New Door Ventures provides paid internships and job training to at-risk youth ages 16-21 in the San Francisco Bay Area. It serves over 200 youth annually through 130 paid internships in its own businesses or through partnerships with local companies. New Door's goal is to raise $10 million to expand its programs and create 2,000 jobs for disadvantaged youth by 2020. It measures short-term outcomes like employment rates after graduation, but longer-term impact is unclear. While its revenues and number of internships provided have grown, the number of youth served has declined in recent years.
AIESEC Romania has achieved some key goals in 2010-2012 related to being a global youth voice, first choice partner, and creating positive impact. Goals for 2013-2015 should focus on continued growth, strengthening partnerships, financial sustainability, and increasing positive societal impact. The organization has potential for further recognition and impact by educating members, improving products to meet market needs, and obtaining results from core programs like GIP to become self-sufficient. Overall success will require united efforts from the MC team and LCs to realize AIESEC's mission and vision.
There are approximately 6.6 million home-based businesses in the US called "homepreneurs" that generate at least half of the owner's household income. These businesses employ over 13 million people and are a significant economic force. Data shows that homepreneur businesses are as successful and competitive as businesses located outside the home. Homepreneurs play an important role in job creation and will likely see continued growth due to technology, demographic trends, and a lack of corporate jobs.
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
Opensurvey : Project design, analysis and report drafting
Startup Alliance : Survey supervision, founder survey, final report review
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
On December 24, 2011, John Goldston issued a report on Philadelphia Youth Network with a "BUY" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Succession Planning for Purchasing Cooperatives & their Membersproject-equity
Employee ownership: Keeping businesses independent when family can’t take over
Succession planning is an urgent need among an increasing number of businesses, especially as baby boomers near retirement age. Because purchasing cooperatives are an important part of helping their independent business members stay independent, competitive and rooted in their communities, the National Cooperative Business Association (NCBA CLUSA) has partnered with Project Equity to better understand the succession challenges of purchasing cooperative member companies, and to assess how employee ownership transitions can help keep these companies independent over the long term.
Join NCBA CLUSA, Project Equity and our purchasing cooperative panelists to learn more about how purchasing coops and other independent business networks can utilize employee ownership and worker cooperative conversions to help locally-owned businesses stay locally-owned for the long term.
In this webinar, you’ll learn:
- How converting a business to employee ownership works
- Approaches to financing employee buy-outs
- Education programs you can implement across your business network
- General timeline and cost to consider for conversion
Weathering breaks down bedrock into regolith and sediment through physical and chemical processes. Joints in bedrock allow weathering to penetrate and further break apart the rock. Physical weathering, dominant in dry climates, produces larger soil particles through processes like frost action and crystalization. Chemical weathering, more common in warm, wet climates, generates smaller particles as it alters the chemical composition of rocks through hydrolysis, oxidation, and other reactions. Both physical and chemical weathering typically work together to break down bedrock and form soil.
AIESEC Romania has achieved some key goals in 2010-2012 related to being a global youth voice, first choice partner, and creating positive impact. Goals for 2013-2015 should focus on continued growth, strengthening partnerships, financial sustainability, and increasing positive societal impact. The organization has potential for further recognition and impact by educating members, improving products to meet market needs, and obtaining results from core programs like GIP to become self-sufficient. Overall success will require united efforts from the MC team and LCs to realize AIESEC's mission and vision.
There are approximately 6.6 million home-based businesses in the US called "homepreneurs" that generate at least half of the owner's household income. These businesses employ over 13 million people and are a significant economic force. Data shows that homepreneur businesses are as successful and competitive as businesses located outside the home. Homepreneurs play an important role in job creation and will likely see continued growth due to technology, demographic trends, and a lack of corporate jobs.
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
Opensurvey : Project design, analysis and report drafting
Startup Alliance : Survey supervision, founder survey, final report review
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
On December 24, 2011, John Goldston issued a report on Philadelphia Youth Network with a "BUY" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Succession Planning for Purchasing Cooperatives & their Membersproject-equity
Employee ownership: Keeping businesses independent when family can’t take over
Succession planning is an urgent need among an increasing number of businesses, especially as baby boomers near retirement age. Because purchasing cooperatives are an important part of helping their independent business members stay independent, competitive and rooted in their communities, the National Cooperative Business Association (NCBA CLUSA) has partnered with Project Equity to better understand the succession challenges of purchasing cooperative member companies, and to assess how employee ownership transitions can help keep these companies independent over the long term.
Join NCBA CLUSA, Project Equity and our purchasing cooperative panelists to learn more about how purchasing coops and other independent business networks can utilize employee ownership and worker cooperative conversions to help locally-owned businesses stay locally-owned for the long term.
In this webinar, you’ll learn:
- How converting a business to employee ownership works
- Approaches to financing employee buy-outs
- Education programs you can implement across your business network
- General timeline and cost to consider for conversion
Weathering breaks down bedrock into regolith and sediment through physical and chemical processes. Joints in bedrock allow weathering to penetrate and further break apart the rock. Physical weathering, dominant in dry climates, produces larger soil particles through processes like frost action and crystalization. Chemical weathering, more common in warm, wet climates, generates smaller particles as it alters the chemical composition of rocks through hydrolysis, oxidation, and other reactions. Both physical and chemical weathering typically work together to break down bedrock and form soil.
