Comcast Cares Day 2012

For the past 11 years, Comcast employees across the country have participated in one of the nation’s biggest single-day volunteer efforts: Comcast Cares Day. On Saturday, April 21, 2012, this inspiring day of service took place in many cities across our nation including Seattle.

Comcast employees and City Year corps members have worked together to improve their communities for over ten years.

Comcast employees from Seattle and the surrounding areas returned to El Centro de la Raza on Beacon Hill for a second year in a row. El Centro is a community hub for advocacy on behalf of the Latino Community in Seattle. Through their comprehensive programs and services, El Centro works to build unity across all racial and economic sectors, to organize, empower, and defend the most vulnerable and marginalized populations and to bring justice, dignity, equality, and freedom to all the peoples of the world.

In total, 190 Comcast employees participated in a variety of important service projects at El Centro de la Raza including painting, groundswork and pavement repairs. The combined effort of the time contributed by volunteers resulted in $25,000 worth of financial capital of the day’s service.

Thanks to everyone who participated!

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Ripples of Hope 2012

City Year Lifetime Achievement Award Honoree Edgar Martinez and the Ripples of Hope Student Speaker.

On May 15th, 2012, City Year Seattle/ King County hosted Ripples of Hope. This inspiring and energizing evening celebrated the continued in-school success City Year’s corps members are having in Seattle as well as congratulated the amazing work Edgar and Holli Martinez are doing with their organization, The Martinez Foundation.

City Year and the Martinezes were in good company at Ripples of Hope. They were joined by over 450 supporters who gave generously in of support to City Year Seattle/ King County. In total, $409,060 – a record amount - was raised to help City Year corps members continue to impact the drop-out crisis through full-time and hyper-focused mentoring and tutoring.

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City Year would like to recognize our generous event sponsors:

Presenting Sponsor: T-Mobile

Platinum SponsorsHTC, Samsung, and Huawei  

Gold Sponsors: Macy’s and Microsoft

Silver Sponsors: Alaska Airlines, Comcast, JPMorgan Chase & Co., Revel Consulting, Nokia, Alcatel One Touch, Boeing, NELA, and Safeco Insurance

Bronze Sponsors: Apex Foundation, BrandMuscle, Gogerty Marriott, The Seattle Mariners, Umpqua Bank, and ZTE USA.

We are fortunate to have many of Seatte and King County’s leaders serving on our Board of Advisors and we are grateful for their tireless effort and dedication:

  • Sarah Bryar, Co-Chair
  • Jennifer Wells, Co-Chair
  • Amy Barnes
  • Maurice Classen
  • Steve Holmes
  • Jessie Israel
  • Vikas Kamran
  • Danette Knudson
  • George Meng
  • Katie Wallace
  • Travis Warren
  • Jason Young

Ripples of Hope Attendees participate in the evenings program.

A special thanks to the Ripples of Hope Host Committee, without these volunteers, the event would not have been possible :

  • Amy Barnes, Chair
  • Megan Bell
  • John Curley
  • Linda Dahl
  • Nathan Hambley
  • Danette Knudson
  • Jessie Israel
  • Tom Norwalk
  • Kristen Winn

Thank you to everyone who attended and all of the continued support given to City Year Seattle/ King County.

All photos were taken by Red Fish Blue Fish Photography. To see more photos of the event check out City Year Seattle/ King Co. Flickr Collections: http://www.flickr.com/photos/cityyear/sets/72157629883089184/

City Year Seattle/ King County Board Member and Chair of the Ripples of Hope Host Committee Amy Barnes with corps members Hylke Snieder, Kyle Marshall and Mike Lahoda

How to Change the World: A Breakthrough Idea From the Front Lines

Dr. Max Klau is the Director of Leadership Development at City Year, Inc., a national service program headquartered in Boston, Massachusetts. His efforts focus on leveraging a challenging year of full-time citizen service as a transformational leadership development experience. Max received his doctorate from the Harvard Graduate School of Education in 2005; his studies focused on civic leadership education. An alumnus of four service programs, has completed two years of service in Israel and led service programs in Israel, Honduras, Ghana, and the Ukraine. He is the primary author of The Idealist’s Journey, City Year’s leadership development curriculum, and has written articles about leadership development for the Washington Post and Harvard Business Review.

