City Year is launching a national initiative to address high school dropout rates by scaling their support in 20 U.S. cities, aiming to reach 50% of off-track students. Their 'Whole School, Whole Child' model focuses on improving attendance, behavior, and course performance among at-risk students, particularly in low-income and minority communities. Through partnerships and increased corps members, City Year seeks to ensure students remain on track to graduate and succeed as engaged citizens.

1. In School & On Track
Scaling
City Year’s
A National Challenge
Impact
Growth plans to reach 50% of the off-track
students in City Year’s 20 U.S. locations

2. photos by Jennifer Cogswell, Andy Dean, David Debalko, Claire Duggin, John Gillooly/PEI, Hyun Sun Kwon and Keri Leary

3. “
As we think about what City Year can do going forward we need greater scale so that in
all of your locations, we think about doubling, tripling, quadrupling your presence…I’m
convinced that City Year is perhaps uniquely positioned to be our partner and to be the
partner at the local level to transform schools that have historically struggled.
– U.S. Secretary of Education Arne Duncan ”
Last year at City Year’s National Leadership Summit and poor course performance in math or English. When a
in Washington DC, with Secretary of Education Arne Duncan’s student in an urban public school exhibits even one of these
support, City Year announced a major new initiative to indicators when they are in 6th grade, that student has a 75%
address the nation’s high school dropout crisis – In School chance of dropping out.
& On Track: A National Challenge. Through this initiative,
City Year seeks to significantly increase the nation’s urban City Year supports school districts’ efforts to turn around the
graduation pipeline – the number of students who reach the lowest-achieving schools by providing whole school and
10th grade on track and on time. City Year’s goal is to reach focused supports at the required scale and intensity to ensure
at least 50% of all the students who are falling off-track in students stay in school and on track to graduate. To address
City Year’s 20 U.S. locations, which will require expanding the the early warning indicators, City Year has developed a model
number of corps members from 1,500 to more than 6,000 for supporting students and teachers in high-poverty schools,
nationally. called Whole School, Whole Child. The Whole School, Whole
Child model leverages City Year’s unique assets to provide a
Every 26 seconds another student gives up on school, holistic portfolio of research-based academic interventions,
resulting in more than one million American high school extending learning programs, and activities that foster a
students who drop out every year. Over the next decade, this school-wide climate of achievement. By deploying City
will cost the nation $3 trillion. In urban public schools that Year teams to the subset of high schools and the middle
serve primarily low income and Latino or African American and elementary schools that disproportionately generate
youth, between 40% and 60% of entering freshmen do dropouts, City Year will help ensure that students are on a
not graduate from high school. Nationally, 40% of African path to succeed in school and graduate prepared for college
American, 33% of Latino and 8% of Caucasian students and career.
attend a high school with a 40% or higher drop out rate. The
results of this failure rate are devastating, both to the young Since last year’s Summit, City Year sites have engaged their
adults who give up on school and to their communities. local school districts, mayors, community leaders, educators,
Dropouts are more likely than high school graduates to private sector champions and board members in this effort
be unemployed, in poor health, living in poverty, on public to reverse the trajectory for students at-risk of dropping out of
assistance, and single parents with children who drop out school and the response has been overwhelmingly positive.
of school. On average, they earn more than $1 million less We introduced a set of guideposts for sites to achieve
over a lifetime than do college graduates. They are three National Impact Site status, ensuring sites have the resources,
times more likely to be unemployed, disengaged from civic capacity and local support to advance scale and impact
life, and are eight times more likely to be in prison or jail goals. As a National Impact Site, local communities will be
than graduates. For a single young adult such a fate can be positioned as an innovative national model leveraging national
tragic, but when the majority or near majority of students from service to address the high school dropout crisis.
entire neighborhoods and communities fail to graduate, the
In this Scaling City Year’s Impact book, we are sharing the
social and economic costs are profound and far reaching.
City Year site scale plans, that collectively outline City Year’s
Costs to communities mount in public health, crime and
In School & On Track challenge. At scale, City Year’s 20
welfare payments, loss of tax revenue, and the creation of an
U.S. sites would deploy 6,223 corps members to 519
underclass of citizens.
schools, annually reaching over 432,300 students,
Fortunately, recent research has emerged from the Johns including 125,166 off-track students. We are actively
Hopkins University that sheds valuable light on the high partnering with local stakeholders in all of our markets to
school dropout crisis. Of the more than one million youth support local plans to scale City Year to serve in the subset of
that drop out from school each year, we know that 50% of the schools that generate half of the city’s dropouts, ensuring that
nation’s dropouts come from only 12% of the high schools, students in all of our communities are on a path to graduate
which are located predominantly in urban, high poverty, and succeed as productive engaged citizens.
minority communities. Research also tells us that as early
as 6th grade, students begin to demonstrate signs that they
For more information, contact Christine Morin, Vice President of Site Growth
are likely to drop out. These signs are called “Early Warning and New Site Development at cmorin@cityyear.org
Indicators” and consist of: poor attendance, poor behavior, or visit www.cityyear.org/inschool_ontrack.aspx
Information is current as of May 18, 2010