Year Up celebrated its 15th anniversary in 2015 and continued expanding its impact. It now serves students in 16 cities across the US, helping over 13,000 young adults gain skills and experience to launch careers. In 2015, Year Up achieved its strongest outcomes yet, with 89% of graduates employed or in school within 4 months and average starting wages of $18/hour. Year Up aims to scale its model to serve 10,000 students annually and influence opportunities for 100,000 more young people. It continues innovating its model through partnerships with employers and measuring its impact through research studies.
First Place for Youth is a nonprofit based in Oakland, California that provides housing, employment, education and other services to youth aging out of the foster care system. It aims to help these youth transition to self-sufficiency through its flagship My First Place program, which offers 24 months of supported housing. My First Place provides stable housing, case management, life skills training and assistance accessing resources to ensure youth have stability as they work towards independence. Through effective programming and a commitment to tracking outcomes, First Place for Youth has helped over 90% of participants achieve stable housing and over half find employment, improving their trajectory compared to national averages for foster care alumni.
Over the past few years, much discussion has taken place about what is the next evolution of corporate citizenship. And yet, a real look reveals no “right” balance between philanthropic donations, environmental initiatives, community programs or skills-based pro bono work. The truth is, there is no easy answer or one-size-fits-all solution.
Job Training and Economic Security - Nonprofit Investor Ratings SummaryNonprofit Investor
Nonprofit Investor provides independent charity evaluations available for free download.
NPI's most recent research includes: Review of The Cara Program, Review of Center for Employment Opportunities, Review of Delancey Street Foundation, Review of Do-All, Inc., Review of Dress for Success, Review of FareStart, Review of Jobs for the Future, Review of Year Up
This document summarizes insights from interviews with 24 key players in the youth employment and education sector in New Zealand. It identifies several principles of effective practice, including focusing on young people's strengths, enabling youth participation, facilitating positive social connections, and building sector capacity. Game changers are most successful when they take a strengths-based, collaborative approach and address the mismatch between education and employment opportunities. Supporting individual leaders and partnerships between organizations, employers, and communities can help young people transition to economic independence.
This annual report summarizes the activities of the Flagship Enterprise Center (FEC) for the 2010 fiscal year. The FEC is a business incubator and accelerator located in Anderson, Indiana that provides services to startup businesses to help them grow. In the past year, the FEC engaged with 85 client companies, provided over 1700 hours of student training, and helped clients create 79 new jobs despite economic challenges. The FEC also assisted clients in raising $34.7 million in capital for the local economy. Looking forward, the FEC is constructing an new 80,000 square foot accelerator building and a 3,200 square foot lab addition to expand its facilities and programs.
Carson Hicks, Ph.D., Deputy Director of Evaluation at the NYC Center for Economic Opportunity (CEO) will provide an overview of programs that address the needs of disconnected youth and young men of color in New York City. CEO, located within the NYC Mayor’s Office, partners with various City agencies to develop, implement, and evaluate the City’s anti-poverty programs. CEO’s programs touch on areas of education, employment, health, and prevention. The success of these programs has had national implications—CEO was recently awarded a federal Social Innovation Fund grant to replicate five programs to multiple cities, including Project Rise which works directly with young adults. CEO is also responsible
for the implementation and evaluation of most of the programs being expanded and created through the Young Men’s Initiative, a $127 million investment of public and private funds to assist NYC’s young men of color. This presentation will share CEO’s approach to developing and evaluating programs that assist disconnected young people with examples of specific programs and investments in New York City.
This report examines methods for developing young workers aged 16-24 in the workplace. It explores what skills they have when entering the workforce and the most effective development approaches. The CIPD studied 5 case organizations that offer programs for young people like apprenticeships and graduate schemes. The research aims to help organizations understand how to develop their future workforce and drive business performance through training investment. It provides examples of effective practices and addresses common challenges.
Hugh O'Brian Youth Leadership (HOBY) provides leadership training, service learning, and motivation building experiences for high school sophomores through its State Seminars, Training Institute, and World Leadership Congress programs. It relies heavily on over 4,000 volunteers to plan and execute these programs each year. While HOBY's robust programming and volunteer network are strengths, the organization lacks impact measurements and was unresponsive to requests for information, warranting a neutral recommendation until it improves accountability and transparency.
This annual report summarizes Generation's work in 2018 to connect young people to career opportunities. It provided training to nearly 25,000 graduates in 9 countries. The report outlines Generation's approach, impact including 84% job placement rate and doubling of wages, lessons learned, success stories of graduates in different countries, and financial information. It aims to share Generation's work and progress in empowering youth worldwide.
The document is a 2015-2016 impact report for Seed Spot, an organization that educates, accelerates, and invests in entrepreneurs creating solutions to social problems. Some key highlights from the summary:
- Seed Spot supported 288 ventures since 2012, which created 742 jobs, raised $8.4 million in capital, and impacted 1.15 million lives. Nearly half of the entrepreneurs were women or minorities.
