2012 Annual Report

2012
Launching our long-term impact strategy
There are 13,500 high schools in the United States.
Half of the dropouts
come from just over
10 percent of schools.
The dropout crisis is solvable.
Spring 2013
Dear Friends,
This year, our largest corps ever reaches 150,000 students every day in 247 of America’s highest-need schools.
These young AmeriCorps members serve students and schools that are among the most challenged in the nation.
Wearing their signature jackets, diverse teams of corps members arrive before the bell rings and stay until the last
student goes home from extended day programs, helping transform a school’s culture with passion, energy and
idealism. They get training and support to help students deal with tough challenges. They know how to spot and
respond to critical early warning signs that a student is at risk of dropping out — the “ABCs” of poor attendance,
behavior and course performance.
City Year’s AmeriCorps members are there for students, all day, year after year, providing individualized academic
and developmental support. Corps members fill a critical gap that exists between the needs of the students in
these schools and the school’s ability to meet those needs. It is our moral obligation as a nation to ensure that all
children, regardless of their zip code, have the opportunity to succeed and meet their full potential.
In 2012, City Year unveiled a bold and exciting plan, a Long-Term Impact strategy, to do our part to address the
dropout crisis and turn around low-performing schools. We seek to ensure at least 80% of the students in the
schools we serve reach the tenth grade on track to graduate, effectively doubling the current rate. At full scale, City
Year corps members will reach nearly a million students every day in more than 1,200 high-need urban schools.
Simply put, our goal is to challenge the high school graduation status quo in America, dramatically increase the
urban graduation pipeline and transform the future for thousands of students nationwide. The Long-Term Impact
strategy is our path forward, bringing this critical resource to more students than ever before.
The 2012 Annual Report is a testament to the partnerships and philanthropic support that make this work
possible. Your support is critical to our ability to achieve these goals for the students we serve. It is with profound
gratitude and appreciation that we present this report to you.
Yours in Service,
Michael Brown
CEO & Co-Founder
City Year, Inc.
Stephen G. Woodsum
Chair
City Year, Inc. Board of Trustees
1
2
Table of Contents
4
A Special Message from City Year CEO and Co-Founder Michael Brown
Impact15
Partners
16
Our Impact
32
Teacher profile: Cristin Barnett
17
WHERE WE SERVE
34
Interview with Dr. Carol Johnson
36
Diplomas Now
38
Interview with Wendy Spencer
40
School District Partners
18Q & A with Jim Balfanz and
Stephanie Wu
20
Corps member profile: Fatmia Ruiz
22
Student profile: Raymell
24
ALUMNA PROFILE: SHAJENA ERAZO
26
International Work
28
Media Highlights
Donors +
Sponsors43
44
Partner Profile: Deloitte
46Champion profile: John and Tashia
Morgridge
48Partner Profile: Luis UbiÑas and
the ford foundation
50
Champion Profile: Julie Uihlein
31
Leadership +
Financials
70
Board of Trustees
72
Board Chairs
74
Senior Leadership Team
75
Executive Directors
69
76Financials
52Champion profile: Stephen G.
Woodsum and Anne Lovett
54
National Leadership Sponsors
58
In-Kind Sponsors
60
Team Sponsor Program
62Donors
3
OUR COMMITMENT
To help end the nation’s
HIGH SCHOOL
A Special Message about our Long-Term Impact Goals
By City Year CEO and Co-Founder Michael Brown
I will never forget July 21, 1969. I was eight years old. My
parents woke me at 10:56 pm to watch the first astronaut walk
on the moon. A great national challenge issued by President
John F. Kennedy had been met: we had sent a man to the moon
and returned him safely to earth before the decade was out.
4
Dropout Crisis
The Moon Shot: Vital, Transformational,
With a Clear Metric for Success
and send students from kindergarten safely through
high school graduation before the decade is out.
It has become cliché to compare every great objective to
a "moon shot," or perhaps more commonly to lament, "If
they can put a man on the moon, why can't they do X?"
There is little doubt that ending the dropout crisis
would be transformational for the country, both in
terms of economic cost and our moral commitments.
But President Kennedy's 1962 challenge to put a man
on the moon provides powerful insights into what
national cause is worthy of a "moon shot" – and what it
takes to achieve it.
For an individual student who gives up on school – as
nearly one million do each year – dropping out is a fast
track to an underclass: dropouts are eight times more
likely to be incarcerated and three times more likely
to be in poor health and unemployed than high school
graduates.
First, President Kennedy presented the "moon shot" as
vital to our national security, our national character and
our national purpose.
Second, he set a bold transformational goal – grand but
achievable – with a clear metric for success.
Finally, success would depend, he noted, on developing
imaginative new technologies and the heroism of a
select cohort of Americans, our astronauts.
An Education Moon Shot
If there is any area of our public life that cries out for
a new moon shot, it the alarming number of young
people who drop out of high school in America, one
every 26 seconds. We need to end this dropout crisis
By 2020, it is projected that 123 million high-skill,
high-wage jobs will be available, but only 50 million
American workers will be qualified to fill them. It’s
essential that our students graduate high school college
and career ready.
Like President Kennedy's challenge, there's a clear
metric for success: raise the national graduation
rate to 90 percent. That's the bipartisan goal put
forward by President Obama and the Building a
GradNation report, released by the Alliance for
Excellent Education, America’s Promise Alliance, Civic
Enterprises, and the Everyone Graduates Center at
Johns Hopkins University.
A Special Message from Michael Brown
5
Every child
is born with
potential
“Potential” is an animated video about
our Long-Term Impact strategy.
Watch it at youtube.com/cityyear.
6
City Year is
“all in”
Like the moon landing, it will take new technologies to
solve the dropout crisis.
To reach the moon, Kennedy predicted, we would need
"new metal alloys, some of which have not yet been
invented" and heat shields that could withstand "half
that of the temperature of the sun."
Many of the educational equivalents to the new metal
alloys and heat shields needed to solve the dropout
crisis are being invented by innovative public and
charter schools, nonprofits, academics and education
practitioners: extended learning time, high intensity
tutoring, rigorous use of student data, and breakthrough
attendance and social and emotional learning initiatives
The Need for Extra People Power
As a country, we need to work together to achieve this goal.
To land on the moon, it took a few extraordinary
Americans with “the right stuff.” To solve the dropout
crisis, it will take many ordinary Americans with an
extraordinary commitment to do the right things.
Turning this crisis around begins with an effective,
committed teacher – but in high-poverty schools it
often takes so much more.
What’s needed is a dramatic increase in the human
capital – the extra people power – needed to take
effective education reforms and school-based
innovations to scale.
National service is an ideal resource to meet this need.
Americans are applying to serve in AmeriCorps in
record numbers – 582,000 applications last year alone
for just 80,000 opportunities to serve. AmeriCorps
should be expanded and deployed to help students and schools
succeed.
City Year is “All In” on Solving the
Dropout Crisis
Across sectors, organizations are collaborating to end
the dropout crisis.
We at City Year are proud to be doing our part to
achieve this education moon shot.
Getting to school well before the first bell, City Year
corps members cheer for every student and teacher who
walks in the door. Throughout the day, they partner
with teachers to provide evidence-based academic,
attendance and social-emotional supports. After school,
they help students with homework and lead enrichment
activities that extend the learning day. Throughout the
A Special Message from Michael Brown
7
The direction
City Year is
going is
breathtaking
The idea of quadrupling the number of corps members,
the idea of just taking on systemically this dropout
challenge with great partners,
I think It will transform educational opportunity in
this country – hopefully for decades to come.
- U.S. Secretary of Education Arne Duncan
8
of the students in the schools
CiT Y Year Serves reach
10th gr ade on tr ack and on time.
we pl an to nearly double that r ate
year, they lead school-wide initiatives to improve school
culture.
By addressing students’ early-warning indicators, City
Year AmeriCorps members are helping students stay in
school in on track – or get back on track – to graduate.
City Year’s Long-Term Impact Goal
We are committed to scaling our impact to help more
at-risk students unlock their potential, succeed in
school, and achieve their part of the American dream.
In May of 2012, we gathered with our community of
stakeholders, national education leaders and leading
philanthropists at our National Leadership Summit to
announce City Year’s own moon shot to address the
nation’s dropout crisis.
Joined by U.S. Secretary of Education Arne Duncan,
we announced In School & On Track: City Year’s LongTerm Impact Strategy, designed to challenge the high
school graduation status quo in America, dramatically
increase the urban graduation pipeline, and transform
the future for thousands of students nationwide.
Focusing on the schools where the urban graduation
challenge is most concentrated, and tapping the civic
energy and talents of young adults in national service,
the goals of City Year’s ten-year strategy are to help
promote 80% of students to 10th grade on time and ontrack in the schools where City Year serves – effectively
doubling the current rate of on track performance;
to serve a majority of the off-track students in the
communities we serve; and to serve cities that account
for two thirds of the nation’s urban dropouts.
At full scale, we will serve in more than 1,200 highneed schools and reach nearly one million students a
day, with a corps that’s 14,000 strong. Students who
are off track in elementary, middle and high school will
receive multiple years of City Year interventions and
supports.
A Special Message from Michael Brown
9
Students who reach
10th grade with their peers are
four times more
likely to graduate.
City Year’s
Long-Term
Impact strategy
is a ten-year plan to nearly double the number
of students who reach tenth grade on track
and on time in the schools we serve
By 2023:
80%
of the students in the schools
City Year serves will reach 10th
grade on track and on time
We will Serve
We will serve in the cities
that account for
of the off-track students
in City Year communities
of the nation’s
urban dropouts
50%
2/3
At full scale, City Year will reach nearly one million
students every day in more than 1,200 schools.
[The dropout crisis] is the number one
economic problem we have...
...And it’s an American
problem we can solve
- Jonathan Lavine
systemically this dropout challenge with great partners,
I think will transform educational opportunity in this
country – hopefully for decades to come.”
City Year Trustee and Managing Director of Sankaty
Advisors, Jonathan Lavine, also made a special
announcement at our 2012 Summit: he and his wife
Jeannie pledged a gift of $10 million to enable City Year
to begin to build the capacities needed for achieving our
impact and scale goals.
City Year Trustee and Managing Director of Sankaty
Advisors, Jonathan Lavine and his wife jeannie pledged
a gift of $10 million
City Year has identified two key accelerators for
achieving its long-term impact goal: 1) cultivating
systemic change to enable the optimal conditions in
partner schools; and 2) developing a robust strategy for
mobilizing the organization’s nearly 17,000 alumni to
influence high school graduation rates.
“The direction City Year is going is breathtaking,”
Secretary Duncan said. “The idea of quadrupling the
number of corps members, the idea of just taking on
The dropout crisis “is the number one economic
problem we have,” he said. “It’s a civil rights problem.
It’s an economic problem. It’s a fairness problem. And
it’s an American problem we can solve. You can’t be a
bystander, you must be an upstander. With our gift, we
are delighted to be standing with City Year.”
“We must be bold” – Together
I co-founded City Year nearly 25 years ago because I
believed passionately then – and even more so now – in
the power of young adults to “give a year and change
the world.”
It is time to challenge the nation’s young adults to
stand up, reach back and help raise up the generation
emerging just below theirs.
A Special Message from Michael Brown
11
CLOSING THE IMPLEMENTATION GAP:
Leveraging City Year and National Service as a New Human
Capital Strategy to Transform Low-Performing Schools
A Report by
City Year, Inc.
Sponsored by: Deloitte
Written by
Jim Balfanz
William Andrekopoulos
Allison Hertz
Carolyn Trager Kliman
July 2012
Research has pinpointed which interventions and supports are effective with struggling students. But, in spite of
all we know, there is often a gap between what students require and what schools in their current form have the
staff time and resources to deliver. Closing the Implementation Gap, co-authored by City Year President Jim Balfanz,
with support from Deloitte, takes a look at the challenges facing schools and highlights the role national service
can play to improve student achievement in our lowest performing schools. Read the report on our website at
www.cityyear.org/closingthegap.
12
we must be bold
together
Whenever I talk to a City Year corps member, I always
ask the same question: “How do you know you are
making a difference?” I hear about exciting statistics
– raised test scores, higher grades and dramatically
improved attendance. But what inspires me the most
are their stories.
young adults will lift the heads, lift the spirits and
lift the sights of Sarah and David and hundreds of
thousands of more students who have enormous
potential to succeed and help our nation flourish.
Ali Bueno, serving in City Year San Jose, told me about
Sarah*, who read only four words a minute in the fifth
grade. Ali worked intensively with Sarah every day. By
year end, Sarah read 70-80 words per minute.
City Year Rhode Island corps member Amelia Lavin
told me about David*, a sixth grader, who spent every
day with his head down on the desk, too frustrated,
too far behind to participate in class. “I sat down next
to him for the next ten months and talked to the hood
until it was finally lifted, and then his head lifted off his
desk” she said. “And then his grades lifted – from a D
to an A – and finally his confidence.”
If we unleash the idealism of America’s young adults
to serve at the scale required, with the training needed,
in the nation’s highest need urban schools, our nation’s
“To do all this, and do it right, and do it first before this
decade is out,” President Kennedy said of the goal to
reach the moon, “then we must be bold.”
Our Long-Term Impact Strategy is ambitious, but it is
also attainable. To get there, it is certain that we must
be bold. More importantly, we must be bold together.
*Students’ names have been changed to protect their privacy
A Special Message from Michael Brown
13
16
Our Impact
17
WHERE WE SERVE
18Q & A with Jim Balfanz and
Stephanie Wu
14
20
Corps member profile: Fatmia Ruiz
22
Student profile: Raymell
24
ALUMNA PROFILE: SHAJENA ERAZO
26
International Work
28
Media Highlights
15
Our Impact
City Year’s school-based model is called Whole School Whole Child. Corps members tutor students, serve as an
additional resource for teachers in classrooms and lead after school programs and school-wide initiatives to improve
student achievement and school culture. City Year works in partnership with school staff to monitor student
performance on the early warning indicators — attendance, behavior and course performance, the ABC’s — which
research shows can identify students at risk of dropping out as early as sixth grade.
