Scaling Direct Service at Year Up

Leadership Summit 2015

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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:

1. Ensures consistent quality for our students (EPIC outcomes) and employers (valuable, relevant pipeline of talent) across sites and channels

2. Can flexibly respond to employer needs for talent (specific skills, speed of business, etc.)

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 DescriptionProgram 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)

Second Wave(JAX, AZ)

Dual Channel(NOVA,

Bellevue)

Getting the initial recipe right

Building on a solid foundation

Developing quality

• 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

LESSONS LEARNED

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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 CONDITION TO MOVE PAST PNR

JUSTIFICATION TIMING

Market Demand • 20 quality internship seats confirmed.

• Identified pipeline for additional 15 seats

Securing seats early allows us to identify instructional tracks, allowing us to recruit interested students, which results in higher retention.

No later than 6 months prior to

start of class.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.

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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

Leadership Buy-In, Academic Alignment, & Space with a College Partner

$2 Million in Launch Capital

20 Internship Seats Connected to IT or Business Tracks

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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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LET’S PLAY: YoU Launch!

Approximately 30 Minutes

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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 YU’s Demonstrated SuccessCorporate Partners

What entry level roles are you currently having difficulty filling?

• Pre-Screened Talent• Hard and Soft Skills Training• Greater Diversity

• 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

Philanthropic Investors

What are your philanthropic goals? What impact would you like to make with your philanthropic investments?

• Financial Sustainability• No competition with local

nonprofits• Social Impact• Measurable Outcomes

• 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

Community Colleges

What are the 2-3 strategic priorities for you and your college?

• Persistence• Connecting schools to the

workforce• Brand

• 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

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

6 months

4 months

2 months

<2 weeks

Time Priorto Launch

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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.