- Case studies describe the impact of several alumni ventures, such as a mobile healthcare system used by UNICEF, a coding academy for refugees, and the world's largest money pool marketplace.
- The report discusses Seed Spot's methodology for evaluating alumni impact, outlines metrics like social issues
1. Andrew Kwaga attended a livelihood and enterprise training workshop with Restless Development and started a livestock and fishing business. He also began running a youth group to teach others business skills.
2. Restless Development is a youth-led development agency that provides young people skills and opportunities to address issues like unemployment, education, and health in 10 countries.
3. The Entrepreneur Panel supports Restless Development's livelihood programs and believes young people can be successful entrepreneurs to help solve unemployment issues.
This document summarizes challenges and solutions for measuring outcomes of youth workforce development projects. It discusses indicator frameworks for measuring outputs and outcomes of activities like training, mentoring, loans and employment. Case studies from Partner Microcredit Foundation and Education Development Center highlight challenges in tracking employment, businesses and impact over time. Small group discussions focused on selecting appropriate indicators and evaluating two specific projects. The document emphasizes the importance of measuring outcomes beyond just employment.
Young Founders School is a not for profit Ed Tech start up running free entrepreneurship bootcamps for high school kids age (11-18yrs) across all socio economic backgrounds. We are founded and based in Hong Kong with geographic presence in Singapore, Shenzhen and Bangladesh.Currently supported by Credit Suisse as our headline sponsor and Alibaba entrepreneurship fund as our HK local partner.
Young Founders School's entrepreneurship bootcamps are widely appreciated within our network of 170 schools, student community of over 1700 ,network of 3000+ corporate connections and 300+ mentors.
In line with our mission and vision to bring free start up education to 1 million high school students globally by 2025, we are extremely keen to collaborate and partner with organizations with synergy around our mission. Please find our 2018 annual report with details around our journey so far since our inception in 2016, our social impact and our goals for 2019 and beyond.
Junior Achievement is a worldwide nonprofit organization that provides entrepreneurship education programs to students. It aims to inspire and prepare young people to succeed in the global economy by teaching skills like work readiness, entrepreneurship, and financial literacy. Its programs are delivered through partnerships between schools, businesses, and volunteers. Evaluations show the programs help develop students' skills, increase their motivation and attitudes toward work, and make them twice as likely to start their own businesses in the future.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
On October 12, 2011, Jonathan issued a report on iMentor with a "BUY" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
This document provides an overview of Nexgen Empowerment Solutions, a youth empowerment company that aims to address South Africa's high youth unemployment rate. It discusses (1) South Africa's unemployment crisis, particularly among youth, (2) Nexgen's approach of establishing call center incubators to provide training and jobs, and (3) the services and benefits Nexgen offers partners, including customized solutions, cost savings, and helping achieve social goals. The document also outlines Nexgen's recruitment, training and agent development process to prepare youth for call center careers.
The document provides an overview and analysis of Bill Wilson Center (BWC), a nonprofit organization that provides counseling, housing, education, and advocacy services to youth and families in Santa Clara County, California. It summarizes BWC's programs and services, financial performance, operational transparency, and effectiveness in achieving its goals based on metrics reported in its annual reports. While BWC demonstrates strong transparency and operational discipline, the analysis cautions about its reliance on government funding and notes it stopped reporting some key metrics in recent annual reports.
America Needs You primarily provides resources to support first-generation, low-income, high-achieving college students through its flagship Fellows Program. The Fellows Program is a two-year program that offers mentorship, career development support, and internship opportunities. As of 2013, America Needs You had enrolled 425 students in its programs across New York and New Jersey. The organization benefits from strong corporate partnerships, a commitment to transparency, and structured commitment periods for mentors and fellows, though it has a relatively short track record and lacks public disclosure on changes to its financial statements.
Year Up celebrated its 15th anniversary in 2015 and continued expanding its impact. It now serves students in 16 cities across the US, helping over 13,000 young adults gain skills and experience to launch careers. In 2015, Year Up achieved its strongest outcomes yet, with 89% of graduates employed or in school within 4 months and average starting wages of $18/hour. Year Up aims to scale its model to serve 10,000 students annually and influence opportunities for 100,000 more young people. It continues innovating its model through partnerships with employers and measuring its impact through research studies.
First Place for Youth is a nonprofit based in Oakland, California that provides housing, employment, education and other services to youth aging out of the foster care system. It aims to help these youth transition to self-sufficiency through its flagship My First Place program, which offers 24 months of supported housing. My First Place provides stable housing, case management, life skills training and assistance accessing resources to ensure youth have stability as they work towards independence. Through effective programming and a commitment to tracking outcomes, First Place for Youth has helped over 90% of participants achieve stable housing and over half find employment, improving their trajectory compared to national averages for foster care alumni.
Over the past few years, much discussion has taken place about what is the next evolution of corporate citizenship. And yet, a real look reveals no “right” balance between philanthropic donations, environmental initiatives, community programs or skills-based pro bono work. The truth is, there is no easy answer or one-size-fits-all solution.
Job Training and Economic Security - Nonprofit Investor Ratings SummaryNonprofit Investor
Nonprofit Investor provides independent charity evaluations available for free download.