88%
of teachers agreed or
strongly agreed that
corps members helped
improve the overall
academic performance of
their students (n=1024)
91%
84%
of principals/liaisons were
satisfied or very satisfied
with the overall experience
of working with City Year
(n=423).
of students in grades
3-5 improved scores on
literacy assessments
(n=1754)
16
Where we serve
247 Schools
24 urban
communities
17
Interview
Q &A
Jim Balfanz
President
Stephanie Wu
Chief Program Design
& Evaluation Officer
City Year President and alumnus
Jim Balfanz has led the design and
implementation of the organization’s
scaled impact strategy to address the
nation’s urban education challenge, while
Stephanie Wu, has the led the ongoing
design and delivery of our school-based
model, Whole School Whole Child.
Together, the two are chief architects of
City Year’s Long-Term Impact Strategy
(LTI), announced in May 2012. The
ten-year plan calls for: 80 percent of the
students in schools City Year serves to
reach 10th grade on track and on time
(which is about the twice the current
average of 44 percent), for City Year
to serve the majority of the off-track
students in our locations, and to serve in
the communities that account for twothirds of the nation’s urban dropouts. By
2023, we will reach 700,000 students a
day, up from 150,000 today.
Why did City Year decide to launch its LongTerm Impact Strategy in 2012?
SW: As a country, we have a goal to achieve
a national high school graduation rate of 90
percent by 2020. To get there, we have to improve
the graduation rate in our lowest performing
schools. The LTI is our rallying cry. It’s requiring
people across our organization to ask if we’re
implementing the practices we know make a
difference with quality and rigor. It also enables
us to do a gap analysis of where our performance
stands right now against the goal, and test and
quantify our assumptions of what we think is going
to drive student change.
JB: We’re on a mission to help unlock kids’
potential. Right now, we know kids are going to
schools that aren’t designed to help them overcome
the challenges of growing up in poverty. And over
time, we’ve learned that there’s a unique role for
young adults – in national service – to support
students. We want to do everything we can to
help address the urban education challenge. We
think this is the optimal contribution that City
Year corps members can make to a collective effort
to address what is arguably the most daunting
challenge the country faces.
To achieve the ambitious goals laid out in the
LTI, we need strong partners. Can you talk a
little bit about the importance of partnerships
at City Year?
JB: The only way we are successful is if schools
and students are successful. We know we can’t
do it alone, so in a way, the LTI is forcing us to
18
develop the discipline and the muscle to build
thoughtful, comprehensive partnerships. They’re
really at the heart of our strategy to continue to
remove barriers and help kids succeed.
We think about partnerships in three categories.
The first is our partnerships with schools. We want
to make sure we’re working in the right schools
and that schools understand how to leverage teams
of corps members. But we also want school leaders
to consider what they could do with 10, 15 or 20
corps members, year after year. We want principals
to be thinking: Are there things I want to do, in
terms of how my school is organized to support the
individual needs of students, that I haven’t been
able to do because I haven’t had that additional
people power?
The second is a value-add partnership, like
Diplomas Now. Together our three organizations
[City Year, Johns Hopkins’ Talent Development
Secondary and Communities In Schools]
achieve things for kids that even under the best
circumstances we couldn’t alone. In this case, one +
one + one is six, not three.
The third type includes partnerships with
organizations that provide services for students we
know are important, but we aren’t well positioned
to provide. Summer time learning is a great
example: students need summertime learning
programs so they don’t have learning loss, but we
don’t provide it because we use the summer to
prepare or corps for when school starts. So for us,
developing partnerships with summertime learning
programs is good, smart strategy.
Sometimes we talk about our work as
providing a “continuum of care,” a term often
used in public health. How does it apply to
City Year’s service in schools?
SW: At the classroom and school level our corps
members face issues that stem from students
feeling that school is irrelevant. That feeling
develops in part because they learn to feel helpless
in the context of poverty—and it is reinforced by
the inconsistency and unreliability that is part of
almost every aspect of their school life. So, they
stop having expectations. When they do that they
stop trying. And then a cycle of failure begins,
making them feel worse. Corps members are there
to create consistency. They’re present, all day, every
day, from year to year in elementary through high
school – that’s the continuum. City Year begins
to understand students’ stories and help students
make the connection between their stories—
especially their aspirations—and school. Whole
School Whole Child is a program that supports
students in skill development - social, emotional
management and academic skills – but also helps
to build a narrative for students’ school life: Who
do I want to be? Where do I belong? Do I matter?
The LTI includes aggressive goals in terms of
impact and growth. What makes you optimistic
about our chances to achieve these goals?
SW: I think it’s the organization’s ability to
change from year to year. We went from seven
schools implementing Whole School Whole
Child six years ago, to more than 200 schools this
year. When we make a focused investment, we’re
showing an ability to post results. That’s what
makes me feel like we have a shot at this, because
we do have a lot of discipline when it comes to
making priorities, investing in them and then,
being able to execute.
JB: Steph nailed it – being a learning organization
gives me a lot of confidence. Spending time with
the corps and students also gives me tremendous
confidence. The energy, the beautiful sense of the
possible that the corps instinctively bring to their
work, matches up with the possibility inherent in
every student. There are so many challenges, but
everywhere I go there are breakthroughs – a light
bulb goes off, a kid realizes how talented he is.
This gives us confidence, but it’s also a tremendous
burden because we know costs of failure are so
high. When you know and see everyday the
potential of these students and you see how hard
they’re working, it puts a lot of pressure on us to
help them achieve their potential.
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Corps member profile
At 21, Fatima Ruiz has already endured hardships
that most couldn’t fathom. The deportation letter her
parents received when she was 13, and subsequent
legal battle and loss of their home, would turn many
hearts hard and bitter. But Fatima found inspiration.
She saw the risks her parents took in leaving their
native Mexico to come to the United States and how
that journey benefitted her life.
“The sacrifices that my parents have made to give
us a better life – that was something that motivated
me,” she said.
Fatima Ruiz
In 2012, Fatima earned her bachelor’s degree in
history from the University of the Pacific in her
hometown of Stockton, Calif. She was the first in
her family to graduate. Fatima’s father had attended
college but never earned his degree due to financial
issues; he urged Fatima to finish.
“He always emphasized the importance of an
education to us,” Fatima said. “It’s the only way to
make it in life – if we educate ourselves – so that was
always a priority.”
Undoubtedly influenced by her family’s ordeal,
Fatima aspires to earn a law degree and practice
as an immigration attorney. Without her parents’
encouragement and insistence on her completing
school, she might have met the same unfortunate
fate that befalls 41% of students in Stockton schools
who drop out before graduation. This all-toocommon occurrence in communities like hers
inspired Fatima to join City Year Sacramento.
Fatima began her service at Father Keith B. Kenny
Elementary School in September 2012. At the
Kenny School, 100% of students qualify to receive
lunch for free or at a reduced cost. In the 2011-2012
school year, 56% of students did not score proficient
in English and Language Arts on the California
Standards Test, while 51% didn’t score proficient in
math.
20
Fatima was struck by a conversation with two
fourth-grade boys about their career aspirations.
One proudly declared his intent to work for the
FBI. The other, Eddie*, admitted he didn’t have
any career aspirations. Fatima knew by 13 that she
wanted to go to law school. For Eddie to have no
dreams for the future seemed unimaginable.
“It pushed me to want to help them see farther,” she
said, “make them realize their potential.”
In a small group with Eddie and three of his
classmates, Fatima encouraged the students to
write down their long-term and short-term goals.
Eddie refused, saying he wasn’t interested. Days
later he approached Fatima to say he wanted to
work together on the goals assignment. He proudly
announced that he hoped to become a professional
football player. Not an academic goal, but a start.
“It was nice to see that he was thinking about
something further in the future,” Fatima said.
Together, Fatima and Eddie, age 9, discussed the
steps he would have to take to achieve this dream.
Chief among them were to do well in school and
go to college. Since they started working together,
Fatima has noticed a marked difference in Eddie’s
classroom behavior. Eddie used to come to class
unprepared and uninterested: he would zone out,
putting his head down on his desk. Now, he’s
engaged and enthusiastic.
She’s like a silent
warrior when it comes
to service. She’s
very quiet, she’s very
humble but her work
with her students since
day one has been very
powerful.
“I see him raising his hand constantly,” she said.
“There’s a difference happening already.”
While Fatima’s relationship with Eddie may be
special, it isn’t unique. Paul Willis, the City Year
program manager who oversees Fatima’s team, says
that Fatima’s made many connections at Kenny
Elementary School.
“She’s like a silent warrior when it comes to service.
She’s very quiet, she’s very humble, but her work
with her students since day one has been very
powerful,” he said.
* Name changed to protect the student’s privacy.
21
Student Profile
Raymell
At first, Raymell is shy and
reserved. The 9-year-old
fourth-grade student doesn’t
make much eye contact and
speaks in terse, monosyllabic
answers.
Once he warms up to you, though, a wide, beaming
smile spreads across his face, revealing gaps
between new teeth where baby ones used to be.
He takes time answering questions and gives
thoughtful responses. Ask him what he wants to be
when he grows up and the reply is instant: a lawyer.
Raymell has talked about this goal with City Year
San Jose corps member Gabe Sehringer and knows
all the steps he has to take to get there.
“First, finish fourth grade, then fifth grade, then
middle school, then high school, then college and
then finally law school,” Raymell said.
Raymell attends Cesar Chavez Elementary School
in the Mayfair Park neighborhood in San Jose’s
Alum Rock section. At the Cesar Chavez, 64
percent of students are English language learners;
22
the school employs a universal free breakfast and
lunch system because the majority of students take
advantage of it.
Together, Gabe and Raymell work on math,
spelling and handwriting skills. They first met
during City Year San Jose’s summer learning
program. Then, Raymell’s behavior resembled little
of the well-behaved, studious boy he is now.
“It used to be a good day if I could get him
to sit quietly in his seat, let alone take in any
information,” Gabe, 18, said of Raymell.
Raymell has become much more selfreflective...He realizes he has trouble with
things and he fixes them.
In the past, Raymell would call out, and act up
in the classroom, sometimes getting up to walk
around and refusing to sit down. Mrs. Erin
Amchan, Raymell’s fourth-grade teacher, knew
that Raymell and Gabe had bonded during the
summer and asked Gabe to work with Raymell on
his behavior.
Gabe, in turn, said that Raymell is a good listener,
a motivated student who’s driven by his own
success, and someone who is very proud of the work
he does.
Now, Gabe notices a marked difference in
Raymell’s classroom conduct. “He’s sits quietly
taking notes in the front of the classroom and he
doesn’t even look back when I open the door,” Gabe
said.
Raymell’s academics have improved right along
with his behavior. When the school year began, he
could read 64 words a minute. Now he’s improved
to 104 words a minute. When Gabe and Raymell
first met over the summer, Raymell struggled with
simple addition problems. Now, Raymell said, he’s
really enjoying multiplication.
True to his thoughtful nature, Raymell deliberated
long and hard before landing on three traits to
describe his corps member, Gabe. He settled on
funny and nice, said Gabe was “a good City Year
person” and added that Gabe helps him a lot in
school.
23
Alumna profile
ShajenA Erazo
Three years ago, Shajena Erazo laced up her
Timberland boots and zipped her red jacket every
morning before joining her City Year Washington
D.C. team at Malcolm X Elementary School in
Southeast Washington, DC. This year, Sha, now
a teacher with a classroom of her own, was named
one of three finalists for the 2013 District of
Columbia Teacher of the Year award.
This seemingly stratospheric leap isn’t surprising to
anyone who knew Sha as a corps member during
the 2009-2010 school year.
“She was always driven,” City Year’s Senior Vice
President and Dean Charlie Rose said. “Driven
to search for answers, driven to make everything
around her better.”
When Sha graduated from the University of
Miami in 2009 with an English degree, she had an
inkling that she wanted to be a teacher. She grew
up in Miami, but her mother and father came to
the United States from Puerto Rico and Honduras,
respectively. Sha traveled the thousand miles north
to our nation’s capital to begin her service year at
Malcolm X, a decision that cemented her drive to
become an educator.
24
“It definitely confirmed I want to be in the
classroom and I can definitely make an impact,”
she said.
Three days after completing her corps year, Sha
eschewed a well-deserved break and reported to
Teach For America, another AmeriCorps program,
to continue her dream of working in the classroom
long-term. Now, after two years with TFA and
a Master of Arts in teaching from American
University, Sha runs her ninth and tenth grade
classes at Ballou Senior High School, in DC’s
Southeast quadrant, with tough love and wisdom
beyond her 26 years.
“I don’t give them what they want. I give them
what they need,” she said. “They believe I have
their best interests at heart.”
Only 50 percent of students at Ballou graduate
within four years, which is almost 25 percentage
points below the national average, but on par with
our nation’s largest urban school districts where
the dropout crisis is most concentrated. The vast
majority of Sha’s students live in poverty and many
regularly experience violent crime: she has seen a
student pass away, students become parents and
students get arrested. Naturally, Sha has also had
students drop out.
My job is to empower
my students to empower
themselves.
In those cases, her biggest fear is “not having done
enough,” she said.
“My job is to empower my students to empower
themselves,” Sha said.
Sha uses the ABCs (attendance, behavior and
course performance) she learned during her City
Year corps year to help keep track of her current
students. Every night, she spends two hours
calling the homes of students who had been absent.