4. Scaling City Year’s Impact: National Impact Site Guideposts
Every 26 seconds a student gives up on school; one million Americans drop out every year and they are three times more
likely than college graduates to be unemployed, and eight times more likely than high school graduates to be incarcerated.
Research has shown that as early as 6th grade, students who demonstrate key off-track indicators relating to attendance,
behavior and course performance in math and English, have a 75% probability of dropping out of high school. By
implementing a scalable, outcomes-based service model focusing on the high schools and feeder middle and elementary
schools that disproportionately generate dropouts, City Year will keep students from high-poverty communities on track to
succeed in school and graduate as productive, engaged citizens.
City Year’s National Impact Site (NIS) designation affirms local strategies to scale City Year’s impact and reach 50%
of the students who are off track or falling off track within a district or high-need area. Headquarters will provide increased
financial and human capital, which includes leveraging senior leadership to secure resources, helping develop a scale plan
in partnership with stakeholders, expanding staff and corps member recruitment capacities, supporting local evaluation
and program development and providing national marketing and communications support.
The following National Impact Site guideposts, approved by the City Year, Inc. Board of Trustees, are designed to ensure
that City Year’s National Impact Sites are developed in a manner that is operationally sound and sustainable. The Board of
Trustees will vote to authorize National Impact Site Designation once the following guideposts are met:
 Shared Impact Goal: A goal that is shared by local  Mayoral and City Support: Formal support from the
stakeholders, including the superintendent, mayor, Mayor and City in the form of funding, support letter
teachers, state service commission, site board and and in-kind transportation passes for corps members.
philanthropic champions to scale City Year’s impact
through the strategic deployment of Whole School,  AmeriCorps Support: The State Commission
Whole Child teams. Stakeholders commit to a plan that administering AmeriCorps funds strongly endorses City
will reach at least 50% of children who are off track or Year’s impact plan.
are in danger of falling off track within a district or high-
need region.  Multi-year Funding: Pledges totaling at least 90% of
the non-federal (AmeriCorps) funding required over
 Champion: A lead champion, fully committed to the four years, including school district commitment, city
scale plan’s success, who has convening power and
funding, 100% of teams sponsored for at least three
access to essential resources.
years and local investment in City Year’s Individual
 Scale Plan: City Year Headquarters will provide staff Giving Circles with at least two Founder Circle
resources to facilitate the development of a scale plan members and 10 Champion Circle members.
in partnership with local stakeholders. This includes
a timeline and plans for: team deployment, resource/  Board Leadership: Experienced Board Chair
capacity development, program development, staff and committed to City Year for three to five years. Board
corps recruitment and multi-year diversified revenue self-assessment completed by Chair in order to identify
strategy. board development needs to support scale plan.
Established standard committee/chair structure and
 Lead Investor: $1 - 5 million multi-year investment, 100% participation in board giving.
depending on market size, to develop capacities
required for scale.  Operational Readiness: As determined by the Office
of Site Leadership, key programmatic and personnel
 Strategic Partnership with School District: objectives are met to ensure operational readiness,
A formally executed strategic partnership with the
including experienced site senior leadership, strategic
local superintendent committing support of $100,000
plan aligned with scaled impact strategy, staffing plan
annually per City Year team, ideally inclusive of a
to support growth, track record of success in corps
minimum commitment by each partnering school. The
recruitment and retention, established site training
partnership will include a commitment to data-driven
capacity and proven success implementing the Whole
instruction, as demonstrated by the full integration of
School, Whole Child model in multiple schools.
the City Year team into school instruction, program,
practices and systems. District shares goal of strategic
deployment of City Year teams to feeder schools with a
high percentage of the district’s off-track students.

5. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis BOSTOn
A Plan to Keep Boston Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Boston seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring that
the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Boston would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact
Site. Each year, City Year Boston’s 353 corps members would reach over 22,000 students, including 6,200 off-track students.
National Impact Site Plan
≈55% of off-track
students in Boston
Corps Members
Students Served 25,000
City Year Boston achieves National Impact Site status 22,710
500
20,000
Students Served
400 15,830
Corps Members
353 15,000
300 10,540
251 10,000
6,550
200
173
4,000 5,000
120
100
100
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served 4,000 6,550 10,540 15,830 22,710
Off-Track Students Served 600 2,040 2,950 4,400 6,240
Schools Served 10 12 18 25 35
Resources Required
Federal AmeriCorps $1,447,000 $2,086,000 $3,026,000 $4,256,000
School District/City $1,200,000 $1,730,000 $2,510,000 $3,530,000
Private Sector Support Needed $2,037,000 $2,308,000 $2,635,000 $3,070,000
Total $4,684,000 $6,124,000 $8,171,000 $10,856,000
4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$10M $455M**
Corps size estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

6. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis CHICAGO
A Plan to Keep Chicago Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Chicago seeks to serve in the subset of schools that generate 50% of the dropouts within high need zones,
ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Chicago would aim to reach half of the off-track students in three high need zones (Englewood, North Lawndale and Austin),
thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Chicago’s 530 corps members would reach over
29,500 students, including 10,400 off-track students.
50% of off-track
students in
three high need
National Impact Site Plan zones
29,510
30,000
Corps Members
Students Served
City Year Chicago achieves National Impact Site Status
Students Served
700
530
Corps Members
500 16,600
15,000
12,870 301
9,930
300 8,380 240
197
4,900 163
108
100
Current Year 1 Year 2 Year 3 Year 4 Long Term
Schools/Students Served
Total Students Served 4,900 8,380 9,930 12,870 16,600 29,510
Off-Track Students Served 1,300 3,200 3,900 4,800 6,000 10,400
Schools Served 12 12 12 15 19 34
Resources Required
Federal AmeriCorps $1,858,000 $2,246,000 $2,736,000 $3,431,000 $5,814,000
School District/City $1,875,000 $2,266,000 $2,760,000 $3,462,000 $5,934,000
Private Sector Support Needed $1,933,000 $2,768,000 $3,266,000 $3,831,000 $6,289,000
Total $5,666,000 $7,280,000 $8,762,000 $10,724,000 $18,037,000
4- YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$20M $759M**
Note– City Year Chicago has a goal of growing to 300 corps members by FY14. Long term goal shown is illustrative of the corps size needed to reach 50% of off-track students in three target neighborhoods
beyond FY15. Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

7. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis CLEVEL AnD
A Plan to Keep Cleveland Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Cleveland seeks to serve in the subset of schools that generate 50% of Cleveland’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Cleveland would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Cleveland’s 174 corps members would reach over 15,000 students, including 3,700 off-track students.
National Impact Site Plan ≈ 50% of off-track
students in
Cleveland
Corps Members
Students Served 15,160
15,000
City Year Cleveland achieves National Impact Site status
11,240
Students Served
200
174
Corps Members
150
7,840 129
7,500
6,000
91
100 4,960
74
60
50 45 2,900
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 2,900 4,960 6,000 7,840 11,240 15,160
Off-Track Students Served 700 1,300 1,600 1,900 2,700 3,700
Schools Served 5 8 10 12 17 23
Resources Required
Federal AmeriCorps $684,000 $844,000 $1,037,000 $1,471,000 $1,984,000
School District/City $600,000 $740,000 $910,000 $1,290,000 $1,740,000
Private Sector Support Needed $570,000 $740,000 $964,000 $1,242,000 $1,682,000
Total $1,854,000 $2,324,000 $2,911,000 $4,003,000 $5,406,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$5.2M $270M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

8. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis COLUMBIA
A Plan to Keep Columbia Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Columbia seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Columbia would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Columbia’s 61 corps members would reach over 3,700 students, including 650 off-track students.
≈ 50% of off-
track students in
Columbia
National Impact Site Plan 4,000
3,773
3,500
Corps Members
Students Served
3,256
City Year Columbia achieves National Impact Site status
3,000
Students Served
61 2,500
2,349
60
Corps Members
54
2,000
50 1,805
40
40
1,500
1,164 29
30
22
20
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served 1,164 1,805 2,349 3,256 3,773
Off-Track Students Served 200 300 450 600 650
Schools Served 3 5 7 9 10
Resources Required
Federal AmeriCorps $350,000 $482,000 $651,000 $735,000
School District/City $348,000 $480,000 $648,000 $732,000
Private Sector Support Needed $364,000 $527,000 $531,000 $683,000
Total $1,062,000 $1,489,000 $1,830,000 $2,150,000
4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$2.1M
Corps size and funding estimates for Whole School, Whole Child corps members only.
$48M**
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

9. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis COLUMBUS
A Plan to Keep Columbus Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Columbus seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Columbus would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Columbus’s 189 corps members would reach over 13,000 students, including 3,300 off-track students.
≈50% of off-track
students in Columbus
National Impact Site Plan 13,350
13,300
Corps Members
Students Served
City Year Columbus achieves National Impact Site 189
180
10,300
Students Served
140
6,860 7,300
Corps Members
100
100 4,850
75
3,900
4,300
60
60
2,370
45
30 1,300
1,300
20
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 1,300 2,370 3,900 4,850 6,860 13,350
Off-Track Students Served 350 800 1,100 1,400 1,800 3,300
Schools Served 4 5 7 9 12 21
Resources Required
Federal AmeriCorps $513,000 $684,000 $855,000 $1,140,000 $2,155,000
School District/City $450,000 $600,000 $750,000 $1,000,000 $1,890,000
Private Sector Support Needed $505,000 $609,000 $838,000 $966,000 $1,478,000
Total $1,468,000 $1,893,000 $2,443,000 $3,106,000 $5,523,000
4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$4.4M
Corps size and funding estimates for Whole School, Whole Child corps members only.
$240M**
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

10. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis DETROIT
A Plan to Keep Detroit Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Detroit seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Detroit would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Detroit’s 474 corps members would reach over 26,000 students, including 9,400 off-track students.
≈ 50% of off-
track students
National Impact Site Plan in Detroit
26,500
26,190
Corps Members
Students Served
City Year Detroit achieves National Impact Site 22,500
403
18,740
400 18,000
Students Served
299
Corps Members
13,010
300
227 12,500
8,070
200
165
6,200 8,000
103
100
63 4,600
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 4,600 6,200 8.070 13,010 18,740 26,190
Off-Track Students Served 700 2,400 3,900 5,300 7,000 9,400
Schools Served 8 10 16 22 29 39
Resources Required
Federal AmeriCorps $1,277,000 $2,046,000 $2,815,000 $3,707,000 $4,997,000
School District/City $1,030,500 $1,650,000 $2,270,000 $2,990,000 $4,030,000
Private Sector Support Needed $1,468,000 $2,074,000 $2,561,000 $2,848,000 $3,846,000
Total $3,775,000 $5,770,000 $7,646,000 $9,545,000 $12,873,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$12.8M
Corps size and funding estimates for Whole School, Whole Child corps members only.
$686M**
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

11. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis LIT TLE ROCK /n. LIT TLE ROCK
A Plan to Keep Little Rock Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Little Rock/North Little Rock seeks to serve in the subset of schools that generate 50% of the district’s
dropouts, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Little Rock/North Little Rock would reach half of the off-track students in both cities, thereby achieving the designation of a
City Year, Inc. National Impact Site. Each year, City Year Little Rock/North Little Rock’s 123 corps members would reach over 11,000 students,
including 1,400 off-track students.
National Impact Site Plan
Corps Members ≈ 50% of off-
Students Served track students
in LR & NLR
City Year Little Rock/North Little Rock achieves National Impact Site
123
125 12,000
11,000
Students Served
100
95
Corps Members
85 7,620
75
7,020
57 6,000
50
3,630
38
2,420
25 22
1,000
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 1,000 2,420 3,630 7,020 7,620 11,000
Off-Track Students Served 150 400 600 900 1,000 1,400
Schools Served 3 4 6 9 10 13
Resources Required
Federal AmeriCorps $487,000 $730,000 $1,089,000 $1,217,000 $1,575,000
School District/City $418,000 $627,000 $935,000 $1,045,000 $1,353,000
Private Sector Support Needed $341,000 $609,000 $787,000 $904,000 $1,071,000
Total $1,246,000 $1,966,000 $2,811,000 $3,166,000 $3,999,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$3.7M $102M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

12. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis LOUISIAnA: BATOn ROUGE
A Plan to Keep Baton Rouge Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year seeks to serve in the subset of schools that generate 50% of dropouts in Baton Rouge, ensuring that the
students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site.
Each year, City Year 229 corps members in Baton Rouge would reach over 16,000 students, including 4,600 off-track students.
National Impact Site Plan
Corps Members ≈ 50% of off-
Students Served track students
in Baton Rouge
City Year Baton Rouge achieves National Impact Site
250 20,000
229
16,390
Students Served
200 188
Corps Members
13,300
150 139
9,110 10,000
98
100
6,010
65
50 40 4,010
2,000
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 2,000 4,010 6,010 9,110 13,300 16,390
Off-Track Students Served 400 1,300 2,000 2,800 3,800 4,600
Schools Served 4 6 9 13 18 22
Resources Required
Federal AmeriCorps $806,000 $1,215,000 $1,723,000 $2,331,000 $2,840,000
School District/City $650,000 $980,000 $1,390,000 $1,880,000 $2,290,000
Private Sector Support Needed $793,000 $1,027,000 $1,446,000 $1,857,000 $2,136,000
Total $2,249,000 $3,222,000 $4,559,000 $6,068,000 $7,266,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$7.2M $335M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

13. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis LOUISIAnA: nEW ORLEAnS
A Plan to Keep New Orleans Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year seeks to serve in the subset of schools that generate 50% of dropouts in the Recovery School District
(RSD) in New Orleans, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year would reach half of the RSD’s off-track students, thereby achieving the designation of a City Year, Inc. National Impact Site.
Each Year, City Year 160 corps members in New Orleans would reach over 7,600 students, including 2,800 off-track students.
National Impact Site Plan
≈ 50% of off-
track students
Corps Members
in the RSD–
Students Served
New Orleans
10,000
City Year New Orleans achieves National Impact Site status
Students Served
7,680
250
Corps Members
6,140 160
150
5,390 128
4,230 5,000
112
100
88
64
50 3,100
30
1,400
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 1,400 3,100 4,230 5,390 6,140 7,680
Off-Track Students Served 600 1,100 1,500 1,900 2,300 2,800
Schools Served 3 8 11 14 16 20
Resources Required
Federal AmeriCorps $794,000 $1,091,000 $1,389,000 $1,587,000 $1,984,000
School District/City $640,000 $880,000 $1,120,000 $1,280,000 $1,600,000
Private Sector Support Needed $781,000 $923,000 $1,166,000 $1,265,000 $1,493,000
Total $2,215,000 $2,894,000 $3,675,000 $4,132,000 $5,077,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$5.6M $204M**
Corps size and funding estimates for Whole School, Whole Child corps members only. Note- Plan assumes 50% of off track students in the RSD attend one of five RSD high schools, and that the majority of
RSD high school students attend RSD schools in the middle grades (6-8). Off track students based on assumption that 60% of students are off track in five high schools and 15 feeder schools served. As more
data become available for RSD schools in New Orleans, CY Louisiana will update its plan accordingly.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

14. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis LOS AnGELES
A Plan to Keep Los Angeles Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Los Angeles seeks to serve in the subset of schools that generate 50% of the dropouts within three
high need neighborhoods, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Los Angeles would aim to reach half of the off-track students in three high-need neighborhoods (Boyle Heights, Pico
Union and Watts), thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year Los Angeles’ 430 corps
members would reach over 33,000 students, including 8,500 off-track students.
50% of off-track
National Impact Site Plan students in
three
neighborhoods
Corps Members
Students Served
33,100 34,400
City Year Los Angeles achieves National Impact Site status
26,900 27,520
Students Served
23,100
500
20,640
18,500 430
Corps Members
400 17,800 372
301
13,760
300 12,000 227
174
200
122 6,850
100
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 12,000 17,800 18,500 23,100 26,900 33,100
Off-Track Students Served 2,000 3,700 4,900 6,200 7,500 8,500
Schools Served 12 15 16 19 21 24
Resources Required
Federal AmeriCorps $1,984,000 $2,588,000 $3,431,000 $4,241,000 $4,902,000
School District/City $1,914,000 $2,497,000 $3,311,000 $4,092,000 $4,730,000
Private Sector Support Needed $2,608,000 $2,886,000 $3,188,000 $3,953,000 $4,489,000
Total $6,506,000 $7,971,000 $9,930,000 $12,286,000 $14,121,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$17M $620M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

15. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis MIAMI
A Plan to Keep Miami-Dade Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Miami seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Miami would reach half of Miami-Dade’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Miami’s 429 corps members would reach over 8,500 students, including 4,300 off-track students.
National Impact Site Plan
≈ 50% of off-track
students in
Corps Members Miami-Dade
Students Served
51,490 55,000
City Year Miami achieves National Impact Site status
Students Served
500
429
34,250
Corps Members
400 35,000
313
300 22,940
232
200
150 15,000
70 100 11,630
100
7,750
3,600
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 3,600 7,750 11,630 22,940 34,250 51,490
Off-Track Students Served 700 2,000 3,000 4,600 6,300 8,600
Schools Served 8 8 12 19 26 36
Resources Required
Federal AmeriCorps $1,140,000 $1,725,000 $2,668,000 $3,600,000 $4,934,000
School District/City $1,000,000 $1,500,000 $2,320,000 $3,130,000 $4,290,000
Private Sector Support Needed $1,371,000 $1,793,000 $2,689,000 $3,417,000 $4,498,000
Total $3,511,000 $5,018,000 $7,677,000 $10,147,000 $13,722,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$13.7M $628M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

16. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis MILWAUKEE
A Plan to Keep Milwaukee Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Milwaukee seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Milwaukee would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Milwaukee’s 276 corps members would reach over 23,000 students, including 8,400 off-track students.
National Impact Site Plan ≈ 50% of off-
track students in
Milwaukee
Corps Members
Students Served
23,290 25,000
City Year Milwaukee achieves National Impact Site status
300
276
17,170
Students Served
203
200
Corps Members
145 11,520 12,500
7,800
6,000 104
100 80
50 3,000
FY11 Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 3,000 6,000 7,800 11,520 17,170 23,290
Off-Track Students Served 1,000 2,600 3,400 4,600 6,200 8,400
Schools Served 5 15 16 19 21 24
Resources Required
Federal AmeriCorps $950,000 $1,235,000 $1,722,000 $2,411,000 $3,278,000
School District/City $800,000 $1,040,000 $1,450,000 $2,030,000 $2,760,000
Private Sector Support Needed $1,164,000 $1,409,000 $1,820,000 $2,140,000 $2,631,000
Total $2,914,000 $3,684,000 $4,992,000 $6,581,000 $8,669,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$7.7M $613M**
Note– CY Milwaukee’s first year in schools will be the 2010-11 school year. Scale plan is currently being developed in collaboration with Milwaukee Public Schools. Estimates above represent preliminary
analysis and are subject to change as the plan is further refined. Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

17. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis nEW HAMPSHIRE
A Plan to Keep Manchester Students In School and On TrackTrack
New Hampshire Students In School and On
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year New Hampshire seeks to serve in the subset of schools that generate 50% of Manchester’s dropouts,
ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year New Hampshire would reach half of the off-track students in Manchester, thereby achieving the designation of a City Year,
Inc. National Impact Site. Each year, City Year New Hampshire’s 80 corps members would reach 5,600 students, including 1,600 students.
National Impact Site Plan
Corps Members ≈50% of off-track
students in Manchester
Students Served
6,000
City Year New Hampshire
5,600
achieves National Impact Site
90
5,000
Students Served
80
Corps Members
80 4,000
3,500
70
3,000
66
2,000
60
2,000
900 40
50
10
Current Year 1 Year 2 Year 3
Schools/Students Served
Total Students Served 900 2,000 3,500 5,600
Off-Track Students Served 250 800 1,320 1,600
School Served 1 5 7 8
Resources Required
Federal AmeriCorps $458,000 $832,000 $1,008,000
School District/City $430,000 $700,000 $800,000
Private Sector Support Needed $700,000 $748,000 $682,000
Total $1,588,000 $2,280,000 $2,670,000
3-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$2M $116M**
Note-Corps size and funding estimates for school based Manchester corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

18. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis nEW YORK
A Plan to Keep New York Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year New York seeks to serve in the subset of schools that generate 50% of the dropouts within high need
zones, ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year New York would aim to reach half of the off-track students in four high-need zones (South Bronx, Long Island City, East
Harlem and East New York), thereby achieving the designation of a City Year, Inc. National Impact Site. Each year, City Year New York’s
729 corps members would reach nearly 40,000 students, including 14,600 off-track students.
National Impact Site Plan ≈ 50% of off-
track students
in four zones
Corps Members
Students Served 39,890
40,000
Full Deployment in South Bronx
Full deployment in South
City Year New York achieves
800 National Impact Site status 31,120
Students Served
729
30,000
Corps Members
596
600
22,350
477
20,000
400 356
14,740 293 14,740 14,740
240
22011,500
10,000
200
Current Year 1 Year 2 Year 3 Year 4 Year 5 Year 6
Schools/Students Served
Total Students Served 11,500 14,740 14,740 14,740 22,350 31,120 39.890
Off-Track Students Served 2,800 4,800 5,900 7,100 9,500 11,900 14,600
Schools Served 22 22 24 25 31 39 48
Resources Required
Federal AmeriCorps $2,760,000 $3,367,000 $4,094,000 $5,491,000 $6,858,000 $8,385,000
School District/City $2,640,000 $3,221,000 $3,916,000 $5,252,000 $6,560,000 $8,020,000
Private Sector Support Needed $3,190,000 $4,642,000 $5,130,000 $5,821,000 $6,412,000 $7,192,000
Total $8,590,000 $11,230,000 $13,140,000 $16,564,000 $19,830,000 $23,597,000
6 YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$32.4M $1B**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

19. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis GRE ATER PHIL ADELPHIA
A Plan to Keep Philadelphia Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Philadelphia seeks to serve in the subset of schools that generate 50% of Philadelphia’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Philadelphia would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Greater Philadelphia’s 450 corps members would reach over 34,000 students, including 11,200 off-track
students.
National Impact Site Plan
≈ 50% of off-track
students in
Corps Members Philadelphia
Students Served
40,000
City Year Philadelphia achieves National Impact Site status
34,500
Students Served
500
30,700 450
30,000
Corps Members
26,800 400
400
23,000 350
20,000
19,200 300
300
16,000 250
200 10,000
200
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 16,000 19,200 23,000 26,800 30,700 34,500
Off-Track Students Served 3,000 6,200 7,500 8,700 10,000 11,200
Schools Served 22 20 25 30 34 39
Resources Required
Federal AmeriCorps $2,875,000 $3,450,000 $4,025,000 $4,600,000 $5,175,000
School District/City $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000
Private Sector Support Needed $2,422,000 $3,055,000 $3,510,000 $3,887,000 $4,331,000
Total $7,797,000 $9,505,0000 $11,035,000 $12,487,000 $14,006,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$20.7M $817M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

20. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis RHODE ISL AnD
A Plan to Keep Providence Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Rhode Island seeks to serve in the subset of schools that generate 50% of Providence’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Rhode Island would reach half of the Providence’s off-track students, thereby achieving the designation of a City Year, Inc.
National Impact Site. Each year, City Year Rhode Island’s 75 corps members would reach over 4,000 students, including 1,276 off-track students.
National Impact Site Plan
≈55% of off-track
Corps Members students in Providence
150 Students Served
4,120
4,120
City Year Rhode Island achieves National Impact Site status
4,070
120 3,340
3,296
Students Served
Corps Members
90 2,430
2,472
75
60
60
1,648
40
30
30 824
Current Year 1 Year 2 Year 3
Schools/Students Served
Total Students Served 2,430 3,340 4,070 4,120
Off-Track Students Served 656 900 1,200 1,276
Schools Served 3 (4 after-school) 4 6 7
Resources Required
School District/City Investment $400,000 $600,000 $700,000
Federal AmeriCorps $456,000 $684,000 $855,000
Private Sector Support Needed $558,000 $714,000 $774,000
Total $1,414,000 $1,998,000 $2,329,000
3-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$2.1M $93M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

21. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis SAn AnTOnIO
A Plan to Keep San Antonio Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year San Antonio seeks to serve in the subset of schools that generate 50% of San Antonio’s dropouts,
ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year San Antonio would reach half of the off-track students in five high need districts, thereby achieving the designation of a
City Year, Inc. National Impact Site. Each year, City Year San Antonio’s 563 corps members would reach over 15,000 students, including
15,300 off-track students.
≈ 50% of off-track
students in five
National Impact Site Plan districts
45,000
Corps Members 43,030
Students Served 563
City Year San Antonio achieves National Impact Site Status 22,260
520
20,500
14,820
420
Students Served
10,500
Corps Members
286
8,630
320
215
7,500
220 144
4,130
4,500
84
120 2,460
48
2,000
25
20 1,500
Current Year 1 Year 2 Year 3 Year 4 Year 5 Long Term
Schools/Students Served
Total Students Served 2,000 2,460 4,130 8,630 14,820 22,260 43,030
Off-Track Students 400 1,200 2,200 3,700 5,600 7,400 15,300
Served
Schools Served 4 4 7 12 18 24 35
Resources Required
Federal AmeriCorps $595,000 $1,042,000 $1,786,000 $2,666,000 $3,546,000 $6,981,000
School District/City $480,000 $840,000 $1,440,000 $2,150,000 $2,860,000 $5,630,000
Private Sector Support Needed $519,000 $902,000 $1,499,000 $1,704,000 $2,373,000 $3,579,000
Total $1,594,000 $2,784,000 $4,725,000 $6,520,000 $8,779,000 $16,190,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$7M
Corps size and funding estimates for Whole School, Whole Child corps members only.
$1.1B**
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

22. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis SAn JOSÉ/SILICOn VALLEY
A Plan to Keep San José Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year San José seeks to serve in the subset of schools that generate 50% of San José’s dropouts, ensuring that
the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year San José would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year San José’s 394 corps members would reach over 26,000 students, including 4,400 off-track students.
National Impact Site Plan
Corps Members ≈ 50% of off-
Students Served track students
in San José
City Year San José achieves National Impact Site status
450 30,000
394 26,190
Students Served
350
310
Corps Members
18,740
250
228
15,000
13,010
162
150
8,070
97
50 40 4,840
1,900
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students Served
Total Students Served 1,900 4,840 8,070 13,010 18,740 26,190
Off-Track Students Served 350 1,100 1,800 2,500 3,500 4,400
Schools Served 4 6 10 14 17 23
Resources Required
Federal AmeriCorps $1,175,000 $1,962,000 $2,761,000 $3,754,000 $4,772,000
School District/City $1,067,000 $1,782,000 $2,508,000 $3,410,000 $4,334,000
Private Sector Support Needed $1,331,000 $1,696,000 $2,342,000 $3,062,000 $3,632,000
Total $3,573,000 $5,440,000 $7,611,000 $10,226,000 $12,738,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$12M $321M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

23. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis SE AT TLE/KInG COUnT Y
A Plan to Keep Seattle Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Seattle seeks to serve in the subset of schools that generate 50% of the district’s dropouts, ensuring
that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Seattle would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc. National
Impact Site. Each year, City Year Seattle’s 240 corps members would reach over 13,000 students, including 2,800 off-track students.
≈ 50% of
off-track students
in Seattle
National Impact Site Plan 14,000
13,840
12,000
Corps Members
Students Served
10,490
Students Served
City Year Seattle achieves National Impact Site status 10,000
8,000
300
7,620
240
Corps Members
250
6,000
200 5,200 182
150 3,800 135 4,000
3,500
97
100
60
50 2,000
50
Current Year 1 Year 2 Year 3 Year 4 Year 5
Schools/Students
Served
Total Students Served 3,500 3,800 5,200 7,620 10,490 13,840
Off-Track Students Served 500 700 1,100 1,500 2,100 2,800
Schools Served 6 6 10 14 19 25
Resources Required
Federal AmeriCorps $684,000 $1,106,000 $1,539,000 $2,075,000 $2,736,000
School District/City $600,000 $970,000 $1,350,000 $1,820,000 $2,400,000
Private Sector Support Needed $1,110,000 $1,418,000 $1,687,000 $2,028,000 $2,610,000
Total $2,394,000 $3,494,000 $4,576,000 $5,923,000 $7,746,000
5-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$8.8M
Corps size and funding estimates for Whole School, Whole Child corps members only.
$204M**
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