NPI's most recent research includes: Review of The Cara Program, Review of Center for Employment Opportunities, Review of Delancey Street Foundation, Review of Do-All, Inc., Review of Dress for Success, Review of FareStart, Review of Jobs for the Future, Review of Year Up
This document summarizes insights from interviews with 24 key players in the youth employment and education sector in New Zealand. It identifies several principles of effective practice, including focusing on young people's strengths, enabling youth participation, facilitating positive social connections, and building sector capacity. Game changers are most successful when they take a strengths-based, collaborative approach and address the mismatch between education and employment opportunities. Supporting individual leaders and partnerships between organizations, employers, and communities can help young people transition to economic independence.
This annual report summarizes the activities of the Flagship Enterprise Center (FEC) for the 2010 fiscal year. The FEC is a business incubator and accelerator located in Anderson, Indiana that provides services to startup businesses to help them grow. In the past year, the FEC engaged with 85 client companies, provided over 1700 hours of student training, and helped clients create 79 new jobs despite economic challenges. The FEC also assisted clients in raising $34.7 million in capital for the local economy. Looking forward, the FEC is constructing an new 80,000 square foot accelerator building and a 3,200 square foot lab addition to expand its facilities and programs.
Carson Hicks, Ph.D., Deputy Director of Evaluation at the NYC Center for Economic Opportunity (CEO) will provide an overview of programs that address the needs of disconnected youth and young men of color in New York City. CEO, located within the NYC Mayor’s Office, partners with various City agencies to develop, implement, and evaluate the City’s anti-poverty programs. CEO’s programs touch on areas of education, employment, health, and prevention. The success of these programs has had national implications—CEO was recently awarded a federal Social Innovation Fund grant to replicate five programs to multiple cities, including Project Rise which works directly with young adults. CEO is also responsible
for the implementation and evaluation of most of the programs being expanded and created through the Young Men’s Initiative, a $127 million investment of public and private funds to assist NYC’s young men of color. This presentation will share CEO’s approach to developing and evaluating programs that assist disconnected young people with examples of specific programs and investments in New York City.
This report examines methods for developing young workers aged 16-24 in the workplace. It explores what skills they have when entering the workforce and the most effective development approaches. The CIPD studied 5 case organizations that offer programs for young people like apprenticeships and graduate schemes. The research aims to help organizations understand how to develop their future workforce and drive business performance through training investment. It provides examples of effective practices and addresses common challenges.
Hugh O'Brian Youth Leadership (HOBY) provides leadership training, service learning, and motivation building experiences for high school sophomores through its State Seminars, Training Institute, and World Leadership Congress programs. It relies heavily on over 4,000 volunteers to plan and execute these programs each year. While HOBY's robust programming and volunteer network are strengths, the organization lacks impact measurements and was unresponsive to requests for information, warranting a neutral recommendation until it improves accountability and transparency.
This annual report summarizes Generation's work in 2018 to connect young people to career opportunities. It provided training to nearly 25,000 graduates in 9 countries. The report outlines Generation's approach, impact including 84% job placement rate and doubling of wages, lessons learned, success stories of graduates in different countries, and financial information. It aims to share Generation's work and progress in empowering youth worldwide.
The document is a 2015-2016 impact report for Seed Spot, an organization that educates, accelerates, and invests in entrepreneurs creating solutions to social problems. Some key highlights from the summary:
- Seed Spot supported 288 ventures since 2012, which created 742 jobs, raised $8.4 million in capital, and impacted 1.15 million lives. Nearly half of the entrepreneurs were women or minorities.
- Case studies describe the impact of several alumni ventures, such as a mobile healthcare system used by UNICEF, a coding academy for refugees, and the world's largest money pool marketplace.
- The report discusses Seed Spot's methodology for evaluating alumni impact, outlines metrics like social issues
1. Andrew Kwaga attended a livelihood and enterprise training workshop with Restless Development and started a livestock and fishing business. He also began running a youth group to teach others business skills.
2. Restless Development is a youth-led development agency that provides young people skills and opportunities to address issues like unemployment, education, and health in 10 countries.
3. The Entrepreneur Panel supports Restless Development's livelihood programs and believes young people can be successful entrepreneurs to help solve unemployment issues.
This document summarizes challenges and solutions for measuring outcomes of youth workforce development projects. It discusses indicator frameworks for measuring outputs and outcomes of activities like training, mentoring, loans and employment. Case studies from Partner Microcredit Foundation and Education Development Center highlight challenges in tracking employment, businesses and impact over time. Small group discussions focused on selecting appropriate indicators and evaluating two specific projects. The document emphasizes the importance of measuring outcomes beyond just employment.
Young Founders School is a not for profit Ed Tech start up running free entrepreneurship bootcamps for high school kids age (11-18yrs) across all socio economic backgrounds. We are founded and based in Hong Kong with geographic presence in Singapore, Shenzhen and Bangladesh.Currently supported by Credit Suisse as our headline sponsor and Alibaba entrepreneurship fund as our HK local partner.
Young Founders School's entrepreneurship bootcamps are widely appreciated within our network of 170 schools, student community of over 1700 ,network of 3000+ corporate connections and 300+ mentors.