Her experience as City Year team’s behavior
coordinator has helped her recognize the behavior
– acting out, disrespecting teachers and peers –
that she’s seen precede a student’s decision to drop
out. In her English classes, Sha introduces her 130
students to iconic works of literature like Romeo
and Juliet. Her favorite book to teach is Chinua
Achebe’s Things Fall Apart because many students
can identify with the protagonist, Okonwko, and
his struggles with his ancestors and the inevitable
changes to his pre-colonial African village.
Outside of school, Sha volunteers her time as cochair of the City Year Washington DC Alumni
Association, which brings past corps members
together for networking opportunities and service
with the current corps. Nearly a quarter of City
Year corps members say they want to become
professional teachers, so Sha is in good company.
While she enjoys networking and socializing with
her fellow alumni, Sha would love to interact more
with City Year corps members – in the hallways
and classrooms of Ballou.
“I’m waiting for the day City Year comes here,” she
said.
Working at Malcolm X as a City Year AmeriCorps
member taught Sha patience and humility. She
teaches and inspires students who hail from
neighborhoods rife with violence and poverty, but
doesn’t envision herself as a savior of any kind.
25
City Year South Africa service leaders (the position equivalent to a corps
members in the U.S.)
26
President Clinton and Chelsea Clinton joined City Year South Africa for a
service day in Soweto. Photo Credit: The Clinton Foundation
City Year London corps members work with primary and secondary students
on academics, behavior and attendance initiatives in order to improve student
performance.
City Year London corps members celebrate the end of their service year.
In addition to the 24 City Year locations in the United
States, young men and women also serve with City
Year in South Africa and in the United Kingdom.
City Year London is rapidly gaining recognition
as a leading youth and education nonprofit in
London, with 11 teams operating in 12 schools
across the city. Since its launch in 2010, City Year
London has doubled the size of its original corps
and will expand its service footprint by launching
in a second UK city in September 2013. “London
is one of the greatest cities in the world, but we
have shocking education inequalities between rich
and poor children. Our mission is to tackle this
injustice so that every child has a better chance of
reaching their potential,” says Sophie Livingstone,
CEO. “Our unique blend of national service,
culture of civic idealism and youth-led mentoring
is having a transformational impact on children,
and of course, on our young volunteers.” City Year
London corps members delivered 100,000 hours of
service during the 2011-2012 school year.
The roots of City Year’s international work stems
from the deep commitment shared by former
Presidents Nelson Mandela and Bill Clinton
to citizen service as a means of strengthening
democracy. In 2002, City Year was invited to
join a U.S. delegation attending the Civil Society
Conference in Cape Town by Presidents Clinton
and Mandela, to speak to the powerful role young
people in full-time service could play in helping to
address pressing social problems. This conference
ultimately led to the launch of the Clinton
Democracy Fellows program, which brought
promising young civic leaders from South Africa to
Boston to learn from and build connections with
social entrepreneurs in the United States, and then,
the founding of City Year South Africa in 2005.
Since then, more than 1,300 young people have
served with City Year South Africa, providing
nearly a million hours of service to the children
and families of Johannesburg. This year, more
than 120 young South Africans served in 10
schools from Johannesburg to Soweto, providing
afterschool programming and classroom support to
primary and secondary students.
“All of us at City Year are deeply inspired by the
tremendous impact our affiliates in London and
Johannesburg are having on the idealistic young
leaders who are putting on their red jackets with the
energy and passion, and on the students they serve,”
says AnnMaura Connolly, a City Year London and
City Year South Africa Trustee, and Chief Strategy
Officer & Executive Vice President of City Year,
Inc. “We share their belief that young people can
change the world and that every student deserves a
chance to reach their full potential.”
27
CBS DENVER
‘City Year’ Keeps Kids On Track
to Graduate
February 12, 2012
“City Year kicks off mission to mentor Denver students”
September 27, 2011
“More high school kids graduating in Miami-Dade”
December 12, 2011
“Say yes to the idealism of America’s young people.”
February 15, 2012
“Can service unite a country and create
solutions? Michael Brown says it can.”
April 26, 2011
“City Year program gives students that extra boost”
March 24, 2012
City Year makes a difference in Tobin School
December 28, 2011
“A Narrower Focus Helps City Year Win Grants and
Increase Its Impact”
December 4, 2011
City Year Milwaukee Executive
Jason Holton is leading a corps
volunteers that will work with M
students this school year.
Back to School
by NaN Bialek | photography by DaN Bishop
Jason M. Holton knows it’s going to take a lot of time, a lot of work and a lo
but he believes it can be done — so he and a group of 60 young volunteers
up their sleeves to help at-risk Milwaukee students stay on the road to grad
The 17- to 24-year-old volunteers have signed up for City Year, a nation
organization affiliated with AmeriCorps. Holton has been associated with the or
for five years and is now executive director of Milwaukee City Year.
The 2010-11 school year will be the first time Milwaukee students will hav
corps members in the classroom. Holton promises the volunteers will “put th
helping kids remain on track.
“They want to change the world,” he says. “They want to have the effects tha
to 10 years to change, but they want to do it in 10 months. And I love that ab
They will be concentrating on middle and high school students who are o
of achievement, but have at least one risk factor that could derail their succe
22
M
| September 2010
“Why volunteer programs like City Year, the Peace Corps and Teach for America
reward children”
February 2, 2012
points to a Johns Hopkins University s
found if a child has one “off-track”
— such as spotty attendance, behavi
or difficulty performing in the core su
English and math — the student is 75
“Aaron Clark Beat the Odds,
more likely to drop out of high schoo
There is often a stigma attached to
Now Helps Other Kids Succeed”
extra help in school, Holton says, but
June 14, 2012
mentors are “Near Peers.” They are old
to command students’ respect and
enough to understand what makes kid
“Getting tutored by a corps member
cool,” Holton explains. “And it’s anot
30
32
Teacher profile: Cristin Barnett
34
Interview with Dr. Carol Johnson
36
Diplomas Now
38
Interview with Wendy Spencer
40
School District Partners
31
Teacher Profile
Cristin Barnett
Cristin Barnett, a 35-year-old teacher with 10 years of
experience, speaks with a charming twang that radiates
affection and concern for her students. Ms. Barnett has
122 students divided among five sections of seventh
grade English at Mabelvale Magnet Middle School
in Arkansas’s Little Rock School District. With just
one of her and so many of them, things can get a little
hectic.
But not when Matt’s around. For several of Ms.
Barnett’s classes each day, City Year AmeriCorps
member Matt Denis joins her, doubling the number of
caring adults in her classroom. “They know that they
have somebody else in class who is here for them and
that’s huge,” she said.
Matt, 24, takes advantage of being relatively close in
age to Mabelvale’s pupils to connect with Barnett’s
students as a mentor and tutor.
“If we’re doing an activity and she’s teaching a lesson
as students are working, I’m looking around to see if
students aren’t getting it,” Matt said. “I help them oneon-one so she can keep teaching.”
With assistance from Matt, Ms. Barnett can
differentiate her instruction, pausing to help struggling
students or offering more challenging material to
students who are more advanced. For example, during
an in-class lesson comparing Robert Louis Stevenson’s
Treasure Island to its film counterpart, Matt took a
student aside to work on his essay. If a situation calls for
Ms. Barnett’s special attention, Matt uses his academic
background (he has a BA in English) to carry on the
class discussion, so she can tend to a student’s needs.
“Matt was an English major so he jumps right in,” Ms.
Barnett said.
32
Matt and Omari Holt, who worked with Ms. Barnett
last year but now leads the team of City Year corps
members at Mabelvale Magnet, have leveraged their
near-peer position to relate to students. Ms. Barnett
credits them with bridging a gap she could not.
“We’re in southwest Little Rock and many students
have had behavioral, home or economic issues,” she
said. “Having Omari there was the biggest help ever.
He could talk to these boys on a more personal level
that they could relate to.”
In December, Ms. Barnett and Omari hosted a
workshop for Mabelvale Magnet teachers about
how best to use corps members in the classroom. For
Ms. Barnett, Omari and Matt have served as valued
colleagues and as confidants for her students – in a
“personal but professional” manner, she said.
“They keep me up to date on students’ lives so I
understand that if somebody’s shutting down in class
there could be a situation at home,” Ms. Barnett said.
“Together, we sit down and think ‘let’s do what we can
to help that student succeed in the classroom.’”
33
Interview
Q&A with
Dr. Carol
Dr. Carol Johnson was appointed
superintendent of Boston Public
Schools in 2007. In partnership with
Boston Mayor Thomas M. Menino
and the Boston School Committee,
Dr. Johnson and her team have
enacted a series of strategies and
reform initiatives coupled with new
investments from Mayor Menino
that have led to increased student
achievement and the highest fouryear graduation rate on record while
reaching the lowest dropout rate in
decades. One of the initiatives included
engaging City Year Boston as a
strategic partner in turnaround schools.
34
What challenges are you and other
superintendents of urban districts facing?
We face funding challenges, of course, as targeted
federal and state resources decline even as
mandated spending and costs increase. But the
real challenge has to do with a perceived lack of
opportunity. Many children, especially in urban
areas, can feel cut off from the same opportunities
that families in wealthier communities are able to
offer their children. This is why Mayor Menino
has challenged me and my team to expand
opportunities for students and why we have worked
so hard to expand summer learning and afterschool opportunities – because our schools must be
the ones to offer tutoring, arts, music, exploratory
field trips and other enrichment activities that
upper-middle-class and wealthier families offer
their children outside of school.
There are no shortage of organizations –
nonprofit and for profit – interested in working
with BPS. What do you look for in a partner?
We look for someone who is willing and able to
take on every challenge – and this means engaging
every family, no matter what language they
speak or income level they may be a part of. Our
partners must connect meaningfully with every
child, whether he or she has a learning disability
or a physical impairment or just struggles every
day with challenges in and out of school. We
demand that our partners see an opportunity
for excellence in every student. We also look for
proven performance. City Year has a strong track
record of success both here in Boston and around
the nation and uses data to identify areas of success
and adjusts its model to drive performance even
higher.
Boston has 12 Turnaround Schools and City
Year is a partner in each one. Why?
We prioritize our partnerships based on where we
believe they will be most effective. We want to
ensure every student gets a great education in every
school, and in these schools, we know that hasn’t
been happening. Thanks in large part to the efforts
of Mayor Menino, our Turnaround Schools have
critical new flexibilities around staffing, leadership
and have longer school days – and the strategy is
proving successful with higher test scores, stronger
attendance and a 44 percent increase in the number
of families choosing these schools than in the past.
We believe that City Year has not only helped us
lift many of these metrics, but they have also given
our teachers new partners to help ensure classroom
instruction is successful.
Johnson
Superintendent, Boston Public Schools
When people ask, “Why are you partnering
with City Year?” what do you say?
City Year corps members don’t just bring energy
and enthusiasm to our schools. They also bring
experience, credibility and respect that our
students can quickly see. Many corps members
are BPS graduates themselves, or they grew up
confronting the kinds of challenges that have
prepared them to understand what our students
need. We have placed corps members in every one
of our most-struggling schools to focus on things
like improving attendance and adding after-school
support. For teachers and school leaders, City
Year has become an important tool to ensure our
students get the very most out of every precious
minute in the classroom.
What’s your dream for the Boston Public
Schools?
To welcome and educate every child, regardless of
ability, and get them ready for college and career
success. Our schools are becoming centers of
excellence that families see as safe and welcoming
places where their children can learn and grow as
they explore the world beyond the classroom walls.
We have great teachers who tailor instruction for
every child and who partner with the community
to extend learning time and ensure all our children
are well-prepared to learn every day.
35
the number of students
with < 85% attendance
45%
decrease
68%
decrease
Diplomas Now is an innovative school turnaround
model that unites three nonprofit organizations
– City Year, Communities In Schools and Johns
Hopkins’ Talent Development Secondary – to work
with the nation’s most challenged middle and high
schools.
provides homework help and engages students in
service and enrichment programs. For the neediest
students, Communities In Schools provides case
management and connects them with community
resources, such as counseling, health care, housing,
food and clothing.
Diplomas Now partners with the school community
so each student at risk has the support of caring
adults, and those adults have the tools to improve
student success. An early warning system identifies
struggling students, and the Diplomas Now team
creates a plan for each student.
During the 2011-2012 school year, Diplomas Now
was being implemented in 11 cities:
Working with administrators and teachers, Talent
Development Secondary organizes and supports
schools to strengthen achievement and engagement
while providing curriculum, teacher coaching and
student support. City Year corps members welcome
students to school (and call students when they don’t
show up), provide tutoring in math and English, and
celebrate positive behavior. After school, City Year
36
the number of suspended students
Baton Rouge
Boston
Chicago
Detroit
Los Angeles
Miami
New Orleans
New York City
Philadelphia
Seattle
Washington, DC
the number of students
failing English
the number of students failing math
61%
52%
decrease
Investing in Innovation (i3) Grant
In August 2010, the U.S. Department of
Education awarded Diplomas Now a $30 million
Investing in Innovation (i3) Validation Grant,
which made it the only secondary school-focused
turnaround model with national reach to receive an
i3 award. As a result of the grant, Diplomas Now
has recruited 62 schools to participate in a rigorous
third-party randomized control study of the model.
Thirty-two of these schools are implementing
the Diplomas Now model, while 30 schools are
participating in the study as control schools.