*In his book The Social AnimalNew York Timescolumnist David Brooks offers the following critique of decades of failed efforts to effectively address pressing public problems:

Since 1983 we’ve reformed the education system again and again, yet more than a quarter of high school students drop out, even though all rational incentives tell them not to. We’ve tried to close the gap between white and black achievement, but have failed. We’ve spent a generation enrolling more young people in college without understanding why so many don’t graduate … The failures have been marked by a single feature: Reliance on an overly simplistic view of human nature. (p. xiv-xv) [italics added]

In the book, Brooks presents the wealth of new scientific insights illuminating the ways that human behavior is powerfully driven by matters of emotion, relationships, and meaning. These insights challenge the view of humans as dispassionate, individual rationalists; rather, we are deeply social and emotional beings with rich inner lives best addressed, Brooks states, through “stories, poetry, music, image, prayer, and myth.”

This is not an argument against empiricism. Brooks recognizes that effective policy needs to be grounded in the sort of rigorous understanding of a problem that only research and data can provide. But statistics alone are not enough. History suggests that efforts grounded in a disciplined focus on outcomes and metrics but lacking an appreciation for the profoundly human processes of growth, development, and transformation will have limited impact.

Here at City Year, this is an insight that has informed our ambitious effort to effectively address the nation’s high school drop-out crisis. Our tagline is “give a year. change the world,” and we have recently embraced the belief that there are actually two elements to this challenge: Changing the outer world of communities in need through service, and changing the inner world of our young adult “corps members” (as we call our 17-24 year old participants) through leadership development. To focus on one of these elements while ignoring the other would be to engage in a limited and incomplete effort to generate change.

In our efforts to change the outer world, we have fully embraced the need for a rigorous, data-driven, empirical approach deeply grounded in research that illuminates the scope and scale of America’s high school drop-out crisis. Research has shown that the problem is highly concentrated: just 12% of the nation’s high schools produce 50% of the nation’s drop-outs. For that reason, we partner with school districts to identify schools in greatest need, and deploy teams of City Year corps members to serve not just in those schools, but also in the elementary and middle schools that feed students into them. Research also shows that as early as sixth grade, students can be identified as being at risk of dropping out based on key academic and behavioral indicators. That’s why we partner with teachers and administrators at the school-house level to identify students veering off track on those indicators, and empower our corps members to provide service focused on getting those students back on track with regards to those specific indicators. Throughout the year, we collect student-level data that allows us to continually assess and improve our impact, and we rigorously train our corps members in the specific skills andcompetencies they need to maximize their service impact.

We have no doubt that this strategic and data-driven approach is essential for City Year to bring about the large-scale impact that we are committed with our partners to achieve. But we recognize that our audacious goals for outer world impact represent only part of the work we aspire to undertake in our efforts to change the world.

Recognizing the remarkable power of relationships and social networks, we immerse our corps members in a unique organizational culture thoughtfully designed to magnify, focus, and sustain their spirit of idealism. Our corps members serve on diverse teams — not as isolated individuals — and spend their days embedded in a social environment that expects high achievement, intentionally inspires hope and optimism, balances challenge and support, and builds deep connections across lines of difference. To keep our corps members inspired and motivated, our culture is organized around a collection of idealistic stories gathered from cultures across the globe, and is grounded in a clear set of values that powerfully articulate City Year’s deepest beliefs and highest aspirations. Corps members also participate in a structured reflection curriculum that is inspired by Joseph Campbell’s mythic “hero’s journey” framework; in this way, we invite each corps member to understand their year of service as a mythic journey of personal transformation. Significantly, by developing our corps members in these ways, we enhance their capacity to support the students they serve with social and emotional sophistication.