24. In School & On Track
A N ati o n a l S e r v i c e R e s p o n s e to
th e H i g h S c h o o l D ro p o u t C r isis WASHInGTOn, DC
A Plan to Keep Washington, DC Students In School and On Track
City Year’s Whole School, Whole Child model places teams of young adults in schools to improve student attendance, behavior and course
performance, three indicators that a comprehensive Johns Hopkins University study confirms are highly predictive of a student’s likelihood of
dropping out of high school. City Year Washington DC seeks to serve in the subset of schools that generate 50% of the district’s dropouts,
ensuring that the students who are most likely to drop-out reach the 10th grade on track and on time.*
At scale, City Year Washington DC would reach half of the city’s off-track students, thereby achieving the designation of a City Year, Inc.
National Impact Site. Each year, City Year Washington DC’s 335 corps members would reach over 11,500 students, including 6,000 students.
National Impact Site Plan 50% of off-track
students in
Washington, DC
Corps Members
Students Served 11,500
11,500
City Year Washington DC achieves National Impact Site status
625
9,200
9,200
Students Served
500
Corps Members
6,900
375
6,600
335
270
4,600
250 4,400
200
140
1,800 2,300
125 100
Current Year 1 Year 2 Year 3 Year 4
Schools/Students Served
Total Students Served 1,800 4,400 6,600 9,200 11,500
Off-Track Students Served 800 2,300 3,400 4,700 6,000
Schools Served 7 10 18 26 33
Resources Required
Public (AmeriCorps+DCPS) $2,703,000 $4,233,000 $5,885,000 $7,376,000
Private Sector Support Needed $2,219,000 $2,830,000 $3,392,000 $4,096,000
Total $4,922,000 $7,063000 $9,277,000 $11,472,000
4-YEAR PRIVATE SECTOR SUPPORT NEEDED NET SOCIETAL BENEFIT
$10M $438M**
Corps size and funding estimates for Whole School, Whole Child corps members only.
*Students in high poverty school districts who successfully complete grades 6 to 9, have a 75% or higher graduation rate. Students who exhibit an off-track indicator (poor attendance, disruptive behavior or
course failure in math/English) have a 20% probability of graduating, identified as early as the 6th grade (Johns Hopkins Study).
**Source: Net societal benefit based on increasing the graduation rate from 20% to 75% among off track students each year at scale with the average economic benefit per new graduate assumed to be
$292,000 (see Northeastern University study, October 2009, “The Consequences of Dropping Out of High School”).

25. CIT Y YEAR, InC. BOARD OF TRUSTEES
Steve Woodsum, Chair of the Board* Andrew Hauptman Denny Marie Post
Founding Managing Director Chairman
Summit Partners Andell Holdings, LLC Jennifer Eplett Reilly*
Boston, MA Chair Co-Founder
City Year Los Angeles City Year, Inc.
Kristen Atwood* Los Angeles, CA Chair
Founding Staff Member City Year Louisiana
City Year, Inc. Ilene Jacobs* Baton Rouge, LA
Dedham, MA Vice Chair of the Board
Executive Vice President Shirley Sagawa
Joe Banner* Human Resources (Retired) Co-Founder
President and COO Fidelity Investments Sagawa/Jospin
Philadelphia Eagles Boston, MA Chevy Chase, MD
Philadelphia, PA
Hubie Jones*** Jeff Shames
Josh Bekenstein* Social Justice Entrepreneur in Residence Executive in Residence
Managing Director City Year, Inc. MIT Sloan School of Management
Bain Capital, LLC Boston, MA Retired Chairman
Boston, MA MFS Investment Management
Rosabeth Moss Kanter Boston, MA
Jessica L. Blume Ernest L. Arbuckle Professor of Business
National Managing Director Clients & Industries Administration Secretary Rodney Slater***
Deloitte Consulting LLP Harvard Business School Former U.S. Secretary of Transportation
Atlanta, GA Harvard University Partner
Boston, MA Patton Boggs, LLP
Michael Brown* Washington, DC
CEO and Co-Founder Andrew Kerin
City Year, Inc. Executive Vice President Richard Stengel
Boston, MA Group President, Global Food, Hospitality and Managing Editor
Facility Services TIME
David Cohen* ARAMARK Corporation New York, NY
Executive Vice President Philadelphia, PA
Comcast Jeffrey Swartz***
Philadelphia, PA Jonathan Lavine* President and CEO
Managing Director The Timberland Company
Cheryl Dorsey Bain Capital, LLC Stratham, NH
President Chief Investment Officer
Echoing Green Sankaty Advisors, LLC Michael J. Ward
New York, NY Boston, MA Chairman, President
and CEO
Corinne Ferguson Rick Menell CSX Corporation
(Ex-Officio) Chairman Jacksonville, FL
Chair The Carrick Foundation
City Year Boston Johannesburg, South Africa Tom Ward
Brookline, MA Clerk pro tem**
Susan nokes Senior Partner
Dan Fireman Senior Vice President, Customer Solutions WilmerHale
Managing Partner Asurion Boston, MA
Fireman Capital Partners Nashville, TN
New York, NY *Executive Committee Member
C. Gregg Petersmeyer **Ex-officio Executive Committee Member
David Gergen*** Vice Chair ***Charter Trustees
Professor of Public Service and Director of the America’s Promise Alliance
Center for Public Leadership Chair and CEO
Harvard Kennedy School Personal Pathways LLC
Harvard University Alexandria, VA
Cambridge, MA