The PepsiCo Foundation, the founding investor of
Diplomas Now, generously provided the $6 million
match funds required by the Department of
Education for the i3 grant to be formally awarded.
decrease
The 2011-2012 school year was the first year of
Diplomas Now program implementation through
the i3. Research shows that students who are atrisk of dropping out can be identified by three early
warning indicators or ABCs: poor attendance,
disruptive behavior and course failure. Diplomas
Now works with students to improve their
performance in those early warning indicators. The
following results were seen for students that were
identified as off-track at any point during the year:
•
•
•
•
45% decrease in the number of students with
less than 85% attendance
68% decrease in the number of suspended
students
61% decrease in the number of students failing
English
52% decrease in the number of students failing
math
37
Interview
When Wendy Spencer enters a room, it’s clear
she’s on a mission. Her energy and passion for
service is surpassed only by her encyclopedic
knowledge of the programs under her watch
as the nation’s top service advocate. She leads
the Corporation for National and Community
Service, the federal agency that administers
AmeriCorps. Spencer can best be described as
a dynamo, particularly as she crisscrosses the
nation, making the case for investment now in
the low-cost, high-yield solutions that national
service can offer to some of our nation’s most
pressing challenges.
InTERVIEW WITH
CY: What is it about national service that
makes you so passionate about it?
WS: I think it is such a unique American idea
that we engage citizens formally to address local
problems. There are so many things right about
that. With national service, you make a conscious
choice to commit one year of your life for a cause.
I call it a year of sacrifice to support others. To
focus Americans’ time on a community problem
is something that money just can’t buy. There is
so much that comes with the contribution of one’s
time: life experiences, surrounding influences,
energy, thoughtfulness, concern. That personal
connection that service members achieve, you just
can’t put a price tag on it.
CY: How can national service have the
greatest impact in schools?
WS: 50 years ago schools were prepared to handle
around 15% of kids that were off track. But today
children have so many problems that schools
aren’t equipped to address. A program like City
Year - an AmeriCorps program - can come in
and be the implementation partner for those
38
additional supports for children with chronic
problems. Principals, counselors and teachers know
the children that could use this added support
by name, but they don’t always have the time or
resources to do it. So AmeriCorps members can
come in and address those children, providing
direct support, mentoring, tutoring, and emotional
support to help them overcome the problems they
face, closing the gap for those children so they can
have an equal opportunity to learn.
CY: You’ve mentioned that there’s no better
time to invest in national service than right
now. Why?
WS: We are seeing record applications for
AmeriCorps. We turned down a half a million
applications last year. I think that’s because
people see AmeriCorps as a pathway to other
opportunities. National service is perfectly placed
to meet that need, now more than ever. But it’s
also never been better for other organizations that
can benefit from the human capital resources that
AmeriCorps can provide. It’s a great cost-effective
benefit, not to mention a great benefit for the
community.
Wendy Spencer
Chief Executive Officer of the Corporation for National and Community Service
CY: If there’s one thing about national service that you wish everyone knew, what is it?
WS: I was sitting at a City Year graduation after the first year in Miami, seated next to a principal
at a school. When I asked her about her experience, I expected her to respond with the measurable
impact statistics – how many students’ grades had grown, and how many students were back on track
in attendance. She told me all those things. But she surprised me when she added, ‘I didn’t expect it
to change the entire environment in my school, and it did. We have a real can-do spirit in this school
thanks to City Year that I just couldn’t foresee when we started.’ I hear that in programs all over the
country. I see it in Hurricane Sandy response. I see in conservation programs. These AmeriCorps
members are lifting everyone up around them, and that’s contagious.
39
School District Partners
We are proud to partner with the following school districts and their leaders
Baton Rouge
East Baton Rouge Parish School Board
– Dr. Bernard Taylor, Jr.
Superintendent
Jacksonville
Duval County Public Schools
– Dr. Nikolai P. Vitti
Superintendent
Boston
Boston Public Schools
– Dr. Carol R. Johnson
Superintendent
Little Rock/N. Little Rock
Little Rock School District
– Dr. Morris Holmes
Superintendent
Chicago
Chicago Public Schools
– Barbara Byrd Bennett
Chief Executive Officer for Chicago Public Schools
Los Angeles
Los Angeles Unified School District
– Dr. John E. Deasy
Superintendent
Partnership for Los Angeles Schools (PLAS)
– Marshall Tuck
Chief Executive Officer of the Partnership for
Los Angeles Schools
Cleveland
Cleveland Metropolitan School District
– Eric S. Gordon
Chief Executive Officer of Cleveland Metropolitan
School District
Columbia
Richland County School District One
– Percy A. Mack, Ph.D
Superintendent
Lexington School District Four
– Dr. Linda G. Lavender
Superintendent
40
Miami
Miami-Dade County Public Schools
– Alberto M. Carvalho
Superintendent
Milwaukee
Milwaukee Public Schools
– Dr. Gregory E. Thornton
Superintendent
Columbus
Columbus City Schools
– Dr. Gene T. Harris
Superintendent/CEO, Columbus City Schools
New Hampshire
Manchester School District
– Dr. Thomas J. Brennan
Superintendent
Denver
Denver Public Schools
– Tom Boasberg
Superintendent
New Orleans
First Line Charter Schools
– Jay Altman
Co-Founder and CEO
Detroit
Harper Woods School District
– Todd Biederwolf
Superintendent
River Rouge School District
– Darrick R. Coleman
Superintendent
Taylor School District
– Diane Allen
Superintendent
Educational Achievement Authority of the
State of Michigan
– John Wm Covington, Ed.D
Chancellor
Detroit Public Schools
– Roy S. Roberts
Emergency Manager
New York
New York City Department of Education
– Dennis M. Walcott
Chancellor
Orlando
Orange County Public Schools
– Barbara M. Jenkins
Superintendent
Greater Philadelphia
The School District of Philadelphia
– William R. Hite, Jr., Ed.D
Superintendent
Universal Companies/Charter
– Janis C. Butler, Ed.D
EVP Education
Mastery Charter Schools
– Scott Gordon
Chief Executive Officer
Rhode Island
Providence Public School District
– Susan F. Lusi, Ph.D.
Superintendent
Sacramento
Sacramento Unified School District
– Jonathon P. Raymond
Superintendent
San Antonio
North East Independent School District
– Brian G. Gottardy, Ed.D
Superintendent
San Antonio Independent School District
– Dr. Sylvester Perez
Interim Superintendent
San José/Silicon Valley
Alum Rock Union Elementary School District
– José L. Manzo
Superintendent
Seattle/King County
Seattle Public Schools
– José Banda
Superintendent
Washington, DC
District of Columbia Public Schools
– K aya Henderson
Chancellor of DC Public Schools
41
44
Partner Profile: Deloitte
46Champion profile: John and Tashia
Morgridge
48Partner Profile: Luis UbiÑas and
the ford foundation
50
Champion Profile: Julie Uihlein
52Champion profile: Stephen G.
Woodsum and Anne Lovett
54
National Leadership Sponsors
58
In-Kind Sponsors
60
Team Sponsor Program
62Donors
42
43
Partner Profile
Deloitte
& City Year
“Buying a suit to wear to my job interview with Deloitte was the biggest
investment I made as a City Year corps member,” Staci Carney says with
a laugh. More than the suit, though, it was the skills she perfected during
her corps year that helped her land and succeed in her dream job as a
Business Analyst in Deloitte’s consulting practice.
“Having that experience at City Year has truly been invaluable. The skills
that I use every single day here are skills that I learned at City Year, and
City Year not only helped me refine and build these skills, but also gave
me the confidence to know I was good at them.”
44
As a corps member, Carney also benefited from an
innovative mentoring program Deloitte and City
Year launched five years ago – a program she now
helps lead in Deloitte’s Philadelphia office. She lists
project planning, working in a team environment,
leading people and projects, and the ability to
manage up as skills that she learned at City Year and
honed with her mentor from Deloitte.
The mentoring program pairs nearly 250 Deloitte
professionals from all levels of the company with City
Year AmeriCorps members. Together with their
mentor, they prepare for the next phase of their lives,
such as entering the workforce, moving on to graduate
school, or serving their community in another way.
“We all have so much respect and appreciation for
what City Year corps members do each day,” says
Alison McCourt, a manager in Deloitte Consulting
LLP, who has played a lead role on the majority
of Deloitte-City Year pro bono projects to date.
“When mentoring corps members, we share insights
that help corps members plan and prepare for life
after City Year.”
This program is just one example of the growing
relationship between Deloitte and City Year.
“It really started with local leaders in our Deloitte
U.S. firms who were personally passionate about
City Year,” said Evan Hochberg, who leads Deloitte’s
National Community Involvement programs. “Their
enthusiasm and commitment caught the attention of
our national leaders. It became clear that City Year’s
mission and outcomes-focused approach align with
our strategic view of making the greatest possible
impact with the resources we provide. Over the
past few years, working with City Year, we believe
we’ve contributed toward substantive change in our
communities.”
Deloitte has provided City Year over $4 million in
cash and pro bono resources to date, and currently
engages 13 Deloitte leaders on City Year’s local
boards and Jessica Blume, Deloitte’s U.S. Public
Sector Leader, serves on City Year’s national Board
of Trustees. Deloitte’s pro bono services have
helped City Year complete the transition from an
organization providing general community service to
one that is laser-focused on ending the dropout crisis.
“That City Year has built this capacity to be a
national leader in both service and in education
is extraordinary, and I think highlights what is
exceptional about City Year,” notes Hochberg.
City Year’s Long-Term Impact strategy, the ten-year
plan to dramatically increase the number of students
who are on track to graduate, is the product of two
years of intense pro bono engagement between
City Year, a team of consultants from Deloitte
Consulting LLP, and other strategic stakeholders.
The strategy helps focus the entire organization
on achieving these bold goals, an output that is
indicative of the larger partnership.
From City Year’s operating model, to the
development of new sites, to the strategic direction
of the organization, Deloitte’s contribution has
helped City Year shape its mission, and build the
capacity to achieve it.
“As a professional services organization, exceptional
talent and leadership are critical to the success of
Deloitte,” says Hochberg. “City Year also places the
utmost value on talent and leadership, and that has
strengthened our relationship even further.”
These common values have led to Deloitte and
City Year’s latest collaboration – an initiative that
provides a pathway for corps members, like Staci
Carney, to pursue full time jobs.
“When corps members are in the middle of their
year of service and so focused on their work, it
can be difficult to focus on what’s next,” Carney
explained. “Now, I see every day how that
experience has made me better at my job. I am
thankful for that support and the opportunity to
build a career at Deloitte.”
McCourt added, “This relationship extends
beyond the relationships you typically see between
companies and nonprofits. Our work together has
impacted both our organization and our people in
a positive way, and City Year’s mission is truly a
personal passion for so many of us. We look forward
to what’s next for City Year and Deloitte.”
45
Champion Profile
John MOrgridge
CHairman Emeritus, CIsco
and Tashia
Morgridge
“Education is one of the few
ways you can influence the
future…it’s a foundational
undertaking.”
John and Tashia Morgridge recently returned from a trip to
Antarctica. They were traveling with students from Stanford’s
Graduate School of Business, where John is a lecturer (he’s also
an alum, class of 1957). Polar explorer Sir Ernest Shackleton
figures large in Morgridge’s syllabus, so the voyage to the South
Pole was a field trip. But the Morgridges are known for these
sorts of adventures: at sixty-three, they biked cross-country; and
at seventy-three, they hiked the Long Trail in Vermont. They’ll
both turn eighty in 2013.
46
John Morgridge is the Chairman Emeritus of
Cisco, one of the world’s largest developers and
manufacturers of networking equipment. He first
learned about City Year in 1993, five years into his
tenure as CEO and Chairman, and just after Cisco
moved its headquarters to San Jose. He jokes that
he and City Year Co-founder and CEO Michael
Brown clicked right away because he immediately
committed Cisco to a substantial gift. “It was a
one-call close, as we say in the trade,” he says.
The gift that helped found City Year San Jose grew
into a partnership between the Morgridges, Cisco
and City Year that now spans twenty years.
Since 1993, Cisco and the Cisco Foundation have
contributed more than $9.2 million in products
and cash grants to help City Year expand and
enhance its programs and upgrade its technology
infrastructure and network capabilities, improving
communication across the organization.
And in 2006, in the early development phases of
City Year’s school-based model, Whole School
Whole Child (WSWC), Cisco affirmed its
commitment as an essential strategic partner.
Cisco and the Cisco Foundation have since
granted millions of dollars to support the delivery,
implementation and evaluation of WSWC.
John witnessed – and helped guide – the evolution
of City Year from a national service organization
working in education, to an education-focused
organization leveraging national service. “I think
change is part of the health of an organization,”
Morgridge says. “It’s the continual realigning to
the realities of your own capabilities and modifying
your model as the environment you work in
changes, which of course it will always do.”
John and Tashia have also remained personally
committed to the organization, making substantial
gifts to City Year sites in San Jose, New
Hampshire and Milwaukee.
High quality education has always been a priority
for the Morgridges: they both attended public
schools in Wauwatosa, WI and graduated from
the University of Wisconsin-Madison, and both
of John’s parents were teachers. “Education is
one of the few ways you can influence the future,”
Morgridge says. “If you have that innate desire, as
I think Michael [Brown] does, to have an impact,
not only on today, but on tomorrow and the day
after that, education is one of the most important.
It’s a foundational undertaking.”
Unless someone clued you in, you’d never know
John Morgridge is one of America’s leading
philanthropists. He’s happy to talk about the
series of unglamorous jobs he had as a young man:
digging storm sewers, working road construction,
moonlighting as a brakeman on the Chicago
Northwestern Railroad. The Morgridges, whose
family foundation is called the Tosa Foundation,
signed the Giving Pledge in July 2010, a
commitment to donate at least half their net worth
to charity. In the letter announcing their decision,
they wrote:
“Early on we learned the art of giving small checks
to causes important to us. Through hard work,
good fortune and the opportunities offered by our
amazing country and the world, we have prospered
beyond all expectation. As a result, we have been
able to add many zeros to the amounts of the
checks we are now able to write.”