In line with our mission and vision to bring free start up education to 1 million high school students globally by 2025, we are extremely keen to collaborate and partner with organizations with synergy around our mission. Please find our 2018 annual report with details around our journey so far since our inception in 2016, our social impact and our goals for 2019 and beyond.
Junior Achievement is a worldwide nonprofit organization that provides entrepreneurship education programs to students. It aims to inspire and prepare young people to succeed in the global economy by teaching skills like work readiness, entrepreneurship, and financial literacy. Its programs are delivered through partnerships between schools, businesses, and volunteers. Evaluations show the programs help develop students' skills, increase their motivation and attitudes toward work, and make them twice as likely to start their own businesses in the future.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
On October 12, 2011, Jonathan issued a report on iMentor with a "BUY" rating.
Nonprofit Investor ("NPI") is a platform for the creation and distribution of free, in-depth research on charity organizations by volunteers.
If you believe there are any inaccuracies or errors in any report, please contact us.
This document provides an overview of Nexgen Empowerment Solutions, a youth empowerment company that aims to address South Africa's high youth unemployment rate. It discusses (1) South Africa's unemployment crisis, particularly among youth, (2) Nexgen's approach of establishing call center incubators to provide training and jobs, and (3) the services and benefits Nexgen offers partners, including customized solutions, cost savings, and helping achieve social goals. The document also outlines Nexgen's recruitment, training and agent development process to prepare youth for call center careers.
Similar to NPI Evaluation of New Door Ventures (20)
The document provides an overview and analysis of Bill Wilson Center (BWC), a nonprofit organization that provides counseling, housing, education, and advocacy services to youth and families in Santa Clara County, California. It summarizes BWC's programs and services, financial performance, operational transparency, and effectiveness in achieving its goals based on metrics reported in its annual reports. While BWC demonstrates strong transparency and operational discipline, the analysis cautions about its reliance on government funding and notes it stopped reporting some key metrics in recent annual reports.
America Needs You primarily provides resources to support first-generation, low-income, high-achieving college students through its flagship Fellows Program. The Fellows Program is a two-year program that offers mentorship, career development support, and internship opportunities. As of 2013, America Needs You had enrolled 425 students in its programs across New York and New Jersey. The organization benefits from strong corporate partnerships, a commitment to transparency, and structured commitment periods for mentors and fellows, though it has a relatively short track record and lacks public disclosure on changes to its financial statements.
Huckleberry Youth Programs helps at-risk youth in San Francisco and Marin through five comprehensive programs that provide services like temporary shelter, academic support, health care and juvenile justice diversion. The organization has served over 6,000 youth since 1967 and actively evaluates its programs for effectiveness, shutting down those that are underutilized to focus resources on more impactful programs. Huckleberry partners with local governments and measures outcomes of its programs, though more precise impact quantification could be improved.
The Children's Literacy Initiative (CLI) is a nonprofit that works with teachers and schools in low-income areas to improve literacy skills for disadvantaged children. CLI establishes model classrooms, provides teacher training and coaching, and supplies books. A recent $21.7 million federal grant is allowing CLI to expand its Modeling Exemplary Literacy Instruction program to 39 schools across 4 cities to further validate its approach.
Charity: water receives a "BUY" rating from NPI. It has demonstrated impact by funding nearly 7,000 wells over 6 years, providing clean water to over 2.4 million people. Charity: water exhibits strong transparency through detailed reporting and GPS-tagged photos of completed wells. While costs per well have risen, the organization has maintained consistent growth in funding and impact. NPI recommends the charity but notes a lack of targeted impact studies could improve maximizing return on investment.
Charity: water provides clean drinking water to residents of the developing world by partnering with on-the-ground organizations to build wells and to train the local population to maintain them. Since 2006, Charity: water has funded the construction of nearly 7,000 wells worldwide, providing clean water to an estimated 2.4 million people. The organization works transparently and accounts for every dollar spent to maximize impact and maintain donor trust.
Do All, Inc. provides diverse services to communities and businesses, but lacks recent evaluation metrics and information, making it difficult to assess its impact on disabled workers. It offers robust programs and pays most revenues to disabled workers. However, outdated financials and lack of current performance metrics hinder impact assessment. Employee input is gathered but funds come mostly from business contracts, not donations due to its for-profit structure.
The Philadelphia Youth Network (PYN) has grown from a small nonprofit subsidiary founded in 1999 into an independent, citywide organization that provides opportunities to Philadelphia's youth. PYN has developed strong relationships within the community and with key policymakers and stakeholders. It serves thousands of local students through programs like WorkReady, placing over 11,000 students in jobs in 2010. The nonprofit has experienced stable financial performance and 15% annual revenue growth in recent years. While most of its funding comes from a few government programs, PYN appears well-positioned to continue expanding its programs and impact.
Year Up receives a "BUY" rating from NPI. It has a strong record of improving earnings for urban youth graduates. While dependent on corporate partnerships, it is diversifying funding sources and can replicate its scalable model in other cities. To achieve its goal of closing opportunity gaps, Year Up should continue its trajectory while increasing financial transparency.
