must complete an application showing a welldeveloped work plan for each Social Innovation Fellow and an identified staff leader to serve as a mentor for the service fellows they host. Develop curriculum and training for our evening seminar, The Social Innovator s Tool Kit, reflection and skill-building workshops, orientation and student research showcase. In addition, we plan to build a 3-4 day leadership curriculum for the young leaders who serve as mentors, providing our partners with a strategy for further developing existing staff through a management assignment and membership in a citywide leadership cohort. Build a world-class team to establish and grow the organization. In year one the focus will be on hiring a great start-up team of staff and consultants and building a strong board and advisory board. Raise initial philanthropic support to establish the organization and bridge to eventual scale through earned revenue. We estimate that we need to raise $75, in FY16 and an additional $4 million over the following three years to build capacity and cover the costs of the pilot. Build the College for Social Innovation brand and contribute to social sector talent development and higher education reform through research and thought leadership. Needs Statement Our model requires ~$5 million of philanthropy over the next four to five years, allowing us to pilot and initially scale the model in Boston and two additional communities. By FY21 we believe we can be sustainable and scalable entirely through earned revenue, with college partners passing on $6, to $7, of student tuition for the semesters in which a student participates in the College for Social Innovation. 3

4 CEO/Executive Director Statement The social sector has always been at the heart of America s success, from Ben Franklin s lending libraries to Andrew Carnegie and the public library; from the Grange, abolitionists, settlement houses, and YMCA s to our modern health centers, community development corporations, universities, and environmental agencies. In the future, we will need the social sector more than ever and the social sector will have to be more adept at solving complicated problems with maximum efficiency and collaboration. The social sector is also growing much faster than other parts of the economy and by 222 it is projected that 16 percent of all U.S. jobs will be in non-profit organizations jobs at community health centers, hospitals, museums, social service agencies, environmental programs, colleges, after-school programs, farmer s markets, and more. At the same time, while government is shrinking relative to the size of our population, government still represents 14 percent of all jobs and ultimately remains the way that citizens in any society set direction, choose priorities, invest in the future, and meet the community s needs for everything from education to public health, poverty alleviation, and national defense. In some domains, social mission businesses also have huge potential to develop business models that accelerate social value without relying on philanthropy. The non-profit sector, social mission businesses, and government need great leaders at all levels and lots of them. In fact, as with other sectors, the key to the success of the social sector will be the sector s ability to continually grow, replenish, and improve its leadership pipeline. There are currently 9 million full-time students enrolled in four-year colleges and another 14 million part-time or community college students supported by an elaborate system of private and public funding. We should aim within the next generation to engage at least 1 percent of all college students in one to four semesters of fully credited experiential learning in the social sector. Doing so will help social sector organizations get things done. But more profoundly, doing so will help build a generation of societal problem solvers. With your help we can begin to accelerate the development of exceptional and diverse talent pool to address humanity s largest challenges while also developing a pattern-breaking new model for higher education a model that can ultimately lower the cost of college while increasing selfdiscovery and learning and preparing young people for fulfilled lives of purpose. Service Categories Higher Education Geographic Areas Served Please review online profile for full list of selected areas served. 4

5 Programs Social Innovation Fellowship Description College for Social Innovation students will get full credit serving with leading social sector organizations four days a week, for a semester. Every fellowship will be a little different, but in each case the student will have a dedicated mentor who is a handselected high-performing, high-potential leader. Students will spend roughly 2 percent of their time shadowing senior leaders, 4 percent of their time doing front-line service for the organization, and 4 percent working on a special project, such as researching a potential new initiative or organizing an event. Social Innovation Fellows will gain 4+ hours of fully-credited work-based learning, allowing them to learn more about themselves and their passions while also building their skills and their networks. Main fellowship components include: Social Sector Placement The Social Innovator's Toolkit evening seminar Skill-building and Reflection Workshops Creation of a Digital Portfolio Budget Category Education, General/Other Education, General/Other Population Served College Aged (18-26 years),, Program Short Term Success Students will have a digital portfolio of their work including the final draft of a policy memo, a PowerPoint presentation sharing research data and theories informed by the data, and short videos of student presentations. Students can link to their digital portfolios from their resume and potential employers will be able see real work product and a letter of support from their mentor, not just "same old" summaries of self-identified strengths. Students will also build a network, gain professional experience, and will bring back a new energy and maturity to the classrooms at their home institute. Social sector organizations will benefit from leadership development opportunities for the staff member who serves as a mentor, work toward their mission, and access to a pipeline of prepared and diverse entry-level talent. Program Long term Success We aim to develop a diverse pool of leaders who effectively address the challenges facing humanity, at the local, national, and global level and to inspire the $55 billion higher education sector which already has society s leadership development job to develop more and better change makers. 5