That idea, to write small checks, is the advice
Morgridge passes on today, to his MBA students
and City Year corps members who aspire to a life
of service and leadership. “Make sure the causes
you get involved with are life-long passions,” he
advises. “And maintain a level of commitment to it
throughout your whole life.”
Morgridge believes that commitment to something
bigger than yourself is what makes life interesting.
“I don’t know if this extends your life, but it
certainly enriches your life,” he says. “I just think it
makes for a much more fulfilling life than shooting
eighty [in golf] in your eighties.”
The occasional polar adventure probably doesn’t
hurt either.
47
Partner Profile
Luis UbiÑas
President, Ford Foundation
City Year and the
How do we restore the belief in limitless
opportunity that has always defined our unique
American experience? How do we make sure every
American, rich or poor, new or old, knows that if
he or she is willing to work hard, this country is
impatient for their contribution?
These are the questions that drive Luis Ubiñas,
the Ford Foundation’s eighth president. In an
interview, Ubiñas told us. Four years into his
tenure, he continues to be inspired by the social
justice mission of his foundation: “We believe all
people should have the opportunity to reach their
full potential, contribute to society and have a voice
in the decisions that affect them.”
City Year has been proud to call the Ford
Foundation a partner since 2008, when it helped
to strengthen the organization’s capacity to partner
with school district and policy leaders. Ford most
recently supported our work in Detroit by funding
Diplomas Now, an innovative school turnaround
collaborative that operates in some of our nation’s
lowest performing middle and high schools.
48
“City Year exemplifies how a wide range of adults
can contribute to the educational success of the
nation’s most vulnerable students,” Ubiñas says.
“Corps members provide important support as
near peers in schools with expanded learning time,
forging supportive relationships with students that
personalize their schooling.”
Ford has long been an advocate for extending
the school day in neighborhoods of concentrated
poverty. But when the Foundation began working
in this space, there were questions about whether
more time for children to learn was even possible,
and whether it would get results. Those questions
are now answered. Research by the National
Center on Time and Learning, by Harvard
economist Roland Fryer and others demonstrates
that when kids spend more time in school, they’re
more likely to be successful. Ubiñas sees City Year
as a partner in this work. “We think the program
has the potential to serve as an innovative model
for others on implementing expanded learning
time for our students,” he explains. “By partnering
with educators, corp members offer a creative
City Year exemplifies how a wide range of adults
can contribute to the educational success of the
nation’s most vulnerable students.
Ford foundation
and cost-effective way to make more and better
learning time a reality for students, an approach
that has the potential to be replicated across the
nation.”
Ubiñas grew up in the South Bronx, about one
hundred blocks north of Ford’s offices, which sit on
the east side of mid-town Manhattan. He attended
Harvard for his undergraduate and graduate
degrees, and has worked in the public and private
sectors, including time at the March of Dimes in
Boston and 18 years at McKinsey & Company.
He sees it as part of his life’s work to ensure that
the world has the chance to benefit from the
knowledge, potential and skills kids in the South
Bronx have to offer. And to do that he says, “We
need to ensure that all kids have a voice and a
chance to contribute.”
Ubiñas believes young people, especially, have
an important role to play in solving some of our
world’s seemingly intractable problems. But he also
knows that achieving lasting change takes time,
patience and resolve, which is part the value he
sees in City Year corps members’ commitment to
a year full-time of service. “They add tremendous
value simply by being there for the long haul, by
sticking with kids through days of challenge and
triumph,” he says. “That long-term commitment is
incredibly valuable to the students, but also for the
corps member, who can bring this perspective to
everything they do in the years ahead.”
Ford distributed $450 million in grants during
FY11, and recently celebrated its 75th anniversary.
As Ubiñas looks toward the Foundation’s 100th
anniversary he acknowledges how much progress
has been made in a creating a more equitable
world, but is also keenly aware of the poverty,
exploitation and injustice that remains.
“The challenge is to shape and influence the
remarkable forces defining our world so that they
benefit all people,” he says.
49
Champion profile
Julie UIhlein
Board Chair, City Year Milwaukee
Adjunct Professor, Medical College of Wisconsin
At City Year Milwaukee events, it’s not uncommon
to find board chair Julie Uihlein joking around
with corps members during a few minutes of
downtime, or engaged in deep conversation with a
young staffer on the team. “Have you heard what
they call me?” she asks. “Mama City Year. I just
get the biggest kick out of that.”
It’s hard to believe that Uihlein (pronounced e-line)
hadn’t even heard of City Year six years ago. She
“City year is a
first learned about City Year when her youngest
son, who now teaches honors world history in a
Milwaukee high school, served with the Chicago
corps during the 2006-2007 school year. Uihlein
believes her city is going through a renaissance, but
says it’s no secret that too many children are living
in poverty, that many schools are struggling and
that people are without access to basic services, such
as health care. After a trip to Chicago to visit her
son, she thought to herself, “If ever there was a city
that could use City Year it would be Milwaukee.”
And then she spearheaded the effort to make it
happen: City Year Milwaukee opened in 2010.
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But, she says, the startup process wasn’t easy.
Uihlein, like all people interested in bringing City
Year to their communities, was required to meet a
series of benchmarks that ensure new sites are set
up for success. Uihlein cultivated partnerships with
Milwaukee Public Schools, the City of Milwaukee
and other local foundations, and started meeting
regularly with Jason Holton, a Milwaukee-native
who would become City Year Milwaukee’s
Executive Director. Their favorite meeting spot
was a coffee house in the city’s historic third ward,
where they discussed potential partners and started
making plans for making City Year a reality.
In six years, the organization grew from an idea,
to a high-impact partner in eight of Milwaukee’s
most challenged public schools, and she’s loved
seeing the organization grow and mature. “I
can’t even begin to describe the honor and the
pride I feel, all wrapped up in one, when I see
our 60 corps members,” she says. “City Year is a
double win. It’s a win for the kids who are being
mentored and being offered opportunities they
might not normally have access to, and it’s a win
helps her stay centered. She sees a clear connection
between corps members’ commitment to service
and the desires of her young medical students to
care for patients. “It’s all about service,” she says.
“Caring enough about humanity to really, really
give of yourself is the same for corps members as it
is for my students.”
We often ask our donors and supporters what
advice they have for corps members who aspire to
double win”
for the whole city of Milwaukee, which gets these
incredibly idealistic, bright, energetic young people
who are engaged in the community and often stay;
their commitment doesn’t stop after just one year.”
Her next passion? To help City Year Milwaukee
grow, to reach more schools and more students.
lead a lifetime of service and leadership. Without
any hesitation she replies: “Never give up no matter
how many times you hear no; and assume you can
learn anything, that you can do anything.” Great
advice from Mama City Year.
Uihlein is quick to explain that her greatest joys
in life are her three children, and a growing brood
of grandkids. But she is also passionate about her
work as adjunct professor of medical humanities,
bioethics and pediatrics at the Medical College of
Wisconsin where she teaches classes and studies
the social determinants of children’s health. She’s
also been a regular practitioner of mindfulness
meditation and yoga for 38 years, which she says
51
Champion Profile
Stephen G. Woodsum
Chair, CIty Year Board of Trustees
and Anne Lovett
Steve Woodsum and City Year CEO Michael Brown have
attended countless meetings together in the 25 years since
they first met in 1988 – but their first was perhaps the most
auspicious.
“We were just starting out, looking for a few people in the
private sector to take a risk on getting behind a nonprofit start
up, and us,” says Brown, who was fresh out of Harvard Law
School at the time.
Brown and fellow City Year co-founder Alan Khazei, as social
entrepreneurs, thought venture capitalists were a natural
starting point to support their new social enterprise. “We
started dialing venture firms in Boston – every one a cold call,”
Brown says.
52
“And then I made the mistake of answering my
own phone,” Woodsum says, laughing. Within
a few days, City Year’s co-founders were in
Woodsum’s office at Summit Partners, a private
equity firm where he is a founding managing
partner. By the end of that first meeting, he’d
committed to being a member of City Year’s
founding Board and to sponsoring a team of corps
members in Boston. “It struck me as incredible that
these young guys were willing to forgo potentially
very lucrative careers to pursue this little-bitcrazy entrepreneurial idea to change the world,”
Woodsum says.
Since then, Woodsum has been with City Year
every step of the way – mentor and advisor, team
sponsor, major gift donor, committee chair, and for
the past six years, Chair of the Board of Trustees.
In September 2013, when his tenure as Chair ends,
the organization will have doubled in size under
his board leadership, both in the number of corps
members and overall revenue; all while pivoting
the organization’s efforts to address the nation’s
high school dropout crisis.” Steve’s wisdom, all-in
commitment, and gracious leadership style have
been game-changing for City Year,” says Brown.
Meanwhile, Anne Lovett, Steve’s wife of thirty
years, is a dedicated City Year supporter as well.
She’s always been at the ready for City Year:
whether organizing a visit to a school for friends
to see City Year in action, hosting the Summit
Partners Team for dinner in their home, or helping
City Year think through an organizational issue.
“Anne is a leader of City Year’s kitchen cabinet,”
Brown says. “Every time we chat, I say, ‘Anne, I
want you to give me one idea a day for improving
the City Year program’ – and sometimes I get two.”
Anne and Steve are also City Year parents: their
daughter, Alexandra, served as a corps member in
San Antonio. “I’m so excited one of my children
became a corps member,” Steve says. “I think it’s
changed her life.” Anne adds, “Hearing about
Alexandra’s experiences and the impact she was
having was incredibly moving; but so was hearing
about the challenges she faced. I think that’s part
of the magic of City Year: how the experience
impacts corps members.”
Lovett and Woodsum’s philanthropy has always
been driven by their commitment to helping young
people succeed, and they were early champions of
City Year’s decision to focus its efforts in high-need
schools. “The gap between lower income students
and higher income students is significant and has
gotten worse,” Woodsum says. “I think it’s created
a divide that we need to eliminate. City Year offers
a great solution to address this crisis; it’s one piece
of the puzzle, but I think a really critical piece.”
Steve and Anne contribute a tremendous amount
of time and energy to organizations and causes
they care about. In addition to City Year, Steve is
on the boards of Massachusetts General Hospital,
Boston’s Museum of Fine Arts and the Boys
and Girls Clubs of Boston. Anne is a director of
Peer Health Exchange and president of its Board
of Overseers, and oversees the couple’s family
foundation, which supports organizations working
on behalf of education and building stronger
communities.
“To me, our philanthropy is about hope, for a
better education, a better salary, a more secure
living situation, a more secure food situation,
a path to a better future” Anne says. “That’s
what City Year does: corps members help
students succeed, pushing them towards greater
opportunity.”
In the late 1980s, when Woodsum, Brown and
Khazei first met, City Year’s offices had just moved
out of a Harvard dormitory. Almost twenty years
later, Lovett and Woodsum played a critical role
in ensuring City Year could establish a permanent
national headquarters where it is today, at the tip
of Boston’s South End. The lobby of the building
is named in their honor. “It’s fitting that Steve and
Anne have such a presence in our lobby,” Michael
says. “They’ve been so essential to our development
– literally opening the doors at every stage of City
Year’s journey for 25 years. I smile every time I
walk into the Lovett-Woodsum Lobby.”
53
National Leadership Sponsors
ARAMARK
The City Year and ARAMARK partnership leverages their shared
dedication to enrich communities through engaging employees in
high impact volunteer service as part of ARAMARK Building
Community, the company’s signature global philanthropic and
volunteer program. ARAMARK and City Year also work together
to build strong school partnerships and recruitment campaigns
leveraging relationships on college campuses to recruit young
adults join City Year for a year of service. As City Year’s Official
Apparel Partner, ARAMARK provides uniform apparel to our
corps members serving in schools, as well as uniform components
dedicated exclusively for physical service
Bank of America
As City Year’s National Student Leadership Development Sponsor,
Bank of America supports programs focused on helping underserved
middle and high schools students graduate with the education and
life skills needed to access post-secondary educational opportunities.
Bank of America has supported City Year and young people who
make positive change in their schools and communities for more
than 20 years. In 1988, predecessor institution Bank of Boston
became a founding sponsor of City Year, Inc. and was the first
company in the nation to sponsor a City Year team. Bank of
America has served as Presenting Sponsor of City Year’s annual
convention and its 15th anniversary, and played a pivotal role in the
purchase and development of City Year’s national headquarters by
supporting tax-exempt bond financing and bridge financing for the
project.
Cisco
Cisco first partnered with City Year in 1993, and has been an
instrumental supporter of City Year’s Whole School, Whole Child
model for school-based service and after-school programs. This
partnership is an example of what a leading technology company
and national non-profit organization can accomplish together. The
partnership has allowed City Year to further its mission of keeping
students in school and on track to graduation by using Cisco’s
technologies to facilitate collaborative training and communication
nationwide.
54
Comcast NBCUniversal
Comcast NBCUniversal is City Year’s Leadership Development
and Training Partner. Comcast NBCUniversal supports City
Year’s leadership development programs and recognizes the
accomplishments of City Year alumni who have continued their
dedication to community service through the conferring of the
annual Comcast NBCUniversal Leadership Awards. Comcast
NBCUniversal is also the National Opening Day Sponsor,
Presenting Sponsor of our National Leadership Summit and
Presenting Sponsor of City Year’s annual training academy, as
well as a multi-site team sponsor. Comcast NBCUniversal donates
significant communication and broadcasting resources to help City
Year raise awareness about its mission and focus areas by reaching
more young people across the country through cable and internet.
Comcast NBCUniversal’s investment in City Year makes it possible
for thousands of corps members to help improve the lives of
students while creating sustainable solutions for social change.