City Year recognizes that when it comes to changing the inner world, the work is to immerse individuals in social networks that elicit high achievement, sustain idealism, and speak not just in the language of metrics and outcomes, but also in the language of stories and myth. We also seek to deepen personal transformation through enhanced self-awareness, reflection, critical thinking, openness to growth through challenge, and access to ways of understanding personal struggles and strengths that are both meaningful and empowering. Were we to neglect this element of our work, we would be engaged in a limited and incomplete effort to change the world.

City Year rejects the notion that we must choose between a data-driven, research-focused, large-scale approach to addressing the high school drop-out crisis or a holistic, inspiring, socially and emotionally intelligent effort to guide individuals through a deeply human process of personal transformation. Rather, we have made data and metrics central to our approach to changing the outer world and a culture saturated with idealistic stories, values and myths central to our approach to changing the inner world. Equally important, we have developed a sophisticated model for explaining how these distinct but related processes work together. Our new leadership development model — called “The Flame of Idealism” — is explicitly focused on articulating how we integrate our empirical approach to service, our rigorous approach to developing skills and competencies, our Campbell-inspired approach to reflection, and our intentional culture of idealism. It clearly explains how the powerfully interdependent processes of outer change and inner change can be managed in ways that most effectively support and strengthen each other.

We are proud to report that this work was selected for inclusion in a recently published textbook,The Handbook for Teaching Leadership, written to provide a foundational reference resource presenting the current best thinking about leadership education from the private, public, and non-profit sectors. We are honored to see this approach to leadership development appearing alongside that of celebrated organizations like the U.S. military, Harvard Business School, the Center for Creative Leadership, the Aspen Institute, and others with an enduring interest in the effective development of leaders.

In this era of urgent challenges and limited resources, we cannot afford well-intentioned but ineffective efforts to address pressing public problems like the high school drop-out crisis. We must embrace a disciplined focus on research and data that keeps us focused on the large-scale impact we need to achieve, while simultaneously honoring the central role played by relationships, emotion, and meaning in promoting human transformation. By developing an approach that integrates these two elements of changing the world in sophisticated and powerful ways, City Year is on a path to succeed where others have failed.

Follow Max Klau on Twitter: www.twitter.com/mkb747

*This article was originally posted on Huffington Post Impact on March 27, 2012:

http://www.huffingtonpost.com/max-klau/how-to-change-the-world-a_b_1380805.html

Graduation Rate In U.S. High Schools Increases A Modest 3.5 Percent: Report*

Diverse approaches, including Early Warning Indicator systems used by schools and organizations like City Year and Talent Development, are making impacts on our nation's Drop-out Crisis.

APHAGERSTOWN, Md. — The last straw for 17-year-old Alton Burke was a note left on his door. The high school dropout picked up the phone and re-enrolled at South Hagerstown High.

Burke missed roughly 200 days of class, but Heather Dixon, the student intervention specialist who left the note, never gave up on him.

Aggressive efforts to prevent students such as Burke from dropping out contributed to a modest 3.5 percentage point increase nationally in the high school graduation rate from 2001 to 2009, according to research to be presented Monday at the Grad Nation summit in Washington. The event was organized by the children’s advocacy group America’s Promise Alliance founded by former Secretary of State Colin Powell.

The graduation rate was 75 percent in 2009, meaning 1 in 4 students fails to get a diploma in four years, researchers found. That’s well below the organization’s goal of 90 percent by 2020.

Researchers found that the number of “dropout factories,” schools that fail to graduate more than 60 percent of students on time, had dropped by more than 450 between 2002 and 2010, but that 1,550 remain.

“Big gains are possible if you work hard at it, and if you don’t focus on it, you’re going to go backward,” said Robert Balfanz, a report author and director of the Everyone Graduates Center at the School of Education at Johns Hopkins University.