6 Program Success Monitored By Our exact impact measures are under development, but they will likely include measurable impact/improvement in the following areas: Skills in four core 21st Century skill areas Customer satisfaction or net promoter score from students, social sector partners, and colleges Stronger networks, higher job placement and/or job placement in social sector Examples of Program Success Our program will pilot in Fall

7 Management CEO/Executive Director Executive Director Mr. Eric Schwarz Term Start July 215 Experience Eric is also Co-Founder and former CEO of Citizen Schools, a successful social enterprise that has scaled to a $3 million annual budget and has had a positive impact on the after-school and extended learning time fields across the U.S. Among other accomplishments at Citizen Schools, Schwarz and his team crafted four different degree-granting partnerships with U.S. universities to offer master s degrees in education to Citizen Schools Teaching Fellows through special courses and seminars, including an education reform course taught by Schwarz and others. Schwarz is also the author of the critically-acclaimed book, The Opportunity Equation, published by Beacon Press in 214, the co-editor of The Case For 21st Century Learning, a 26 book published by Jossey Bass, and the author of numerous articles and book chapters, including Calling All Citizens in The New York Times best-selling Waiting For Superman, published in 21 by Public Affairs. Prior to starting Citizen Schools in 1995, Schwarz served as vice president of City Year, the national service program, and as a journalist at The Oakland Tribune and The Patriot Ledger (Quincy, MA) where he was nominated for a Pulitzer Prize. He is a member of the board of Beyond12, an organization focused on college completion for first-generation college students, and of Citizen Schools, and chair of the board of US22, a national STEM mentoring initiative launched at the White House. Schwarz is a past board member of First Night, The Breakthrough Collaborative, Do Something, and the Harvard Outward Bound Project. He graduated from the University of Vermont (B.A.) in 1983 and from the Harvard Graduate School of Education (M. Ed) in Schwarz lives in Brookline, MA with his wife and two children. Senior Staff Dr. Lisa Jackson Title Co-Founder, Managing Director 7

8 Experience/Biography Lisa is excited to join the team at College for Social Innovation as it gives her a chance to get back to work in the field of Education. Though her most recent experience was in philanthropy, Lisa began her career as an educator. Following graduate school at Stanford University, she came to Boston College as an assistant professor at the Lynch School of Education. In addition to teaching undergraduate and graduate students, Lisa conducted research with high school students in the Boston Public Schools. Finding her passion working with students and staff at the high school, she took a leap of faith and left Boston College to become the Project Director for GEAR UP Boston (Gaining Early Awareness and Readiness for Undergraduate Programs). In this role she managed partnerships between colleges and universities and Boston public middle schools to increase access for middle school students to after-school programs focused on college preparation. In addition to providing technical assistance to the individual partnerships, Lisa also developed systems that fostered collaborations across partnerships in a variety of areas including curriculum development, staff training, and evaluation. In the intervening years Lisa took on several roles in the social sector leveraging her skills in evaluation and management, and developing new skills including fundraising, and grant making strategy. Lisa was the Vice President for Performance and Outcomes at The Home for Little Wanderers the largest human service agency in Massachusetts. There, she had the unique opportunity to build a department dedicated to measurement and risk management from the ground up, integrating the value of data for the purpose of program improvement. Continuing on this path, Lisa joined the Center for Effective Philanthropy as the Vice President for Research. She worked closely with a variety of foundation leadership teams to use comparative data for the purpose of assessing their effectiveness. Lisa joined New Profit, Inc. in 211 to lead the Pathways Fund an effort supported by the Social Innovation Fund at the Corporation for Community and National Service. The Pathways Fund is a community of social entrepreneurs and funders who come together to learn and partner on the issues of college access, success, and living-wage employment. Lisa built a highperforming team that delivered outstanding results and received continued Social Innovation Fund support year to year. In 213 Lisa was promoted to Managing Partner for Portfolio Investments at New Profit. Lisa was responsible for the portfolio of 32 investments, investment management (including investment selection and support), and investment monitoring and performance. Lisa is on the national boards of several organizations including Year Up, College Advising Corp, and The Reset Foundation. She is also a School Committee member for the Public Schools of Brookline, MA where she and her family live. 8