CSX Transportation
As City Year’s largest team sponsor, CSX demonstrates a shared
commitment to service and the positive role it plays in transforming
neighborhoods and communities. CSX partners with City Year’s
Care Force® team to engage employees, customers and community
members in service days throughout the year. To support Care
Force® service days across the country, CSX donated two
tractortrailers to transport tools and materials to service events
across the country. CSX is also a co-sponsor of City Year’s National
Leadership Summit, and as City Year’s Lead Safety Partner, CSX
provides first aid and CPR training for all corps and staff members.
Deloitte
Deloitte invests financial resources along with the intellectual capital
of its professionals to strengthen City Year’s capacity and reach
nationwide. Deloitte’s pro bono services help City Year transform,
scale and support the design and delivery of its services nationwide.
Beyond pro bono, Deloitte professionals play a leadership role at the
local and national level through their participation on City Year’s
boards and as mentors to corps members. Together, Deloitte and
City Year are building the nation’s graduation pipeline to help create
the business and civic leaders of tomorrow.
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Microsoft
Microsoft is City Year’s newest National Leadership Sponsor, but
we are long-time partners. Microsoft has been one of City Year’s
National In-Kind Sponsors for the past 13 years and Microsoft will
continue its in-kind support of City Year by providing over $12.3
million worth of software to enhance our IT infrastructure. As a
result of Microsoft’s support, City Year will be able to expand its
math tutoring program to reach nearly 8,500 students, and City
Year’s math curriculum designers will be able to carry out key
activities, including preparing online content, field-testing activities,
packaging site-specific best practices for national distribution
and creating a framework for our resource library. Microsoft
also sponsors City Year teams in three Diplomas Now schools in
New York City, Chicago and Seattle. Microsoft will help City
Year reach an unprecedented number of youth in high-poverty
schools nationwide, ensuring the right students receive the right
interventions at the right time.
Pepsi
Pepsi and City Year share a deep commitment to youth
empowerment and diversity. The collaboration began in 2001 with
community service projects that engaged PepsiCo employees in
transforming communities across the country. Since then, Pepsi
had dedicated resources toward increasing awareness of City Year
among young adults of all backgrounds. In 2008, the PepsiCo
Foundation provided the initial seed funding to support Diplomas
Now, a collaborative school turnaround model. The Foundation has
increased its funding and strategic partnership to catalyze Diplomas
Now into a national network of 26 schools in 11 cities, and matched
the funding that helped secure the competitive and prestigious U.S.
Department of Education’s Investing in Innovation (i3) grant.
Walmart
The Walmart Foundation supports a comprehensive national
training program for City Year’s corps members, including an
intensive summer training academy and expert in-service trainings
during the school year to improve student performance – especially
in literacy, in high-poverty middle schools across the country.
Through its philanthropic programs and partnerships, Walmart
and the Walmart Foundation fund initiatives focus on creating
opportunities in education, workforce development, economic
opportunity, environmental sustainability, and health and wellness.
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57
In-Kind Sponsors
KPMG
KPMG is an international firm that specializes in audit, tax and advisory services. For KPMG,
community involvement is an integral part of its corporate mission. The firm has developed successful
global strategies for working with clients and its employees and is now developing a global approach
to community activities that builds upon the active local involvement of its member firms. City Year is
privileged to have KPMG prepare our financial audits and provide tax review counsel at a discounted
rate.
WilmerHale
WilmerHale offers unparalleled legal representation across a comprehensive range of practice areas that
are critical to the success of their clients. Community service and pro bono representation have been
long traditions at the heart of WilmerHale and City Year is grateful to be one of their pro bono clients.
The firm generously donates its time and expertise, providing critical legal services to City Year on an
ongoing basis. In 2006, WilmerHale was officially named City Year’s “National Legal Counsel” and in
2010, WilmerHale received a “20th Anniversary Leadership Award” for its extraordinary, long-standing
partnership with City Year.
In addition to their generous investments as National Leadership
Sponsors, these companies provide City Year with in-kind donations:
ARAMARK
ARAMARK works with its college partners across the country to help increase awareness of City Year
through on-campus recruitment marketing campaigns. ARAMARK’s uniform division partners with
City Year to provide City Year branded uniform components, including the iconic red jacket, to City
Year’s staff and corps members.
Cisco
Cisco generously donated essential equipment to build computer networks across the country to better
equip our sites staff and corps members.
CSX Transportation
CSX donated Care Force® One and Care Force® Two, co-branded rail containers that transport City
Year’s Care Force® equipment to service events across the country.
Deloitte
From helping City Year to design its operating model to assisting the organization in refining its
approach for selecting new sites, Deloitte’s pro bono contribution continues to help City Year shape its
strategy and build the organization’s capacity to achieve it.
Microsoft
The Microsoft Corporation is committed to serving communities and working responsibly. Through
partnerships, Microsoft technology innovations, people and resources help solve societal challenges and
create economic opportunities on both a global and a local scale. Microsoft has been a critical partner
of City Year since 1999. Their software and technology helps connect the national City Year network
58
through standardized communications tools and interconnected Web-based information systems.
Additionally, Microsoft employees volunteer with City Year and provide leadership development and
technical trainings to corps members across the country. Thanks to Microsoft’s investment, City Year
corps members have the technical resources they need to help students learn.
Timberland
As City Year’s Official Footwear Provider, Timberland provides boots to all of our staff and corps
members.
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2011-2012 Team Sponsors
The Team Sponsor Program is a unique
opportunity for our partners to engage with City
Year corps members. Through their generous
support, Team Sponsors partner with a team of
eight to 12 corps members for an entire school
year and make a difference in their community
by investing time, resources and talent. Team
Sponsors further the critical work of City Year
corps members to keep students in school and on
track to graduate.
Throughout the service year, Team Sponsors join
their team of diverse young men and women, who
proudly wear their sponsor’s logo on their uniform,
to participate in high-impact service projects,
transform schools and contribute to the individual
leadership and professional development of the
corps members they sponsor.
Multi-Team Sponsors
Alcoa Foundation (2)
Aramark (2)
Bain & Company (2)
Bank of America Charitable Foundation (4)
Comcast NBCUniversal (9)
Credit Suisse Americas Foundation (2)
CSX Transportation (14)
Deloitte (4)
JPMorgan Chase & Co. (3)
MFS Investment Management (2)
National Grid (3)
Walmart (3)
Single Team Sponsors
AAR Corporation
Albemarle Foundation
Allstate Foundation
Applied Materials, Inc.
Bain Capital Children’s Charity
Ballard Spahr LLP
Baton Rouge Area Foundation
BMO Harris Bank
Brewers Community Foundation
CareFirst BlueCross BlueShield
Chicago Transit Authority
Chicago White Sox
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Cisco Systems Foundation
City of Little Rock
CVS Caremark Charity Classic, Inc.
CVS Caremark Corporation
David’s Bridal
DePuy Synthes Companies of Johnson & Johnson
Deutsche Bank - Philadelphia
DISPATCH
Drinker Biddle & Reath LLP
Duane Morris
Eagles Youth Partnership
Ernst & Young LLP
Exelon Foundation
Firstrust Bank
Ford Motor Company Fund
Foundation for New Education Initiatives, Inc.
Foundation To Be Named Later
Goldman Sachs Gives
Harvard Pilgrim Health Care, Inc.
Hasbro Children’s Fund
Heinemann
Henry Ford Health System
Houghton Mifflin Harcourt
HSBC
Irene W. and C.B. Pennington Foundation
Jewish Communal Fund
Lincoln Financial Foundation
MAPP Construction
Miami Marlins
Microsoft
Morgan Family Foundation
Northern Trust
OneWest Foundation
Patrick F. Taylor Foundation
PTC
Rackspace Foundation
Robert R. McCormick Foundation
Rockwell Automation
RPM International Inc.
RSF Endowment
San Francisco Forty Niners Foundation
Schneider Electric
Silicon Valley Community Foundation
Silver & Black Give Back Foundation
Sisters of Charity SC Foundation
Sony Corporation of America
Sony Pictures Entertainment
Summit Partners
Sunoco, Inc.
TEVA
The Acacia Foundation
The Alter Group
The Boston Foundation
The Case Foundation
The Christian R. and Mary F. Lindback
Foundation
The Community Foundation for the National
Capital Region
The Glenmede Trust Company
The Red Sox Foundation
The Seinfeld Family Foundation
The Sunoco Foundation
The Timberland Company
T-Mobile USA
United Way for Southeastern Michigan
United Way of Metropolitan Chicago Impact
Fund, a McCormick Foundation Fund
Univision Management Company
USA Funds
Warner Bros. Studios
Westfield Capital Management
Wiener Family Future Foundation
Wm. Wrigley Jr. Company
For more information about the Team Sponsor Program,
please contact Itai Dinour at [email protected]
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Donors
Individuals and Family Foundations
Gifts from July 1, 2011 through June 30, 2012.
Million Dollar Circle
Champions Circle
$1,000,000+
$50,000 – $99,999
Anonymous
Einhorn Family Charitable Trust
Jeannie and Jonathan Lavine
Founders Circle
$500,000 – $999,999
Anonymous
The Hauptman Family Foundation
Lovett-Woodsum Family Foundation
The Michael & Kim Ward Foundation
$250,000 – $499,999
Anonymous
The Goldhirsh Foundation, Inc.
Carolyn and Jeffrey Leonard
Marion and David Mussafer
The Rapier Family Foundation
David and Julia Uihlein Charitable
Foundation
The Walton Family Foundation
$100,000 – $249,999
Anonymous
Ellen and Michael Alter
The Anschutz Foundation
The Lynde and Harry Bradley Foundation, Inc.
Amy and Ed Brakeman
Jean and Steve Case
Chowdhury Family Foundation
Compulink Business Systems / Link Wilson
The Edgerley Family Foundation
The Horning Family Foundation
Lenfest Foundation, Inc.
Gail and David Mixer
Brooke and Will Muggia
Lisa and Todd Owens
Merice “Boo” Johnson Grigsby Family Foundation
Fred Poses
Phillip Scott
Tracy and Gene Sykes/GS Gives
Morgan Family Foundation
Susan and Matthew Weatherbie
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Anonymous
Crown Philanthropies
Barbara and Bill Burgess
Julie and Kevin Callaghan
John and Jeri Cerullo
Charina Endowment Fund
Diane and Neil Exter
Anne Herrmann and John A. Herrmann, Jr.
Jill and Ken Iscol
Floyd and Delores Jones Family Foundation
The Kaplen Foundation
Leonard and Hilda Kaplan Charitable
Foundation
Cori Flam Meltzer & Brad Meltzer
Richard Menschel
The Najim Family Foundation
The Rosenthal Family Foundation
The Seinfeld Family Foundation
Stamps Family Charitable Foundation, Inc.
Robert and Tona White
Jeffrey and Mary Zients
$25,000 – $49,999
Brenda and Richard Battista
The Bell Family Foundation
Dale and Max Berger
Tere Blanca and Javier Juncadella
Braman Family Charitable Foundation
Catherine and Paul Buttenwieser
David and Barbara Caplan
John and Letitia Carter
Caroline and Howard Cayne
Patricia & Thomas Cornish
David and Victoria Croll, The Croll
Foundation
David Geffen Foundation
Holly Davidson
Elizabeth Bixby Janeway Foundation
Corinne and Tim Ferguson
Laura Fox and Ben Van de Bunt
Granholm Mulhern Family Fund
Richard J. Green
Horner Foundation
Beth and Michael Jones
Dawn and Roger Kafker
Andrew Kerin
Kirstein Family Foundation
Dianne and Bill Ledingham
Diana and Thomas Lewis
Loeb Family Charitable Foundations
Lois G. Roy Dickerman Charitable
Foundation
Louis and Anne Abrons Foundation, Inc.
Lubar Family Foundation
Chris Malachowsky
The Marc Haas Foundation
The McGrath Abrams Family Foundation
Holly McGrath Bruce and David Bruce,
Highland Street Foundation
Patricia and David Mordas
Courtney Clark Pastrick and Scott Pastrick
Pickard Family Fund
Jennifer and Sean Reilly Fund
Stacey Snider and Gary Jones
Martin H. Stein
Robert Stein
Nancy and Arn Tellem
Alan and Elaine Weiler
Mike and Missy Young
$10,000 – $24,999
Anonymous
Abby and David Kohl Charitable Foundation
Daniel Abraham
Florachel Addy
Andreeff Foundation
The Annie E. Casey Foundation
Anonymous (2)
Apfelbaum Family Foundation
Bill and Bonnie Apfelbaum
Kristen and Jim Atwood
Melora and Andrew Balson
Helaine and Joe Banner
Charles D. Barksdale Jr.
Deborah and Steven Barnes
Susan Bazett and Rom Watson
Henry W. Bedford
Marjorie Belliotti
Brian Berger
Bernard & Anne Spitzer Charitable Trust, Inc.
Andi and Tom Bernstein
Jessica Blume
Jennifer W. Bogoni
Rita and Charles Bronfman
Colin and Sarah Bryar
LeRoy Bunyon
Phyllis J. and Bill Campbell
Tushara Canekeratne
Kathleen and Robert Carniaux
The Carol & James Collins Foundation
Christine and William Carr
William Carr and Lynn Miller Carr
Charles Lamar Family Foundation
The Chernin Family Foundation
Emily Griset and Andrew Chin
Peter Y. Chung
Gary and Judy Clare
General (ret.) Wesley Clark and Mrs. Clark
Lee Cockerell
David and Rhonda Cohen
Evan and Tammy Cohen
Bertram and Barbara Cohn
Nancy Colon-Anderson
Stephanie and John Connaughton
David Cooper
Teresa A. Cooper
Cherice Corley
Matt Cross
Gay and Barry Curtiss-Lusher
Linda Beech Cutler
Aileen Daly
Kent and Elizabeth Dauten
Diana Davis Spencer Foundation
Sandra and Kevin Delbridge
Manuel A. Diaz, Esq.