The increase in graduation rates was primarily because of growth in 12 states, with New York and Tennessee showing double digit gains since 2002, according to the research. At the other end, 10 states had declines: Arizona, Arkansas, California, Connecticut, New Jersey, Nebraska, New Mexico, Nevada, Rhode Island and Utah.

So far, only Wisconsin has met the 90 percent benchmark, although Vermont is close.

“This year’s report proves struggling schools are not destined to fail,” said Education Secretary Arne Duncan. “The reality is that even one dropout factory is too many.”

The authors said there are proven strategies to tackle the problem, such as getting all students to read at grade level, raising the compulsory school attendance age to 18 and developing “early warning” systems to help identify students that might be at risk of later dropping out.

In his State of the Union address, President Barack Obama encouraged states to pass laws to require students to stay in school until they graduate or they turn 18.

It’s estimated that high school graduates will earn $130,000 more over their lifetimes than dropouts, and that high school graduates will generate more than $200,000 in higher tax revenues and savings in government expenditures over their lifetime, the report said.

How to track high school graduation rates has been a contentious issue for years, with states using different methods to come up with a number. Balfanz cited this as a reason why the report does not include the names of the dropout factories. He said they will be included in a future report once all states are consistently reporting data.

States are now required to use the same method to compute graduation rates based on a Bush administration rule issued in 2008.

Nevada stood out for its low graduation rate of 56 percent, a decline of more than 15 percentage points from 2002 to 2009, the largest of any state, the report said. During Nevada’s boom years, students dropped out to earn hefty paychecks parking cars, pouring concrete or serving drinks along the Las Vegas Strip.

“Today, many of Las Vegas’ dropouts are out of work and unable to jumpstart the economy because they lack the required credentials,” the report said.

But Balfanz said there are some signs that the state is “organizing itself against its big challenge.”

The Clark County School District of Las Vegas, for example, has developed a partnership with Vegas PBS for an online program designed to help students earn missing credits needed to graduate. It also started the “Reclaim Your Future” program, which sent school employees and community volunteers door to door to persuade dropouts to return to school.

State education officials in New Mexico and Arizona point to their own graduation statistics, which show rates increasing gradually for three consecutive years.

“When we talk about the economy, there’s a three-prong stool – what are your taxes like, are you business friendly and the third piece is whether you have an education system that is creating a workforce prepared and ready,” New Mexico’s Education Secretary Hanna Skandera said. “And the answer for New Mexico has been `No,’ but it’s an absolute commitment of ours to make that answer `Yes.’ We’re on our way.”

Many of the strategies encouraged by the authors have been adopted in Washington County, Md. The district has a 92 percent graduation rate, up 15 percentage points from 2000. It’s made progress in recent years even as the county’s unemployment rate lingered above the national average and more students needed homelessness services.

The district offers e-learning classes for credit recovery, evening classes, and a family center where pregnant teens and student parents can attend class. Student attendance and performance data are carefully tracked to identify early any students at risk. Intervention specialists develop relationships with these students, doing everything from visiting their homes to helping them connect with community mental health services.

Clayton Wilcox, the district superintendent, said that even as they work to keep students, those who drop out are warmly welcomed back.

“It’s not easy to drop out. We’re going to hound you. Classroom teachers are going to talk to you. Principals are going to talk to you. The guidance counselor is going to talk to you. We don’t make it easy.” Wilcox said.

Dixon, the intervention specialist who works with Burke, and Amy Warrenfeltz, another intervention specialist at South Hagerstown High, said some of the kids they deal with have mental health issues or drug and alcohol problems. Others struggle because they switched schools because of financial issues in their family or had a bad experience in school with a teacher or peer, they said.

Burke said it was hard to get motivated to attend class once he “got into the routine of not getting up and it became a habit.”

“I was nervous coming back because of what people would say or how people would look at me,” Burke said. “It’s awkward when you haven’t been to school in a couple weeks or whatever and then you come back.”