9 Ariel Brooks Title Experience/Biography Chief Program Officer Ariel Brooks has worked at the nexus of higher education, nonprofits and K-12 education throughout her career. By happy accident, at first, and now by design, Ariel has played a start-up or intrapraneurial role in each organization she s joined, working to build new nonprofits and innovative new programs within existing institutions. Ariel is thrilled to bring this experience to the College for Social Innovation s founding design team. As a college student at Harvard, Ariel engaged in deeply transformative service-learning experiences through the Phillips Brooks House Association, a student-led multi-service agency, serving more than 1, clients annually in greater Boston. Out of this grew a strong belief in and commitment to the types of experiential learning at the core of the College for Social Innovation model. After graduation, Ariel worked as the Founding Program Manager for Strong Women, Strong Girls a now international nonprofit mentoring program that connects college women with 3-5th graders. She then served as the first Student Development Coordinator for the Phillips Brooks House Association, where she was as the lead staff member devoted to training, reflection and evaluation. In collaboration with student leaders, Ariel built the Public Service Academy, administered the Stride Rite public service scholarship and fellowship program, and led reflection and evaluation efforts for the organization as a whole. During this time, Ariel also earned an M.Ed. in Instructional Design from UMass Boston. Following a year teaching secondary English Language Arts and Social Studies in Malawi, Ariel returned to the US to become the Founding Director of Non Degree Programs at Marlboro College in southeastern Vermont. At Marlboro, Ariel built and managed a portfolio of twelve programs ranging from summer pre-college programs for teens to a community-based board fellows program that trains young professionals to become nonprofit board members. Just before transition to the College for Social Innovation, Ariel is serving as the Interim Dean of Students, supervising housing and residential life, the Total Health Center (covering both physical and mental health), the College s outdoor and recreation programs and the Career and Life Path Center. Staff Information Full Time Staff Part Time Staff Volunteers 9 1 9

10 Contractors Staff Demographics - Ethnicity African American/Black Asian American/Pacific Islander Caucasian Hispanic/Latino Native American/American Indian Other Iranian Staff Demographics - Gender Male Female Unspecified 3 7 Formal Evaluations CEO Formal Evaluation CEO/Executive Formal Evaluation Frequency Senior Management Formal Evaluation Senior Management Formal Evaluation Frequency NonManagement Formal Evaluation Non Management Formal Evaluation Frequency Yes Annually Yes Annually Yes Annually Plans & Policies Organization has a Fundraising Plan? Yes Organization has a Strategic Plan? Yes Date Strategic Plan Adopted 215 Organization Policy and Procedures Under Development Nondiscrimination Policy Under Development Whistleblower Policy No 1

11 Board & Governance Board Chair Board Chair Mr. Eric Schwarz Company Affiliation College for Social Innovation Term July 215 to Board Members Name Affiliation Status Tom Craig Monitor Consulting, Shockwave International Voting Tulaine Montgomery New Profit Voting Eric Schwarz College for Social Innovation Voting Board Demographics - Ethnicity African American/Black 1 Asian American/Pacific Islander Caucasian 2 Hispanic/Latino Native American/American Indian Other Board Demographics - Gender Male Female Unspecified 2 1 Board Information Written Board Selection Criteria? Written Conflict of Interest Policy? Percentage Making Monetary Contributions Constituency Includes Client Representation Under Development Yes 1% No Additional Board Members and Affiliations Name Donna Cowan Affiliation Retired Bolt, Beranek, and Newman; Past Chair The Hestia Fund 11

12 Tom Craig Nancy Hoffman Dr. Lisa Jackson Ellen Kurz Raj Melville Tulaine Montgomery Steve Mooney Paul Reville Len Schlesinger Eric Schwarz Alan Solomont Barbara Vacarr Monitor Consulting, Shockwave International Jobs for the Future College for Social Innovation ivote Deshpande Foundation New Profit Jack Morton Worldwide Former Massachusetts Secretary of Education; Education Redesign Lab, Harvard University Former President of Babson College; Professor, Harvard Business School College for Social Innovation Dean of the Jonathan M. Tisch College of Citizenship and Public Service at Tufts University; Former US Ambassador to Spain; Former Chair of the Board of the Corporation for National & Community Servic Encore.org; Former President of Goddard College Comments CEO Comments 12

