DON BOSCO HALL

DON BOSCO HALL Preparing the youth of today for tomorrow Who We Are Don Bosco Hall (DBH) has a 60 year track record of reaching the highest-­‐risk young people in one of our na<on’s most disinvested and unstable urban communi<es – Detroit, MI. These 60 years of providing academic enrichment, leadership development and suppor<ve human services have taught DBH that comprehensive neighborhood development through collabora<on and coordinated services is key to crea<ng posi<ve pathways of opportunity for youth and communi<es. THE NEED OUR SOLUTION With a black popula<on of over 80%, Detroit has a legacy of inequality and disinvestment that breeds hopelessness and undue distress. DBH is uniquely posi<oned to reduce the vulnerability, inspire hope, and create pathways of opportunity for youth in Detroit. •  Children are burdened with separate and unequal educa<onal opportuni<es, leading to poor outcomes: o  Only 4% of Detroit 4th graders are performing at or above proficiency levels in math1 o  Only 8% of Detroit 4th graders are performing at or above proficiency in reading2 •  DBH’s neighborhood-­‐based approach is going beyond one ins<tu<on and reimagining environments where all children are healthy, safe and ready to learn. DBH’s model is centered around partnering and collabora<ng with schools, neighborhood groups, civic organiza<ons and other youth-­‐serving en<<es. •  This transforma<ve approach has led to compelling results in DBH’s strongest outcomes neighborhood – Cody Rouge: •  There is persistent poverty and high rates of unemployment: o  57.3% of Detroit children live in poverty3 o  The unemployment rate is 49.1%4 •  This fuels violence and criminaliza<on of black youth: o  80% of deaths among those 15-­‐24 years of age are boys of color5 o  Blacks make up 48.8% of Michigan’s incarcerated popula<on but only 14.2% of the total popula<on6 o  87% gradua<on rate in integrated HS program o  90% college acceptance and enrollment o  83% of juvenile offenders report no contact with police aIer 6 months in DBH programs DBH is now poised to saturate Detroit and replicate these results in other neighborhoods. BMA INNOVATOR SPOTLIGHT: CHARLES SMALL A Detroit na<ve, Charles is passionate about posi<vely shiIing the trajectory of children of color growing up in disadvantaged and historically excluded communi<es. Over the past thirty years, Charles has based his professional career on the premise that all children have the inherent right to be raised in safe, healthy and nurturing communi<es. FOUNDED: 1954 CURRENT BUDGET: $7.1M CONTACT: Charles Small, President/CEO PHONE: 313.869.2200 EMAIL: csmall@donboscohall.org WEB: www.donboscohall.org INVESTMENT OPPORTUNITY Don Bosco Hall is seeking an investment of $2M over the next two years to enable the organiza<on to deepen its programming in targeted neighborhoods to replicate the strong results from its Cody Rouge neighborhood – with the ul<mate goal of expanding to serve all of Detroit. WHAT WORKS FOR THIS ISSUE AIer 60 years, we’ve found that a neighborhood-­‐based approach to solving the problems faced by our youth produces the greatest results. We’ve learned that: •  Community-­‐driven innova<ve and collabora<ve programs have high quality outcomes. •  The integra<on of youth development programs and schools can have a posi<ve impact on academic achievement. •  Technical assistance and professional development fosters camaraderie, accountability and a shared vision for systems change. •  Youth show ownership, commitment and growth when engaged in the decision making process, and the development of rules and policies. As a community change agent and experienced social worker, Charles understands the structural challenges and struggles faced by young black males locally and na<onally. During his tenure at DBH, Charles has worked with community partners to build a network of services and coordinated program ac<vi<es to address the unique challenges of youth of color. Charles believes that our collec<ve investment will have the greatest impact. BLACK MALE ACHIEVEMENT GUIDE | 1 Model for Neighborhood TransformaRon LEADERSHIP & GOVERNANCE Since 1994, Charles Small has been the President & CEO of DBH. Under his leadership, the organiza<on’s opera<onal services have significantly grown to a full con<nuum of services for children, youth and families. The agency has also become accredited through the Council of Accredita<on, a na<onal best prac<ce cer<fying organiza<on. DBH has a 17-­‐member board of directors represen<ng a range of sectors including law, financial management, social services and educa<on. Opera<ng in four neighborhoods (Cody Rouge, Brightmoor, Northend Central and Osborn), we are preparing the youth of today for tomorrow by taking a neighborhood-­‐based approach focused on four core components: ①  YOUTH DEVELOPMENT Based on youth development principles with an emphasis on STEM curricula, DBH’s programs empower youth to reach their fullest poten<al. All ac<vi<es are focused on five areas that DBH believes are essen<al to the social, emo<onal, cultural and educa<onal growth of youth: 1) arts & culture, 2) leadership, 3) educa<on, 4) physical ac<vity and 5) technology. ②  COMMUNITY CAPACITY BUILDING Through the support of the Skillman Founda<on, DBH coordinates a resident-­‐driven grant program that believes local groups and leaders are essen<al if neighborhoods are to create safe environments where all children can thrive. DBH also provides technical assistance and opportuni<es for professional development for youth workers. • 