The document summarizes a report by the Nonprofit Investor (NPI) rating the nonprofit organization iMentor. NPI gives iMentor an overall "BUY" rating. It outlines iMentor's strengths, such as its flexible online and in-person mentoring model that attracts many volunteers. However, it also notes cautions around measuring mentoring quality and limited available financial data.
The document provides a BUY rating for First Book from the Nonprofit Investor (NPI). It summarizes that First Book has an innovative business model for distributing books to impoverished children that could enable it to scale and become financially sustainable. While it clearly states goals, its impact measurement is limited and over 90% of its cash comes from public support, making it vulnerable to fluctuations.
College Possible provides intensive coaching and support to motivate low-income high school students to achieve college admission and graduation. It serves over 12,000 students annually across 35 high schools in 4 states. The program guides students through college planning, ACT/SAT preparation, applications, financial aid, and transition to and through college to degree completion. College Possible utilizes AmeriCorps volunteers for instruction and has expanded successfully while maintaining expenses below 80% of revenues. It achieves strong student outcomes like average ACT score increases of 25-28% and over 95% college admission rates.
NPI Evaluation of National Math and Science InitiativeNonprofit Investor
The National Math and Science Initiative (“NMSI”) is dedicated to dramatically improving K-12 math and science education in the U.S. to increase competitiveness. NMSI brings proven operating capabilities to help grantees replicate effective programs, including training and incentive programs for AP and pre-AP courses. It has been successful expanding partnerships and increasing student outcomes, particularly for underrepresented groups. While transparency could be improved, NMSI has effectively scaled its positive impact on education, demonstrating a buy recommendation.
JobTrain provides classes, training, career counseling, and job placement services to low-income individuals in the Bay Area to prepare them for quality employment. It serves over 8,000 people annually through programs for adults and youth, including vocational training courses with about 700-800 enrollees each year, of which around 90% complete their courses and about 75% are placed in jobs. However, JobTrain provides limited transparency and quantification of its long-term impact, making a full assessment of its effectiveness difficult.
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NPI Evaluation of New Door Ventures
1. NONPROFIT INVESTOR
INDEPENDENT RESEARCH FOR PHILANTHROPY
SUMMARY
New Door Ventures New Door Ventures (“New Door”) provides Bay Area at-risk youths
between the ages of 16 and 21 opportunities for work as pathways to
Nonprofit Investor Rating: sustainable lives. New Door provides over 130 paid internships a year
NEUTRAL and serves more than 200 youth annually through job-readiness
training and supportive case management.
Mission Statement STRENGTHS
To prepare at-risk youth for work and life. New ▲ Clear and innovative goals. New Door recognizes that youth
Door Ventures provides skill-building, individual employment and educational attainment are at their lowest point in
support and jobs that enable youth to discover decades and has been campaigning to raise $10 million to build a
and achieve their potential, which is integral to youth center that envisions providing 2,000 jobs for disconnected
their successful transition to healthy, sustainable youth from 2011 to 2020.
adulthood. New Door Ventures’ aim is to ▲ Positive program impact. New Door Ventures has created 44.5%
transform individuals who will in turn transform more jobs in 2011 than in 2010. 87% of the graduates went on to
their communities. new jobs or higher education after New Door job internships.
CAUTIONS
Financial Overview
$ in MM, Fiscal Year Ended December 31, ● Increasing cost per beneficiary. Although expenses increased by
2009 2010 2011 27% from 2008 to 2010, the number of students served declined
Revenue and Support $3.6 $4.8 $7.8 from 356 to 219 youths from 2008 to 2011. While there may be good
Operating Expenses $3.5 $3.9 $4.3 reasons for higher costs per beneficiary, New Door Ventures has not
provided commentary.
% of Total: ● Lack of program details. Additional information regarding services
Program Expenses 47% 89% 85% delivered (e.g. length of internships, number of internships provided
G&A 0% 4% 5% at New Door's businesses vs. Ally local partners) is necessary for
Fundraising 0% 7% 9% donors to understand the reasonableness of New Door's cost to
deliver programs. Additionally, “number of youths served” and
Year Founded: 1981 “number of paid internship provided” seem to be used
interchangeably while the two measurements are different.
● Unstable revenue portfolio. Enterprise revenue as a percentage of
total sources of funds has declined from 62% in 2009 to 36% in 2011,
Contact Details reflecting higher dependence on individuals donors. This raises
New Door Ventures concerns regarding diversity of New Door's enterprise donor base.
3075 21st Street ● Impact metrics focused on short-term impact. Statistics reported
San Francisco, CA 94110 in New Door’s 2011 impact were measured only six months after
completion of program report do not reflect long-term impact as they.
http://www.newdoor.org
EIN: 94-2780274 RECOMMENDATION: NEUTRAL
New Door demonstrates ambition as they raise funds to create more
Analyst: Rainbow Wong jobs through building a youth center. However, New Door’s impact
Peer Review: Michael Ojunga, Ruth Yen measurement of graduate statistics six months after completion of
the programs is insufficient to measure long-term impact. Also, the
Publication Date decline in number of youths served while expenses increased from
April 18, 2013 2008 to 2011 raises questions about New Door’s cost structure.