13 Impact Goals College for Social Innovation aims to develop a diverse pool of leaders who effectively address the challenges facing humanity, at the local, national, and global level. Over time, we hope to drive systemic change in the $55 billion higher education sector which already has society s leadership development job to develop more and better change makers. Strategies We will partner with existing colleges to offer more real-world relevance through structured, creditbearing fellowships and greater focus on impact through a competency- based approach. Our model is founded on four core design principles: Fellowships: 1 to 4 semesters of credits earned through real- world job experiences and structured reflection, developing academic + social skills and pathways to good jobs. Mentoring: Students will benefit from mentorship including professional, academic and career coaching. Technology will help us support alumni. Competency-based approach: Students will work toward proficiency in a set of core competencies required in today s workplace: - Effective Communications (oral and written) - Data analysis and data-based decision-making - Teamwork and Interpersonal Dynamics - Creativity and Innovative Problem-Solving. Core and elective courses: Students continue to benefit from best of a liberal arts curriculum offered by their home college. CfSI will offer one intensive social change seminar per semester. Capabilities To date, CfSI has secured $64, in funding for its FY16 $65, spending budget. We have a goal of raising $75, in FY216 to provide a base for FY17. We have a team of 7 including 3 senior leaders and a part-time finance manager. Through a partnership with Bridgespan we have secured space for our headquarters for FY16 and are receiving strategy consulting to support our early efforts. The Co-Founders of CfSI have extensive experiences as social entrepreneurs and innovators in the social sector. They bring networks to the organization that include higher education and social sector organizations. As a result, critical relationships have been formed with potential college partners and social sector host sites ensuring successful program implementation in fall of 216. In addition, both Co-Founders and the Chief Program Officer have expertise in program design, implementation and assessment. This will be brought to bear so that the program is high quality, meets the needs of a diverse cohort of students, and successfully produces identified outcomes. 13

14 Indicators College for Social Innovation will have a particular focus on building competencies in four core skills: Effective Communication, Data Analysis and Synthesis, Teamwork and Interpersonal Dynamics, and Creativity and Innovative Problem-Solving. We are still developing impact measures; however, they are likely to include many or all of the following metrics: 1. Demand from colleges and students: Do significant numbers of colleges signup, including offering full credit and financial support for their students? Do students from participating colleges sign up? Do we have more than enough qualified applications for every available spot in the program? 2. Quality and diversity of students: Are 8% of participating students drawn from the top 2% of the academic distribution (nationally) as measured by SAT and GPA? Do1% of participating students demonstrate leadership qualities through their application essay and past extra-curricular activities? Do 5 percent or more of students meet federal department of education standards for underserved college students, including students of color, low-income students, and first generation students? 3. Feedback from participants: Positive net promoter score from participating students, college liaisons and faculty, and social sector host organizations. 4. Learning gains in four core competency areas: Where practical, do pre-program and postprogram rubric or standardized test assessment in four core skill areas: Communication (written and oral), Data Analysis, Interpersonal Relations, Creative problem-solving. Where not practical to do pre- and post-assessments, at least do post- assessment and compare to peer groups of students not participating (from national data sets or partner campuses if available). 5. Promotion/graduation rates: Do participants have higher promotion and college graduation rates than peers nationally and at partner colleges? 6. Job placement in field of choice: Do participants have higher rates of placement and success in full-time jobs in desired fields compared to peers at same college and peers nationally? Progress The program will pilot in Fall

15 Financials Fiscal Year Fiscal Year Start July 1, 217 Fiscal Year End June 3, 218 Projected Revenue $1,765,62. Projected Expenses $1,685,694. Endowment? No Credit Line? No Reserve Fund? No Months Reserve Fund Covers Detailed Financials Revenue and Expenses Fiscal Year Total Revenue $774, Total Expenses $682, Revenue Sources Fiscal Year Foundation and Corporation $61, Contributions Government Contributions $ $ $ Federal -- State -- Local -- Unspecified -- Individual Contributions $84, Indirect Public Support Earned Revenue Investment Income, Net of Losses Membership Dues Special Events Revenue In-Kind $37, Other $5,

16 Expense Allocation Fiscal Year Program Expense $442, Administration Expense $138, Fundraising Expense $11, Payments to Affiliates Total Revenue/Total Expenses Program Expense/Total Expenses 65% Fundraising Expense/Contributed Revenue 15% Assets and Liabilities Fiscal Year Total Assets $68, Current Assets $57, Long-Term Liabilities $ Current Liabilities $9, Total Net Assets $516, Short Term Solvency Fiscal Year Current Ratio: Current Assets/Current Liabilities Long Term Solvency Fiscal Year Long-Term Liabilities/Total Assets % Top Funding Sources Fiscal Year Top Funding Source & Dollar Amount Second Highest Funding Source & Dollar Amount Third Highest Funding Source & Dollar Amount Capital Campaign Currently in a Capital Campaign? No Comments CEO Comments College for Social Innovation is in its first year after incorporating July 2, 215. Foundation Staff Comments The College for Social Innovation is a newer organization and received its nonprofit status from the IRS in February 216. Prior to that, it was fiscally sponsored by Echoing Green Inc., beginning on June 16, 215. Data in the charts and graphs above is per the College for Social Innovation. Created Copyright 218 The Boston Foundation 16