Over $150,000 has been re-­‐granted to community-­‐based organiza<ons since 2012. • 
Over 150 youth workers have been trained on core competencies, best prac<ce standards and implementa<on strategies. These youth workers are now equipped to provide training to their peers. • 
450 youth gained internships and summer jobs. ③  COORDINATED SERVICES AND COALITION BUILDING DBH serves as the lead agency working strategically to increase the presence of effec<ve youth programs within targeted neighborhoods. This is done through the inten<onal coordina<on of exis<ng youth-­‐serving organiza<ons and programs. The coordina<on of services helps to iden<fy gaps in services, expand services and develop new services where needed. • 
Over 130 youth-­‐serving agencies in the four targeted neighborhoods: Cody Rouge, Brightmoor, Osborn and Northend Central. • 
Over 18 new ini<a<ves have been created through the collabora<ve efforts of member organiza<ons. ④  DIRECT SERVICES DBH provides case management, counseling, conflict resolu<on, legal-­‐aid and wraparound services to youth and their families to help move them from a point of crisis to a point of self-­‐sufficiency. “
Since DBH opened the Resource Center four years ago in the Cody Rouge community, there has been a renewed spirit of coopera<on and neighborhood resource sharing. The residents of Cody Rouge/Brightmoor now have a place to call home. The Center’s central loca<on has placed DBH in a unique posi<on to be an effec<ve change agent and advocate for children, youth and families in Detroit. KENYATTA CAMPBELL EXECUTIVE DIRECTOR, CODY ROUGE COMMUNITY ACTION ALLIANCE ”
With the integrated work of these four components and the results to date, DBH is poised to saturate Detroit and offer the na<onal youth development movement a more effec<ve and comprehensive model for neighborhood-­‐based youth empowerment. Cita%ons (from front page): 1.  U.S. Department of Educa:on, Ins:tute of Educa:on Sciences, Na:onal Center for Educa:on Sta:s:cs, Na:onal Assessment of Educa:on Progress (NAEP), 1990, 2011 & 2013 Mathema:cs Assessments 2.  U.S. Department of Educa:on, Ins:tute of Educa:on Sciences, Na:onal Center for Educa:on Sta:s:cs, Na:onal Assessment of Educa:on Progress (NAEP), 1992, 2011 & 2013 3.  US Census Bureau, 2011, ACS, 1-­‐year es:mate 4.  Michigan Department of Energy, Labor and Economic Growth, Labor Market Informa:on Data Explorer, Unemployment Sta:s:cs (LAUS), 2011 5.  Michigan Department of Community Health, Vital Records & Health Sta:s:cs, 2009 MI Resident Death File 6.  U.S. Department of Jus:ce, Bureau of Jus:ce Sta:s:cs, Annual Survey of Jails, 2000 BLACK MALE ACHIEVEMENT GUIDE | 2 Financial Sustainability Historically DBH has focused on juvenile jus<ce programming and residen<al treatment facili<es which are primarily funded by government sources. However, the strong results we’ve been able to achieve using our neighborhood-­‐based approach have highlighted the importance of addressing the needs of at-­‐risk adolescents before entering the juvenile jus<ce system. As we con<nue to shiI our strategy to focus on preven<on work, we are also diversifying funding beyond government sources. As a result, our two year goals focus on increasing funding from founda<ons. Our long-­‐term funding diversifica<on strategy includes corpora<ons and individual donors. (Note: Fiscal year is January 1 to December 31) REVENUE BY SOURCE $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 Other Corpora<ons Individuals Founda<ons “
Don Bosco Hall con<nues to make a posi<ve impact in the lives of our youth and their families. With a visionary leader, Don Bosco Hall is moving forward, opening new doors, crea<ng partnerships and overcoming challenges leading to new paths for the improvement of our youth and our communi<es. BETTY J. HOWARD DBH BOARD OF DIRECTORS ”