26. CIT Y YEAR BOARD CHAIRS AnD EXECUTIVE DIRECTORS
Board Chairs
City Year Boston City Year Detroit City Year Milwaukee City Year Rhode Island
Corinne Ferguson Daniel Little Julia Uihlein Alan Harlam
Chancellor Assistant Adjunct Professor of Director of Social Entrepreneurship
City Year Chicago University of Michigan – Dearborn Bioethics and Pediatrics Swearer Center for Public Service
Stephen Quazzo Center for the Study of Bioethics Brown University
N. Charles Anderson, Vice Chair
CEO Associate Director of the Medical
President/CEO
Transwestern Investment Company Humanities Program City Year San Antonio
Detroit Urban League, Inc.
Ms. Beth Swanson, Vice Chair Medical College of Wisconsin Jeff Galt
Executive Director CEO (Retired)
City Year Little Rock/
The Pritzker Traubert Family City Year new Hampshire Harcourt San Antonio
north Little Rock
Foundation Major General Kenneth Clark
General (Ret.) Wesley K. Clark
New Hampshire National Guard City Year San José/Silicon Valley
City Year Cleveland Bruce Moore, Co-Vice Chair Carl Guardino
Lesa Scott, Vice Chair
Bruce Akers, Co-Chair City Manager President & CEO
President
Mayor City of Little Rock Silicon Valley Leadership Group
Heinemann
City of Pepper Pike
Stephanie Streett, Co-Vice Chair
City Year Seattle/King County
Robert W. Gillespie, Co-Chair Executive Director City Year new York
George Meng, Co-Chair
Chairman Emeritus William J. Clinton Foundation Stephanie Mudick
Director of Staff - Marketing
KeyCorp EVP, International Strategy
Microsoft
City Year Los Angeles JP Morgan Chase
City Year Columbia Andrew Hauptman Travis Warren, Co-Chair
David Caplan, Vice Chair
Sidney Evering, Interim Co-Chair Chairman Director, Marketing
Dean
Attorney Andell Holdings T-Mobile USA
City Year New York
Parker, Poe, Adams and Bernstein
LLP City Year Louisiana City Year Washington, DC
City Year Greater Philadelphia
Jennifer Eplett-Reilly Jeff Leonard
Joe Banner, Co-Chair
Amy Love, Interim Co-Chair Co-Founder, City Year, Inc. President & Chief Executive Officer
President & Chief Operating Officer
Deputy Exectutive Director and Founding Partner
Diana Lewis, Co-Chair Philadelphia Eagles
New Carolina Foundation Global Environment Fund
New Orleans Community Leader
Art Block, Co-Chair
City Year Columbus City Year Miami Senior Vice President, General
Cris Gossard Brad Meltzer Counsel & Secretary
Vice President of Commercial Best Selling Author Comcast Corporation
Banking
JP Morgan Chase & Co. Cori Flam, Vice Chair
Brad & Cori Meltzer Charitable Trust
Executive Directors
City Year Boston City Year Louisiana: Baton Rouge City Year San Antonio
Sandra Lopez Burke Katrina Shaw Paul Garro
City Year Chicago City Year Louisiana: new Orleans City Year San José/Silicon Valley
Lisa Morrison Butler Peggy Mendoza Beach Pace
City Year Cleveland City Year Miami City Year Seattle/King County
Gretchen Faro Saif Ishoof Simon Amiel
City Year Columbus City Year Milwaukee City Year Washington, DC
Lourdes Barroso de Padilla Jason Holton Jeff Franco
City Year Columbia City Year new Hampshire
Elliott Epps Alexandra Allen
Pawn Nitichan
City Year Detroit
Penny Bailer City Year new York
Itai Dinour
City Year Little Rock/
north Little Rock City Year Philadelphia
Shannon Butler Wyneshia Foxworth
Loree Jones
City Year Los Angeles
Allison Graff-Weisner City Year Rhode Island
Jennie Johnson

27. FROM BEFORE THE FIRST BELL RInGS
UnTIL THE L AST STUDEnT LE AVES
8:00 am Travel with team to school 8:30 am Greet students for a positive and energetic start to the school day
11:00 am Team-building puzzle activities 12:00 pm Lunch with mentor group
3:00 pm After-school homework help and test prep
9:00 am One-on-one math tutoring 10:00 am Small group literacy lesson
1:00 pm Reading comprehension and writing review 2:00 pm Meeting with principal to plan playground renovation
5:30 pm Give parents flyer for upcoming family book fair 6:00 pm Break for the day

28. w w w. c i t y y e a r. o r g
US LOCATIONS City Year Detroit City Year Milwaukee City Year San José/
1 Ford Place, 1F 322 Michigan Street Silicon Valley
City Year Headquarters Detroit, Ml 48202 Suite 300 90 north 1st Street
287 Columbus Avenue 313.874.6825 Milwaukee, WI 53202 San José, CA 95113
Boston, MA 02116 414.712.6930 408.907.6500
617.927.2500 City Year Little Rock/
North Little Rock City Year New Hampshire City Year Seattle/King County
City Year Boston 610 President Clinton Avenue 200 Domain Drive 2203 23rd Avenue South
287 Columbus Avenue Third Floor Stratham, nH 03885 Suite 101
Boston, MA 02116 Little Rock, AR 72201 603.773.1607 Seattle, WA 98144
617.927.2500 501.707.1400 206.219.5010
City Year New York
City Year Chicago City Year Los Angeles 20 West 22nd Street City Year Washington, DC
36 S. Wabash Avenue 606 S. Olive Street Third Floor 1875 Connecticut Avenue, nW
Suite 1500 Second Floor new York, nY 10010 Suite 1130
Chicago, IL 60603 Los Angeles, CA 90014 212.675.8881 Washington, DC 20009
312.464.9899 213.596.5900 202.776.7780
City Year Greater Philadelphia
City Year Cleveland City Year Louisiana 2221 Chestnut Street
526 Superior Ave E. 161 n. Third Street Second Floor INTERNATIONAL AFFILIATES
Suite 408 Baton Rouge, LA 70801 Philadelphia, PA 19103
Cleveland, OH 44114 225.663.4220 215.988.2118 City Year London
216.373.3400 Tagwright House
City Year Louisiana City Year Rhode Island 35-41 Westland Place
City Year Columbia 805 Howard Ave 77 Eddy Street, 2nd Floor London n1 7LP
1919 Hampton Street new Orleans, LA 70113 Providence, RI 02903 44 (0) 7850.311180
Columbia, SC 29201 504.561.1290 401.553.2500
803.254.3349 City Year South Africa
City Year Miami City Year San Antonio 56 Main Street, Ground Flr
City Year Columbus 44 W Flagler Street, Suite 500 109-B north San Saba Johannesburg
107 S. High Street, Suite 200 Miami, FL 33130 San Antonio, TX 78207 South Africa
Columbus, OH 43215 786.406.7900 210.247.4500 2001
614.586.4520
City Year unites young people of all backgrounds for a year of full-time service, giving them the skills and opportunities to change
the world. As tutors, mentors and role models, these diverse young leaders help children stay in school and on track, and transform
schools and communities across the United States, as well as through international affiliates in Johannesburg, South Africa and
London, England.