Beth and Gerard du Toit
Michael Eagles
Barbara and Michael Eisenson
Tom Ellefson
The George Link, Jr. Foundation, Inc.
William George
Carol and Stephen Geremia
Ann and Robert W. Gillespie
Anne Helgen and Michael Gilligan
Mr. Norman M. Goldberger
Goldring Family Foundation
Carol Goldring
Jeffrey Goldstein
Gordon Hartman Family Foundation
Beth and Lawrence Greenberg
Corissa Groves
Dianne McKeever and Shreyas Gupta
Gillian and Jason Haberman
April Harris
Gordon Hartman
Terence Hayes
Julie and Jordan Hitch
Regina and Joe Hitchery
Melanie and Stephen Hoffmeister
Ilene and Richard Jacobs
Dr. Aart de Geus & Esther John
Chambrel Jones
James Kastenholz and Jennifer Steans
Kenneth and Donna Keller
Kathryn and Luke Kissam
William Klesse
Evelyn and Ronald Krancer
Lori Landew
Cindy and Seth Lawry
The Lefkofsky Family Foundation
Ted and Lynn Leonsis
Serena and Shawn Levy
Shelly London and Larry Kanter
Ian and Isabelle Loring
Veronda D. Majett
Linda Malizia
Lisa Mancini
Alex and Marie Manoogian Foundation
Dominic Mariani
Lisa and Robert Markey
Jean Martin and Warren Weinstein
Fred Maynard
Josh and Alexandra McCall
Keith Carlson and Kathleen McGirr
Mead Family Foundation
Sharon Meadows
Shyamli and Robert Milam
Harrison B. Miller
Zanelle N. Miller
Jesse Minor
Paul and Sandra Montrone
Robert and Colin Moore
Stephanie Mudick
Elin and Larry Neiterman
David and Suzu Neithercut
Jon D. Neuhaus
Pamela Norton
Keith D. Nosbusch
Denise V. Noufe
Kathleen O’Brien
Judith and Stephen Pagliuca
Marsha and Alan Paller
Lynne and Timothy Palmer
Hope and Mike Pascucci
Walter Paulson
Randa and Michael Pehl
The Petersmeyer Foundation, Inc.
Gregg and Julie Petersmeyer
Kenneth Porrello and Sherry McFall
The Querrey Simpson Charitable Foundation
Samuel S. Reid
The Reilly Family Foundation
Winifred and Kevin P. Reilly Jr. Fund
Jamie and Nick Renwick
Clare and Gerard Richer
The Roberta Lund Advised Fund
Gwenn and Dave Rosener
Roth Family Foundation
Rohini and Ravinder Sakhuja
The San Francisco Foundation
Lesa Scott and Philip Jackson
Scott and Carin Sharp
The Siemer Family Foundation
Steven Silvestro
Louis A. Simpson
Brian and Johanna Snyder
Elizabeth and Thomas Sorbo
Winnie and Fred Spar
Mike and Pat Splinter
Lois and Harrison Steans
John S. Swartley
Sandra and Robert Taylor
Jennifer Tharpe-Hall
Kathy and William Truscott
The Tsujihara Family
Terry and Robert Wadsworth
Gail and Lois Warden
Thomas Wasmer
The Wasserman Foundation
Louise and David Weinberg
Sally Hulsman and Jennifer Wells
Graham Weston
Wiener Family Future Foundation
Karie Willyerd
Woldenberg Foundation
Mariann and Andrew Youniss
Kenneth G. Zeferes
Stacey Zelten
Zilber Family Foundation, Inc.
63
Foundations and Non-profits
Gifts from July 1, 2011 through June 30, 2012.
$500,000 – $999,999
The Ford Foundation
United Way for Southeastern Michigan
$250,000 – $499,999
Anonymous (2)
Barr Foundation
Daniels Fund
The Eli and Edythe Broad Foundation
The Starr Foundation
Windsong Trust
$100,000 – $249,999
Anonymous
Bloomberg Philanthropies
The Case Foundation
The Charles Hayden Foundation
Hillel
Irene W. and C.B. Pennington Foundation
Jane Bradley Pettit Foundation
W.M. Keck Foundation
Robert R. McCormick Foundation
Patrick F. Taylor Foundation
Pinkerton Foundation
The Rhode Island Foundation
Sacramento Region Community Foundation
The Skillman Foundation
United Way of Greater Philadelphia and
Southern New Jersey
United Way of Metropolitan Chicago Impact
Fund, a McCormick Foundation Fund
USA Funds
Weingart FoundationNon-Profit
William J. Clinton Foundation
Metro TeenAIDS
Philadelphia Education Fund
United Way of Greater Cleveland
United Way of Southeastern Pennsylvania
$50,000 – $99,999
The Lloyd G. Balfour Foundation
Centerbridge Foundation
Anonymous
Communities in Schools
CVS Caremark Charity Classic, Inc.
David V. Uihlein Sr. Foundation
The Ellison Foundation
The Frances L. and Edwin L. Cummings
Memorial Fund
Huey and Angelina Wilson Foundation
64
Mile High United Way
Morris and Gwendolyn Cafritz Foundation
The Ralph M. Parsons Foundation
Polk Bros. Foundation
The Richard & Ethel Herzfeld Foundation
RosaMary Foundation
Sisters of Charity SC Foundation
Sobrato Family Foundation
United Way of Central Ohio
United Way of Greater Los Angeles
United Way of San Antonio and Bexar County
Yawkey Foundation II
$25,000 – $49,999
The Abington Foundation
Norwin & Elizabeth Bean Foundation
The Boston Foundation
Clark Charitable Foundation
The Cleveland Foundation
The Columbus Foundation
Community Foundation for Southeast
Michigan
The Community Foundation for the National
Capital Region
The Community Foundation in Jacksonville
DC Children and Youth Investment Trust
Corporation
Dwight Stuart Youth Fund
Foundation To Be Named Later
The George Gund Foundation
George W. Brackenridge Foundation
Granite United Way
Greater Milwaukee Foundation
The Greater New Orleans Foundation
Evan and Marion Helfaer Foundation
Ilitch Charities for Children
Kelben Foundation
The Kent H. Smith Charitable Trust
Limited Brands Foundation
The Lynch Foundation
Medina Foundation
Providence After School Alliance
The Reinberger Foundation
San Antonio Area Foundation
The Seattle Foundation
Solon E. Summerfield Foundation
United Way of Greater Cleveland
United Way of Greater Milwaukee
United Way of The Midlands
Woodcock Foundation
$10,000 – $24,999
Adolph Coors Foundation
Angel Foundation
Arata Brothers Trust
The Batchelor Foundation Inc.
Boston Celtics Shamrock Foundation
Eva L. & Joseph M. Bruening Foundation
Cogswell Benevolent Trust
Credit Bureau of Baton Rouge Foundation
Dolfinger-McMahon Foundation
Easton Community Foundation
Edward Wisner Donation
Elizabeth Elser Doolittle Charitable Trusts
Fordham Street Foundation
Fred Darragh Foundation
The Harry C. Moores Foundation
Harvard Pilgrim Health Care Foundation
Henrietta Lange Burk Fund
The Herb Block Foundation
Anonymous
KPAI - Korean American Professionals in
Automotive Industry
Lily Auchincloss Foundation, Inc.
The Christian R. and Mary F. Lindback
Foundation
National Center for Learning Disabilities
New Hampshire Charitable Foundation
Participant Productions
Powell Group Fund
Pro Bono Publico Foundation
Samuel S. Fels Fund
Sasha Bruce Youthwork, Inc.
The Schrafft Charitable Trust
The Share Fund
Third Federal Foundation
The Thomas H. White Foundation
ThursdayNights
Timothy and Bernadette Marquez Foundation
TOSA Foundation
United Way for the Greater New Orleans Area
United Way of the National Capital Area
The William Bannerman Foundation
William G. McGowan Charitable Fund, Inc.
65
Corporations
Gifts from July 1, 2011 through June 30, 2012.
$1,000,000+
ARAMARK
Comcast NBCUniversal
CSX Transportation
PepsiCo Foundation
Walmart Foundation
$500,000 – $999,999
Bank of America Charitable Foundation
Cisco Learning Institute
Cisco Systems, Inc.
Deloitte
$250,000 – $499,999
Bain & Company
Goldman Sachs Philanthropy Fund
MetLife Foundation
MFS Investment Management®
National Grid
NVIDIA Corporation
T-Mobile USA
Universal Companies
$100,000 – $249,999
The Acacia Foundation
Alcoa Foundation
The Alter Group
American Express Foundation
Applied Materials, Inc.
Bain Capital Children’s Charity
Barclays Capital
The Baupost Group, L.L.C.
BMO Harris Bank
Capital One
CareFirst BlueCross BlueShield
Chicago White Sox
Corporate Executive Board
Credit Suisse Americas Foundation
David’s Bridal
DISPATCH
Eagles Youth Partnership
Entergy Corporation - New Orleans
Exelon Foundation
Ford Motor Company Fund
Harvard Pilgrim Health Care, Inc.
HSBC
Microsoft Corporation
OneWest Foundation
Rockwell Automation
San Francisco Forty Niners Foundation
66
Sony Corporation of America & Sony Pictures
Entertainment
The Starbucks Foundation
State Street Foundation
Synopsys, Inc.
TEVA
Warner Bros. Home Entertainment Group
Wells Fargo
Westfield Capital Management
Wm. Wrigley Jr. Company
$50,000 – $99,999
AAR Corporation
Albemarle Foundation
Allstate Foundation
AT&T Inc.
Ballard Spahr LLP
Brewers Community Foundation
Chevron Corporate Headquarters
CVS Caremark Charity Classic, Inc.
Davis Polk & Wardwell
DePuy Synthes Companies of Johnson &
Johnson
Drinker Biddle & Reath LLP
Firstrust Bank
The Glenmede Trust Company
Harvard Pilgrim Healthcare, Inc.
Hasbro Children’s Fund
Hyatt
JC Penney, Inc.
JP Morgan Chase & Co.
Kasowitz Benson Torres & Friedman LLP
Liberty Mutual Group
Lincoln Financial Foundation
Miami Marlins
Northern Trust Charitable Trust
PTC
Rackspace Foundation
RPM International Inc.
SAP America, Inc.
Schneider Electric
Social Venture Partners Sacramento
State Farm Insurance Headquarters
Sunoco, Inc.
SunTrust Bank
The Timberland Company
US Bank
The Walt Disney Company
$25,000 – $49,999
AEG
American International Group
The Amgen Foundation
Banner & Witcoff, Ltd
Beats Electronic, LLC
Bernstein, Litowitz, Berger, & Grossmann LLP
Blanca Commercial Real Estate, Inc.
The Boeing Company
Catholic Medical Center
Clifford Chance US LLP
Comerica Bank
Dartmouth Hitchcock Medical Center
Deluxe Entertainment Services Group Inc.
Deutsche Bank
Discovery Communications
DreamWorks Studios
Duane Morris
Energy BBDO
Ernst & Young LLP
Fidelity Investments
Fisker Automotive, Inc.
Food Network
Heinemann
Hewlett-Packard Company
Independence Blue Cross
Intel
J Brand Jeans, Inc.
JP Morgan Chase Foundation
Keker & Van Nest LLP
KeyBank Foundation
Macy’s Corporate Services, Inc.
ManpowerGroup
Mintz, Levin, Cohn, Ferris, Glovsky and
Popeo P.C.
NFL Ventures LP
Northwestern Mutual
Old Oaks Country Club
OPI Products Inc.
People Magazine
Pepper Hamilton LLP
PricewaterhouseCoopers LLP
RSF Endowment
Safeco Insurance Foundation
San Jose Sharks Foundation
Skadden, Arps, Slate, Meagher & Flom LLP
State Street Corporation
Sutherland Asbill & Brennan LLP
TD Charitable Foundation
Technicolor Inc.
TJX Companies
Twentieth Century Fox
Universal Music Group
Univision Management Company
Valero Energy Corporation
Weil, Gotshal & Manges LLP
White & Case LLP
Willkie Farr & Gallagher LLP
$10,000 – $24,999
American Express
American Financial Warranty Corp
Anthem Blue Cross Blue Shield
Aon Foundation
Arnold & Porter
Assurant, Inc.
Atlantic Media Company
Baird Foundation, Inc.
Baptist Health System
BBDO
Blank Rome LLP
Bloomberg
Blue Cross Blue Shield of Massachusetts
BNSF Foundation
Brady Sullivan Properties
Brunswick Group LLC
Bulger Capital Partners
Caliber Collision Centers
Carothers DiSante & Freudenberger LLP
Cathay Bank Foundation
Central Arkansas Nursing Center
Michael Morton
Charter Manufacturing Company Foundation
CIGNA
Citizens Bank Foundation
City National Bank
Clark Construction Group, LLC
The Cohen Group
Comerica Charitable Foundation
Computer Solutions
Con Edison
The Cozen O’Connor Foundation Inc.
Creative Artists Agency
Crescent Bank & Trust
Crowell & Moring LLP
CTIA
CVS Caremark Corporation
Davis Wright Tremaine LLP
DaVita
Dimension Data
DLA Piper
Dreamhost
Dynamic Network Services
Encana Oil & Gas USA
Entergy Louisiana
Enterprise Holdings Foundation
Florida Power & Light Company
Forest City Enterprises, Inc.
The Garden City Group, Inc
The Gas Company
General Wesley Clark, Retired, and Mrs. Clark
Global Infrastructure Partners
Goldman Sachs & Co.
The Grainger Foundation
Gravestar, Inc.
Greenlight Capital
Grosvenor Capital Management, L.P.
