Scaling Direct Service at Year Up
Leadership Summit 2015
National Program Team Overview
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National Program Vision
Together, we believe that in order to achieve
our mission and implement our
strategy, we should align our national efforts around a program model that:
consistent quality
1. Ensures
for our students (EPIC outcomes) and employers (valuable,
relevant pipeline of talent) across sites and channels
2. Can flexibly
business, etc.)
respond to employer needs for talent (specific skills, speed of
3. Can scale to serve more students because its costs are covered by internship revenue
4. Supports our overall systems change efforts (changing perception/practice/policy,
demonstrating impact, contributing to the broader field and movement, etc.)
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National Program Practice Areas
Quality &
Delivery
Solutions
Launches
Research
&
Evaluation
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Illustrative Menu:
Services Offered by National Program Team
Practice Area
Description
Program Quality
& Delivery
Human Capital
• Participate in hiring process & facilitate onboarding/training for leadership roles
• Lead functional training for local program staff (with Training Academy)
• Serve as sounding board for planning interim coverage and/or deploy short-term staffing boost (admissions
recruiting)
Program Performance
• Assess holistic program quality (single site or multi) to spot/share best practices and identify areas for
improvement
• Facilitate program improvement plan & incorporate best practices/standards
• Facilitate orgwide standard building where “one YU” consistency is required
• Build tools to make frequent processes more productive
• Thought partner for local functional leads on day-to-day challenges
Launches
•
Provide “Launch Consultant” to project manage launch timeline and incorporate best practices/standards from
past launches
Solutions
•
Provide “Solutions Lead” to project manage vetting/design process and incorporate best practices/standards from
past launches
Research &
Evaluation
•
Provide sites w/periodic research analysis (i.e. intern performance survey) and field one-time research requests
(i.e. “I see retention much higher in 1 LC than the others... What’s driving this?”)
Vet evaluation/research proposals from external orgs, support local implementation for approved external
research projects
•
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Launching a New Direct Service Site in our Co-Location Model
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Evaluate & Learn: Our experience opening and
operating PTC pilots has taught us many critical lessons
Early Pilots
(BAL, MIA,
PHL)
Getting the initial
recipe right
Second Wave
(JAX, AZ)
Building on a
solid foundation
Dual Channel
(NOVA,
Bellevue)
Developing
quality
LESSONS LEARNED
Only open in those cities where we are pulled by corporate demand
Identifying the right academic partner and champion is critical with aligned goals
Only grow by full LCs of 40 students
Critical to have sufficient time to recruit a full class of students
Hire the Executive Director, Business Development, and Admissions lead at least 6
months prior to launch
• Invest in local development support on the ground
•
•
•
•
•
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Launch Decision: Point of No Return (PNR)
• PNR: The point at which Year Up will commit to admitting students and hiring permanent
staff for a new site or additional LC.
• Proof Points: There are three Proof Points which must be met to move beyond the PNR:
1. Demonstrated Market Demand
2. Demonstrated Philanthropy
3. Viable Community College Partner (new market)
Note: Assumes market need to serve Opportunity Youth
• Timing of Proof Points: Timing is driven primarily by Year Up’s Admissions timeline, as
this is a process we can’t easily shorten without compromising quality
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Demonstrated Proof Points
PROOF POINT
Market Demand
CONDITION TO
MOVE PAST PNR
•
20 quality
internship seats
confirmed.
•
Identified pipeline
for additional 15
seats
JUSTIFICATION
TIMING
Securing seats early allows us to identify instructional
tracks, allowing us to recruit interested students, which
results in higher retention.
Philanthropy
•
$2M in startup
capital secured
Raising money before we are committed to the city allows
us to leverage interest in Year Up, confirming there is
sufficient funding to support the launch.
College Partner
•
Secure Community
College partner
Securing a partnership agreement with the college allows
us to recruit effectively and design a program in
partnership, leading to more effective admissions and
programmatic execution.
No later than 6
months prior to
start of class.
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YoU Launch!
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YoU Launch: What are the basics?
Your Role: Pair with another Board member to form the “launch team” for a new Year Up site.
Goal: Secure necessary commitments from 3 stakeholder groups to move forward with the launch.
To Win: Hit the 3 Point of No Return Proof Points
20 Internship Seats Connected to IT or
Business Tracks
$2 Million in Launch Capital
Leadership Buy-In, Academic Alignment, &
Space with a College Partner
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YoU Launch: How do I get the commitments I want?
Development
Prospect commits to
$500K for the launch.
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YoU Launch: How do I know if I’m on the right track?
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YoU Launch: What makes a Good Pitch?
The Strongest Pitches will
1. Effectively describe the Year Up Mission & Opportunity Divide
2. Will create a dialogue with your stakeholder to understand what they value
3. Describe Year Up’s specific value proposition to meet that stakeholder’s needs
4. Provide proof points of Year Up’s demonstrated track record of success
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Approximately 30 Minutes
LET’S PLAY: YoU Launch!
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Debrief
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Debrief
• What were the challenges to securing commitments? What strategies did you
find were successful in progressing towards launch?
• Teams who moved to second activity: How was your experience?
• As governors and some of our most committed ambassadors:
– What role can you play to get our launches to greenlight as smoothly as
possible?
– What should we be asking you for?
– How should we ask?
• How can you use your experience to support Year Up’s work, even if you’re not
in a city experiencing a launch or high growth?
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Examples of strong pitch elements
Stakeholder
YU’s Value Proposition
Corporate Partners
•
•
•
What entry level roles
are you currently having
difficulty filling?
•
•
•
•
Philanthropic
Investors
•
•
What are your
philanthropic goals?
What impact would you
like to make with your
philanthropic
investments?
Community Colleges
What are the 2-3
strategic priorities for
you and your college?
Pre-Screened Talent
Hard and Soft Skills Training
Greater Diversity
YU’s Demonstrated Success
•
•
•
•
Financial Sustainability
No competition with local
nonprofits
Social Impact
Measurable Outcomes
•
•
•
Persistence
Connecting schools to the workforce
Brand
•
•
•
Proven record with over 250 corporate partners
~90% Partner Satisfaction
1 in 3 interns are hired (traditional recruitment sources
see numbers closer to 1 in 18)
YU hires stay 2-3 times longer than other employees-ROI
77% graduation rate
88% Positive outcomes– full-time employment or school
re-enrollment
90% of YU graduates would recommend the program to
a friend or family member
70% of graduates re-enroll in college the following
semester
88% Positive outcomes- full-time employment or school
re-enrollment
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Post-Point of No Return Actions
Hire Executive Director
Hire Director of Business Development
Hire Admissions Director
Set-up YU office space and Technology
Confirm access to college rooms for YU
activities
Build student admissions pipeline
strategy (campus and community)
Identify target “map” of college classes
that meet market demand
Confirm 15 additional internship seats
Finalize MOU with college partner
Time Prior
to Launch
6
months
4
months
2
months
<2
weeks
Hire Site Director of Higher Ed Programs
Hire Program Manager & Internship
Services Manager
New Hire Orientation for YU staff
Confirm student schedule (block out
Feedback, ProSkills etc.)
Establish Student Services Partners
(housing, immigration, mental health,
etc.)
Identify instructors at college for key
classes
Full class (plus waitlist) admitted
Facilitate orientation for career-track
(college) instructors
Student Pre-orientation and orientation
week
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Closing – “Strive to Learn”
Before reconvening, please find an index card on your table…
On one side, please let us know one new piece of knowledge you’re taking away from
this session.
On the other, please let us know one unanswered question that’s still on your mind
as you’re leaving.
Please return your card to one of the Year Up staff as you return to your original
table.
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