Nonprofit Investor Research | nonprofitinvestor.org
2. OVERVIEW OF NEW DOOR VENTURES’ ACTIVITIES
New Door Ventures (“New Door”) was founded in 1981 as a Christian based service called the Golden Gate Community
to provide emergency shelter to San Francisco’s homeless. The founders soon realized that solving the problem of
homelessness also required jobs, skills, and opportunities, so New Door was born to provide Bay Area at-risk youths who
are between the age of 16 and 21 the opportunities for work as pathways to sustainable lives. Since 2005, New Door
has provided job internships through its own businesses, Ashbury Images and Pedal Revolution. In the fall of 2008, New
Door launched the Ally Partnership which creates job internships for youth through local business partners. Today, New
Door provides over 130 paid internships a year and serves more than 200 youth annually through job-readiness training
and supportive case management. New Door’s current goal is to fundraise to build a youth center that will create 2,000
jobs for teenagers.
Program overview
New Door provides job training, educational support, and essential support for Bay Area at-risk youth between the ages
of 16-21. These at-risk youth are youth who are disconnected and have experienced substantial periods of
unemployment, homelessness, involvement with the criminal justice system or poverty. By providing paid internships,
skill building training, and 1:1 educational support, New Door aims to graduate them with skills that will sustain their
transition into adulthood.
Paid internships – Youths are placed in internships with nonprofit businesses that New Door owns (Ashbury
Images and Pedal Revolution) or partners (Ally Partnership) to provide them with real workplace experiences.
Ashbury Images – A screen-printing business offering embroidered apparel and custom-designed
promotional products for corporations, universities, nonprofit organizations and special events, located
in San Francisco’s Bayview District.
Pedal Revolution – A full-service bicycle sales and repair shop, located in San Francisco’s Mission District.
Ally Partnership – New Door partners with 30+ local businesses and nonprofits to provide paid
internships for New Door youths. New Door pays for the interns’ wages, provides all HR, training, admin
and legal support for its Ally jobsite partners. Ally partners benefits from low-cost labor and zero
expense for giving back to the community.
Job readiness – Skill-building workshops such as interviewing, resume writing, personal finance, and nutrition
are available to their youths.
Educational support – After each youth completes an educational plan with his / her case manager, he / she
receives support such as homework check-ins and GED preparation. New Door purchases study materials and
funds testing fees for each youth. Educational support is provided by a contract instructor, New Door staff and
volunteer tutors.
Current Development - Threshold Ventures
New Door is running a two year Threshold Campaign: Banking on Youth to raise $10 million to support their vision of
providing 2,000 jobs for disconnected youth from 2011 to 2020. The fund will go towards supporting New Door’s annual
program costs as they expand the program, the youth center, and their reach to transform more youths’ lives. New
Door hopes to acquire two times the facility space to serve three times as many youths and help at least 85% of
graduates go on to their next jobs or further education. So far, New Door has committed $6.1 million and needs $3.9
million more to expand the program.
New Door Ventures| Nonprofit Investor Research 2
3. PROGRAM RESULTS AND EFFECTIVENESS
Based on New Door’s impact report in 2011, the organization is continuing to grow. In 2011, New Door provided three
times as many paid internships as they did in 2008, from 44 to 133 paid internships. Compared to the 33% national
unemployment rate for youth ages 16 to 24 as of January 2012, 87% New Door graduates went on to new jobs or higher
education within the first six months after completing a New Door internship. New Door seems to also reshape youths’
prior criminal backgrounds as none of their youths re-offended after participating in the program. As the Bay Area
community believes in New Door’s impact, they have attracted 362 volunteers to engage in supporting programs in
2011. It would be interesting to understand whether New Door recruit only professionally trained volunteers to act as
educational mentors to youths or New Door provides mentorship training to volunteers. While the New Door website
provides these statistics demonstrating success, detail explaining why the number of youths served has declined from
356 in 2008 to 129 in 2009, and the methodology of measuring impact would be helpful for the community to
understand New Door’s work in the Bay Area.
TRANSPARENCY
New Door shows a strong commitment in maintaining transparency, providing audited financial statements, and
performance reports. However, New Door has not yet filed 2011 Form 990. Moreover, the current information
regarding their donation groups, methodology to measure impact, and program functions are not robust enough to
completely explain their operations and strengths. Without a more detailed explanation of New Door’s operations,
programs, impact, and financial support, the public is unable to ascertain whether New Door’s impact on its targeted
demographic is accurate and if there are certain areas that can be further strengthened.
FINANCIAL OVERVIEW
Even though New Door experienced a 4.5% revenue decline in 2009, their revenues have been steadily increasing since.
Revenue has grown by 62% from 2008 to 2011. New Door management is quite responsive to changes in their revenue
and expenses as the CEO took a pay cut of $20,000 in 2010 when she saw that the prior year’s revenue declined.
New Door experienced an operating loss in 2008 but had shown a strong recovery as the following years yield positive
operations. With the donations increase and prudent expense management, New Door’s net income was $3.5 million in
2011 (according to audited financial statement), in comparison to the income loss of $238,153 in 2008. If New Door’s
operations continue at the same proportion, program expenses and operational costs will be 80% of their revenues.