Hangley Aronchick Segal & Pudlin
The Harley-Davidson Foundation, Inc.
Health Partners
Heidrick & Struggles International, Inc.
Henry Crown and Company
Henry Ford Health System
Heyday Films
The Higley Fund
Hiscox Foundation USA
Hixon Properties
Horning Brothers Corporation
Houghton Mifflin Harcourt
HTC America, Inc.
Huawei
Huntington National Bank
IBEW Local Union 98
IMA Foundation
ING Financial Services Corporation
Jack Morton Worldwide
Jenner & Block LLP
JMC Leasing Inc.
Jones Day
Kessler Topaz Meltzer & Check, LLP
KPMG LLP
Lamar Advertising Company
Legendary Pictures Entertainment
Loeb & Loeb LLP
Loomis Sayles & Company, LP
Macquarie Group Foundation
Madison Dearborn Partners
MAPP Construction
McDonald’s Corporation
McGlinchey Stafford PLLC
McLarty Companies
Mercedes-Benz USA
Merrill Lynch
Montgomery & Co.
Morgan, Lewis & Bockius
MacDonald’s
Mullen Advertising
Nestle Waters North America
News Corporation Foundation
Nordstrom
Northeast Delta Dental
Northrop Grumman
O’Melveny & Myers, LLP
Omnicom Media Group Inc.
Packer Cafe Inc.
Paul, Weiss, Rifkind, Wharton & Garrison
Pearlmark Real Estate Partners
Philadelphia Eagles
Salem Partners
Public Service of New Hampshire
Publix Super Markets, Inc.
Putnam Investments
R.J. Finlay & Co
Raising Cane’s
RealNetworks, Inc.
Recognize This, LLC
Reserve Telecommunications
RiverStone Resources LLC
Royal Caribbean Cruises LTD.
SAFE Credit Union
Safra National Bank of New York
SanDisk
SEI Investments
Showtime Networks, Inc.
Silver & Black Give Back Foundation
SMG, Verizon Wireless Arena
Sun Life Financial
TD Bank
The Telx Group, Inc
Textron Charitable Trust
TIAA-CREF
TrueCar, Inc.
United Way of New York City
UTA
Variety Foundation
The Washington Redskins
Waste Management
Wilkinson Barker Knauer, LLP
Wintrust Financial Corporation
WME
Woodcock Washburn
67
70
Board of Trustees
72
Board Chairs
74
Senior Leadership Team
75
Executive Directors
76Financials
68
Leadership
69
Board of Trustees
70
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
1.
Stephen G. Woodsum*
Chair of the Board
Founding Managing Director
Summit Partners
13. David Gergen †
Professor of Public Service and Director
of the Center for Public Leadership
Harvard Kennedy School
23. C. Gregg Petersmeyer
Vice Chair
America’s Promise Alliance
Chair and CEO
Personal Pathways LLC
2. Kristen Atwood*
Co-Chair of the International
Committee
Founding Staff Member
City Year, Inc.
14. Andrew Hauptman
Chair, City Year Los Angeles
Board
Chairman
Andell, LLC
3. Joe Banner*
Chair of the National Leadership
Council
Chair of the Site and Program
Committee
CEO
Cleveland Browns
15. Ilene Jacobs*
Vice Chair of the Board
Chair of the Finance Committee
Former Executive Vice President,
Human Resources
Fidelity Investments
25. Jennifer Eplett Reilly*
Co-Chair of the International
Committee
Founder of City Year Louisiana
Co-Founder
City Year, Inc.
16. Hubie Jones †
Social Justice Entrepreneur-in-Residence
City Year, Inc.
Dean Emeritus
Boston University School of Social
Work
26. Shirley Sagawa
Co-Founder
Sagawa/Jospin
4. Josh Bekenstein*
Chair of the Investment Committee
Managing Director
Bain Capital, LLC
5.
Jessica L. Blume
National Managing Principal,
Research & Innovation
Deloitte Consulting, LLP
6. John Bridgeland
President and CEO
Civic Enterprises
7.
Michael Brown*
CEO and Co-Founder
City Year, Inc.
17. Rosabeth Moss Kanter
Ernest L. Arbuckle Professor
Harvard Business School
Chair & Director
Harvard University Advanced
Leadership Initiative
18. Alan Khazei †
Co-Founder of City Year, Inc.
Founder and CEO
The Action Tank, LLC
8. Michele Cahill
Vice President, National Programs and
Program Director, Urban Education
Carnegie Corporation of New
York
19. Jonathan S. Lavine*
Chair of the Development
Committee
Managing Partner
Sankaty Advisors, LLC
9.
20. Andrea Encamacao Martin
Co-Chair, National Alumni
Advisory Board
Guidance Counselor
Boston Latin School
David L. Cohen*
Chair of the Governance
Committee
Executive Vice President
Comcast NBCUniversal
10. Mayor Manny Diaz
Former Mayor of Miami
Partner
Lydecker Diaz, LLP
11. Sandy Edgerley
Trustee
Edgerley Family Foundation
21. Rick Menell
Chairman
The Carrick Foundation
24. Denny Marie Post
Senior Vice President and Chief
Marketing Officer
Red Robin International, Inc.
27. Jeff Shames*
Chair of the Audit Committee
Executive in Residence
MIT Sloan School of Management
28. Secretary Rodney Slater †
Former U.S. Secretary of
Transportation
Partner
Patton Boggs, LLP
29. Richard Stengel †
Managing Editor
TIME
30. Jeffrey Swartz †
Former President and CEO
The Timberland Company
31. Michael J. Ward
Founding Member, City Year
Jacksonville Board
President, Chairman and CEO
CSX Corporation
32. Tom Ward, Clerk
Partner
WilmerHale, LLP
22. Susan Nokes
Senior Vice President,
Customer Solutions
Asurion
12. Corinne Ferguson
Chair, City Year Boston Board
*Executive Committee Member
†Charter Trustee
71
Board Chairs
Baton Rouge
Laura C. Poché
Vice President, Private Wealth
JP Morgan Chase
Little Rock/N. Little Rock
Bruce Moore
City Manager
City of Little Rock
Boston
Corinne Ferguson
Stephanie S. Streett
Executive Director
William J. Clinton Foundation
Chicago
Casey Keller
Regional President, N.A.
Wm. Wrigley Jr. Company
Cleveland
Robert Gillespie
Chairman Emeritus
KeyCorp
Mayor Bruce H. Akers (Vice Chair)
City of Pepper Pike (retired)
Columbia
Marcia Bensen
Senior Vice President for Corporate Banking
Bank of America
James T. Irvin III, Esq. (Jim)
Partner
Nelson Mullins Riley & Scarborough
Columbus
Rusty Orben
Director of Public Affairs-Ohio Region
CSX Transportation
Denver
Ben Walton
Board Member
Walton Family Foundation
State Senator Mike Johnston
State of Colorado
Detroit
Daniel E. Little, Ph.D.
Chancellor
University of Michigan – Dearborn
N. Charles Anderson (Vice Chair)
Urban League of Detroit and Southeastern Michigan
Jacksonville
Kim Ward
Trustee and Managing Director
Michael & Kim Ward Foundation
72
Los Angeles
Andrew Hauptman
Chairman
Andell Holdings, LLC
Miami
Brad Meltzer
Author
Cori Flam Meltzer (Vice Chair)
Milwaukee
Julie A. Uihlein
Vice President
David & Julia Uihlein Charitable Foundation
New Hampshire
Lesa Scott
President
Heinemann
Beth Roberts (Vice Chair)
Vice President, Northern New England
Harvard Pilgrim Healthcare
New Orleans
Diana Lewis
New York
Stephanie Mudick
Executive Vice President
JP Morgan Chase & Co.
David Caplan (Vice Chair)
Dean
City Year New York
Greater Philadelphia
Art Block
Senior Vice President, General Counsel & Secretary
Comcast NBCUniversal
Karen Keating Mara
President
Keating Mara & Associates LLC
Rhode Island
Alan Harlam
Director of Social Innovation Initiative
Brown University
Sacramento
Kathy McKim
Vice President, External Affairs
AT&T
San Antonio
Craig Berkowitch
Senior Manager
Deloitte
San José/Silicon Valley
Sharon Matthews
President & CEO
eLynx
Todd Achilles (Vice Chair)
Hewlett Packard
Seattle/King County
Jennifer Wells
Vice President
Point B.
Sarah Bryar
General Manager
Rivet & Sway
Washington, DC
Jeffrey Leonard
CEO
Global Environment Fund
73
Senior Leadership Team
1
1.
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Michael Brown
Chief Executive Officer & Co-Founder
Mithra Irani Ramaley
Senior Vice President, Regional and Site Operations
2. Jim Balfanz
President
10. Charlie Rose
Senior Vice President & Dean
3. Evelyn Barnes
Executive Vice President & Chief Financial and
Administrative Officer
11. Nancy Routh
Senior Vice President & Chief People Officer
4. AnnMaura Connolly
Executive Vice President & Chief Strategy Officer
5.
Itai Dinour
Senior Vice President & Chief Organizational
Advancement and Alumni Officer
6. Welles C. Hatch
Senior Vice President & Chief Information Officer
7.
Sean Holleran
Executive Vice President & Chief Operating Officer
8. Sandra Lopez Burke
Vice President & Executive Director of City Year Boston
74
9.
12. Gillian Smith
Senior Vice President & Chief Marketing Officer
13. Stephanie Wu
Senior Vice President & Chief Program Design and
Evaluation Officer
14. Christine Morin
Senior Vice President, Site Growth & New Site
Development
15. Jeff Jablow
Senior Vice President, Strategy & Operations
Executive Directors
1.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
Laura Hamm
Baton Rouge
9.
Jay Thompson (Start-up Director)
Jacksonville
17. Jordan Plante
Orlando
2. Sandra Lopez Burke
Boston
10. Sarah Roberson
Little Rock/North Little Rock
18. R ic Ramsey
Greater Philadelphia
3. Lisa Morrison Butler
Chicago
11. Allison Graff-Weisner
Los Angeles
19. Jennie Johnson
Rhode Island
4. Phillip Robinson
Cleveland
12. Saif Ishoof
Miami
20. Jake Mossawir
Sacramento
5.
13. Jason Holton
Milwaukee
21. Paul Garro
San Antonio
6. Todd Tuney
Columbus
14. Pawn Nitichan
New Hampshire
22. Toni Burke
San José/Silicon Valley
7.
Jeff Park
Denver
15. Peggy Mendoza
New Orleans
23. Simon Amiel
Seattle/King County
8. Penny Bailer
Detroit
16. Erica Hamilton
New York
24. Jeffrey Franco
Washington, DC
Gail Wilson-Giarratano
Columbia
All Executive Directors are also Vice Presidents of City Year, Inc.
75
2012 Financial Summary
Statement of Financial Position
Year ended June 30, 2012
Assets
Cash and equivalents
Government grants receivable, net
Contributions receivable, net
Other assets
Investments, at fair value
Property and equipment, net
$
22,632,565
7,402,609
5,910,069
789,586
8,920,356
18,567,525
Total Assets
$
64,222,710
$
3,294,196
1,347,312
1,457,394
8,215,000
14,313,902
Liabilities and Net Assets
Liabilities:
Accounts payable and accrued expenses
Accrued payroll and related expenses
Interest rate swaps
Bonds payable
Total liabilities
Net Assets:
Unrestricted
Temporarily restricted
Permanently restricted
Total net assets
Total liabilities and net assets
Statement of Activities
29,862,796
14,614,359
5,431,653
49,908,808
$
64,222,710
Year ended June 30, 2012
Operating Revenue and Other Support
Contributions and private grants
Federal grants – Corporation for National and Community Service
School districts and other local government grants
Investment return utilized for operations
Other income
$
52,395,963
23,418,912
18,935,613
334,493
385,752
Total operating revenues and other support
$
95,470,733
Program services
Support services:
Organizational support
Fundraising
$
71,583,977
Total operating expenses
$
90,899,760
$
4,570,973
36,803
2,648,558
250,000
2,209,218
Operating Expenses
10,684,438
8,631,345
Increase in Net Assets
Unrestricted net assets from operations
Unrestricted net assets from nonoperating transactions
Temporarily restricted net assets
Permanently restricted net assets
Net assets
Net assets, beginning of year
76
Net assets, end of year
47,699,590
$
49,908,808
20%
25%
School Districts and other
local government grants
Foundations
4%
Revenue
In-Kind
$95.5 million
8%
Individuals
25%
18%
AmeriCorps
Corporations
9%
Fundraising Expenses
Expenses
79%
$90.8 million
Program Services
12%
Organizational Support
Charity Navigator Highest Ranking
Charity Navigator is America’s premier charity evaluator. Since 2003, City Year has
earned Charity Navigator’s highest rating, certifying our commitment to accountability,
transparency and responsible fiscal management. Only 1% of rated organizations have
received this distinction for eight consecutive years, placing City Year among the most
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trustworthy nonprofits in America.
City Year Locations
Baton Rouge
New Orleans
Boston
New York
Chicago
Orlando
Cleveland
Greater Philadelphia
Columbia
Rhode Island
Columbus
Sacramento
Denver
San Antonio
Detroit
San José/Silicon Valley
Jacksonville
Seattle/King County
Little Rock/North Little Rock
Washington, DC
Los Angeles
Miami
Milwaukee
New Hampshire
International Affiliates
Johannesburg, South Africa
London, England
cit y yea r.org
City Year is an education-focused, nonprofit organization founded in 1988 that partners with public schools to help
keep students in school and on track to graduate. This innovative public-private partnership brings together teams of
young AmeriCorps members who commit to a year of full-time service in schools. Corps members support students
by focusing on attendance, behavior, and course performance through in-class tutoring, mentoring, and after school
programs.
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