Government FY 2011 FY 2012 FY 2013 FY 2014 (P) FY 2015 (P) Program Performance and OrganizaRonal Health DBH has developed a unique approach to youth development centered on collabora<ve, community-­‐driven solu<ons. Below are the metrics DBH will con<nue to use to assess the effec<veness of engaging families, communi<es and schools in the development of prac<cal solu<ons. We will need to build internal capacity to go deeper into our four target neighborhoods, and eventually serve all of Detroit. FY 2013 FY 2014 (P) FY 2015 (P) 5,332 6,832 8,332 133 153 175 4 6 8 PROGRAM PERFORMANCE Number of youth served/engaged Number of youth-­‐serving community partners in 4 target neighborhoods Expand the number of schools with youth programming integrated during the school day (i.e., number of addi<onal schools) Number of new programs/ini<a<ves developed with partners to address gap in services KEY INVESTORS 8 12 15 •  Skillman Founda<on ORGANIZATIONAL HEALTH •  State of Michigan Add Execu<ve Assistant posi<on -­‐ Search and hire -­‐ Add Vice President of Programs posi<on -­‐ Search and hire -­‐ -­‐ Add 1 FTE, engage new founda<on support Engage new corpora<ons and individual donors -­‐ Hire capacity building resource Roll out full implementa<on plan Diversify funding sources Develop implementa<on plan •  County of Wayne •  United Way •  Detroit Tigers Founda<on MAJOR CORPORATE SPONSORS • 
Comerica Bank • 
DTE Energy • 
Flagstar Bank • 
Ford Motor Company Fund BLACK MALE ACHIEVEMENT GUIDE | 3 Social Impact: Improving Life Outcomes Below are the key outcomes from Cody Rouge that DBH will use to understand social impact, assess effec<veness and recalibrate programs and strategy in its work in future Detroit neighborhoods. DBH and its partner organiza<ons con<nue to develop data collec<on and tracking mechanisms to assess progress and lay the groundwork for con<nuous performance improvement and las<ng impact. CODY ROUGE 2 YEAR KEY MEASUREMENT RESULT INDICATORS 87% gradua<on rate 90% college acceptance and enrollment Cohort of 150 well-­‐trained youth workers 15 new collabora<ve ini<a<ves to fill service gaps 450 youth summer jobs and internships Alliance of over 75 youth serving agencies SUCCESS STORY: OMAIR AIer the death of his mother, Omair entered the foster care system and was placed at DBH’s residen<al program for boys. By the age of 15 he had encountered the juvenile jus<ce system several <mes, and was having difficulty concentra<ng in school. However, DBH’s staff no<ced Omair’s leadership poten<al. With their encouragement and support, Omair began to be a source of inspira<on for others. His experiences at DBH influenced his decision to get a degree in social work from Wayne State University. Omair is now a youth advocate on staff at DBH, making the difference in lives of other young men and women of color. VISION DBH envisions a Detroit with environments where all children are healthy, safe and ready to learn – nurturing communi<es with structural supports and opportuni<es to thrive. We strive to achieve this by satura<ng Detroit with what works – i.e., our neighborhood-­‐based approach that is focused on collabora<on, coordinated services and community capacity building. To reach our vision, DBH will go deeper in the four exis:ng neighborhoods, begin to scale our model into new neighborhoods, and build our internal infrastructure to ul:mately serve all of Detroit – replica:ng the results from Cody Rouge throughout all neighborhoods. TWO YEAR GOALS Our focus over the next two years is to scale our opera<ons and work to achieve similar results from Cody Rouge across the following three neighborhoods. •  In the Osborn neighborhood, 450 youth will gain youth internships and summer jobs •  In the Northend Central neighborhood, 150 youth workers will be trained on core competencies, best prac<ce standards and implementa<on strategies •  In the Brightmoor neighborhood, we will collaborate with 50 addi<onal youth-­‐serving agencies The total investment required to meet these goals: $2M over two years. ADVANCING BLACK MALE ACHIEVEMENT DBH is known in Detroit for its work with black males. In addi<on to direct services provided through its juvenile jus<ce programs, DBH works with a wide range of human service organiza<ons, schools, churches and community groups to implement coordinated services that improve the outcomes of young men of color. Strategies are focused on strengthening the educa<onal, career readiness, mental health, social development and family support needs of this target popula<on. With African American males comprising over 80% of youth served, DBH is ardent about enhancing the cultural competency of staff and youth development partners while ensuring high quality programming. “
DBH is a key partner for the Founda<on’s work, especially in the Cody Rouge neighborhood. The Black Male Achievement Social Innova<on Accelerator is an important acknowledgement of Charles’ work, and showcases it on a na<onal scale. It’s great news for Charles, for DBH, and, ul<mately for many young black males in Detroit, who will benefit from his growth and con<nued focus on this important issue. TONYA ALLEN CHIEF EXECUTIVE OFFICER SKILLMAN FOUNDATION ”
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