He had met with Dixon multiple times at his house and at school, and after he dropped out, he said he was sure she would return to his home. He said he was happy when she left the note because he wanted an excuse to return to school. He now goes to school full time and takes evening classes four nights a week. He anticipates graduating this spring and wants to attend technical school in heating, ventilation and cooling.

“Before that, I wanted to come back, but I just didn’t know how to come about it,” Burke said.

___

*Associated Press writers Shannon Young in Hartford, Conn.; Cristina Silva in Las Vegas; Susan Montoya Bryan in Albuquerque, N.M. and Will Weissert in Austin, Texas, contributed to this report.

___

Reluctant Starfish

Lauren Joyner, the author of this post, is 23 years old and came to City Year Seattle from Elon, North Carolina. She went to the University of North Carolina. She serves as a tutor and mentor for Wing Luke’s third grade class. A fun fact about Lauren: she can recite every chapter of the Harry Potter series.

James*, a fifth grader at Wing Luke Elementary, began his year as an unwilling participant in the Discovery Club after-school program. Organized and run by the City Year team at Wing Luke, the Discovery Club allows students from kindergarten through fifth grade to meet biweekly for recess, homework tutoring, and structured activities inspired by cultures and communities around the world.

One of only two fifth graders in the program, James claimed that each activity was “for babies” and “so boring.” After three days of refusing to participate in the planned activities, and subsequently sitting aside in the “Think It Over” zone, I knew that something needed to change for James. I serve in a third grade classroom, so my interactions with James are limited to our meetings at Discovery Club and in passing around the school. I made it a goal to acknowledge James whenever possible, so that I could get to know him.

Discovery Club runs year-long, and with four family members in the club, I knew he was in it for the long haul. I went to talk to James.

Starfish after-school students work on an activity together.

I told him, “James, we’re decorating pumpkins today. We’ve got a lot of fun paint colors and art supplies. I bet you’re good at art, and who doesn’t like painting a vegetable?”

“No! That’s kids stuff!” he exclaimed. Hmm, time to try again, I thought.

“Ok, well guess what? Next Tuesday, we’ll be playing a soccer game while learning about Guatemala. I’d like to see you beat Mr. Eric. I’m sure you could take him! Do you play soccer?”

“Ugh, NO!” was his cutting reply as he shifted, turning his back to me.

I didn’t learn much from James about his interests during that conversation, but I let him in on a secret.

“So, James. The other City Years and I were talking, and we think that we could use someone like you, with all of the experiences and knowledge you’ve gained from your years at Wing Luke.”

He remained in his defensive stance, facing the wall with his arms crossed, but he began to glance back over his shoulder.

“There are a lot of younger students in Discovery who could benefit from a role model. Is helping us by being a leader in the club something you would like to do?”

James immediately responded, “Yeah,” followed quickly by, “wait, I mean, no!” He tried to take it back, but the damage was done. I knew something was resonating with him.

During the following sessions, James refused to do certain activities, but he began participating in others, particularly homework time and recess. He was less disruptive, no longer shouting out how bored he was.

Any time I see James on the playground, I exclaim, “James! You look SO excited for Discovery Club today! I know this is your favorite day of the week!”

He’d retort, “Nuh uh! I don’t like Discovery Club!”

Corps member Lauren Joyner of the Samsung City Year Team at Wing Luke Elementary works with one of her students.

This exchange has become routine with us. He plays his part as the agitated, unwilling Explorer, but now there’s a hint of a smile on his face when he’s denying his love for the program.

I know he’s still not completely invested in Discovery Club; however, he painted pictures while lying on his back during our Michelangelo lesson. He played basketball during an activity about Turkey.  He helps to pass out supplies and works with his teammates, rather than moving to the “Think It Over” zone.

James doesn’t have to love Discovery Club, and I’d say it’s realistic to think that he isn’t going to. My goal for James (and for each of the students I serve) is for him to know that someone understands how he is feeling, and to help him believe that his time in the program can be a worthwhile experience filled with positive moments. Based off the small successes so far, I’m optimistic about how his year will play out.