Support and Revenues Mix Over Time
$ in MM
$14.0
$12.0 $7.8
$10.0
$4.8
$8.0
$3.8 $3.6
$6.0
$4.0
$2.0
$0.0
2008 2009 2010 2011
Total Support and Donations Program Fees Other
New Door Ventures| Nonprofit Investor Research 3
4. Currently, a detailed operational trend of New Door is not apparent as they have not yet filed Form 990 for 2011, a piece
that is crucial to make year to year comparison. In 2010 and 2011, New Door distinguished costs for each of their
programs: Ashbury Images, Pedal Revolution, and Youth Development. These program expenses have represented an
average of 61% of total expenses. The distinction of these expenses shows that these are their core programs and
perhaps they have divided staff to focus on each of these programs. Within the expense items, New Door incurred
$158,730 in consultants and outside services fees in 2008 and did not incur those costs again until $63,444 in 2011. It
would be helpful to know if this expense is for measuring program impacts and will be a cost that occurs every few years.
Detailed Financial Information
$ in 000’s
Fiscal Year Ended December 31 2008 2009 2010
Operating Revenue:
Contributions and grants $988,495 $1,352,466 $1,977,480
Program service revenue 2,759,607 2,214,149 2,766,029
Investment income 49,491 43,948 47,026
Other revenue (19,255) 1,039 12,242
Total Support and Revenues $3,778,338 $3,611,602 $4,802,777
% Growth (4.4%) 33.0%
Expenses:
Salaries, other compensation, emplo $1,938,372 $1,633,336 $1,891,312
Supporting Services:
Total fundraising expenses 242,149 - -
Other expenses 1,835,970 1,823,989 2,033,073
Total Expenses: $4,016,491 $3,457,325 $3,924,385
Source: Form 990
KEY PERSONNEL BIOS
Tess Reynolds, Chief Executive Officer, has been with New Door Ventures’ CEO since 2003. With her industry
experiences in consumer goods and technologies, she has led New Door to more than double its annual revenues and
tripled its number of paid job internships for disconnected youth. Before New Door, Tess is best known for co-creating
Harvard Graphics, the product that led the presentation graphics market prior to Microsoft PowerPoint. She has worked
as a business unit general manager, a vice president of marketing, and principal of her own management consulting firm
which served global and start-up technology companies. While in the business sector, Tess volunteered at and served on
the boards of nonprofits like the YWCA, Lucile Packard Children’s Hospital at Stanford, and the Children’s Hospice and
Palliative Care Coalition. Tess is a member of the San Francisco Social Enterprise CEO Forum and speaks frequently at
various conferences. She is an immigrant from the Philippines, has a B.A. in Economics-Honors from the Ateneo de
Manila University, and an M.B.A. from Santa Clara University in California.
New Door Ventures| Nonprofit Investor Research 4
5. OTHER THIRD PARTY RATINGS
New Door was selected as one of fifteen organizations nationwide to participate in PropelNext, a new venture of the
Edna McConnell Clark Foundation (EMCF), one of the nation’s leaders in creating greater opportunities for America’s
most vulnerable young people.
GreatNonprofits rates New Door 5 out of 5 stars based on 6 user reviews. The rating is based on the quality of New
Door’s mission to creating a safe space for youths and the quality of New Door interns at a local business.
GET INVOLVED
New Door Ventures welcomes various ways to get involved:
Ways to Support Website
Become an Ally Partner (in San Francisco, Bay Area) http://www.newdoor.org/get-involved/ally
Make donations (monthly support, in-kind gifts, large gifts) http://www.newdoor.org/get-involved
Volunteer http://www.newdoor.org/get-involved/volunteer
DISCLOSURES
Rainbow Wong certifies that she does not have any affiliation with New Door Ventures and has never made a donation to the
organization. Additionally, Rainbow Wong has not supported directly competing organizations in a greater capacity than a nominal
donation. NPI analysts and NPI as an organization do not receive any form of compensation from reviewed charities.
This report is for informational purposes only and does not constitute a solicitation for donations. While the reliability of information
contained in this report has been assessed by NPI, NPI makes no representation as to its accuracy or completeness, except with
respect to the Disclosure Section of the report. Any opinions expressed herein reflect our judgment as of the date of the materials
and are subject to change without notice. NPI has no obligation to update, modify or amend any report or to otherwise notify a
reader thereof in the event that any matter stated herein, or any opinion, projection, forecast or estimate set forth herein, changes
or subsequently becomes inaccurate, or if research on the subject organization is withdrawn.
Opinions and recommendations in our reports do not take into account specific reader circumstances, objectives, or needs. The
recipients of our reports must make their own independent decisions regarding any organization mentioned by NPI.
ABOUT NONPROFIT INVESTOR
Nonprofit Investor is a nonprofit organization with the mission of improving philanthropic capital allocation and nonprofit
effectiveness through research and analysis. NPI brings together volunteers with professional due diligence skills to produce
independent, in‐depth evaluations of nonprofits. NPI research is available for free, public download
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New Door Ventures| Nonprofit Investor Research 5