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Prepared for:

Cristo Rey High School Sacramento


Corporate Work-Study Program


Prepared by:

Lauren Arzu
Troy Bradley
Allison Smith
Kaleah Williams

Graduate Student Consulting Team
Sol Price School of Public Policy
University of Southern California





May 2014



Developing Smart Practices for
Corporate Engagement in
Youth Employment



TABLE OF CONTENTS

Executive Summary ........................................................................................................................ 1
Issue Statement................................................................................................................................ 2
Purpose and Methodology .............................................................................................................. 5
Findings ............................................................................................................................................ 7
Theory of Change .......................................................................................................................... 7
Figure 1: Logic Model Outline with Evaluation Framework .................................................... 7
Figure 2: Cristo Rey Work-Study Logic Model ........................................................................ 8
Environmental Scan ...................................................................................................................... 9
Figure 3: Social & Economic Data Infographic ...................................................................... 10
Social Scan Analysis ............................................................................................................... 11
Economic Scan Analysis ......................................................................................................... 13
Technology Scan and Analysis ............................................................................................... 13
Political Scan and Analysis ..................................................................................................... 15
Collaborators and Competitors ................................................................................................ 16
Figure 4: Summary of Environmental Scan ............................................................................ 18
Smart Practices Research ............................................................................................................ 19
Literature Review & Interview Findings ................................................................................. 19
Figure 5: Cascade of Strategic Choices ................................................................................... 22
Recommendations ......................................................................................................................... 23
Figure 6: Recommendations Overview ....................................................................................... 23
Strategy 1: Develop & Communicate a Strategic Plan ............................................................... 24
Strategy 2: Assess Resources & Facilities .................................................................................. 27
Strategy 3: Increase Board Engagement ..................................................................................... 28
Strategy 4: Facilitate a Partners Council .................................................................................... 30
Strategy 5: Implement Employer-Targeted Marketing .............................................................. 31
Strategy 6: Implement Employer-Targeted Marketing .............................................................. 33
Figure 7: Recommendations Logic Model ................................................................................. 35
Conclusion ..................................................................................................................................... 36

Appendices ..................................................................................................................................... 37
Appendix A: Researchable Questions & Design Matrix............................................................. 37
Appendix B: Selected Excerpts from CRKC Strategic Plan ....................................................... 38
Appendix C: Sample Board Member Job Description ................................................................ 40
Appendix D: Sample Board Member Orientation Checklist ...................................................... 41
References ...................................................................................................................................... 43








1

EXECUTIVE SUMMARY
Cristo Rey High School Sacramento (CRHSS) and its national network implement an effective
model for bridging the education and income gaps for low-income and minority students through
a work-study program that supplements a traditional Catholic school education. The national
Cristo Rey Network goal for enrollment is 400 students, with 90% in paid positions. Before
CRHSS can increase enrollment to meet this goal, it must first assess the external environment
for receptivity of additional student placements and evaluate internal processes in order to build
capacity.

The most significant challenge to increasing student enrollment is recruiting and retaining
corporate partners to host work-study placements. This project focuses on three main areas:
defining the theory of change, an environmental scan, and smart practices research by asking the
following questions:

1. Theory of Change: What are the outcomes and impacts for students who attend Cristo
Rey High School Sacramento?
2. Environmental Scan: How do the Sacramento social, technological, economic and
political environments affect Cristo Reys ability to recruit and retain employers?
3. Smart Practices: What are the most effective practices for recruiting and retaining
corporate partners for student placement programs?
A combination of methodologies including agency record review, semi-structured interviews,
and a literature review were used to determine threats to and opportunities for youth employment
in the Sacramento area, identify successes and challenges in student placement, and identify
smart practices that will help CRHSS market its program to employers.

Based on interviews and research conducted, it is recommended that Cristo Rey consider the
following strategies to increase employer recruitment:

1. Develop and Communicate a Strategic Plan
2. Assess Resources and Facilities
3. Increase Board Engagement
4. Facilitate a Partners Council
5. Implement Employer-Targeted Marketing
6. Revise Work-Study Structures







2
Closing the Gap


16% of Hispanic students
nationally graduate High School
prepared for college.

88% of Cristo Rey High School
Sacramentos students are
Hispanic.

97% of Cristo Rey High School
Sacramento students are
accepted into college.
ISSUE STATEMENT
The Cristo Rey network implements a proven model that effectively prepares traditionally
underserved students for college, while exposing these students to relevant work experience.
Cristo Rey High School Sacramento (CRHSS) hopes to expand this opportunity to more
students, but must simultaneously increase partnerships with local employers to accommodate
this growth.

BACKGROUND
Despite recently marking the

fiftieth anniversary of
Americas War on Poverty, childhood poverty rates in
America have reached record highs, disproportionately
affecting black and Hispanic youth (Ending Child Poverty,
2012). Recent reports illustrate that poverty negatively
affects student academic achievement, causes lifelong
health disparities and exposes youth to social risk factors
that result in a lifetime of low-income jobs, perpetuating
the cycle of poverty (Strauss, 2013).

One of the most important pathways to success is a quality
education. Unfortunately, minorities in the United States
are less likely to graduate high school and continue on to
college than their white counterparts. In fact, only 51%
of all black students and 52% of all Hispanic students
graduate, and only 20% of all black students and 16% of
all Hispanic students leave high school college-ready
(Greene and Forster, 2003). Statistics in the Sacramento area are somewhat better, but still
problematic. In 2009, only 61% of black students and 71.5% of Latino students graduated from
high school in the Sacramento-Tahoe area (CA.gov, 2014). Nationwide, only 18% of freshmen
entering college are black or Hispanic (Greene and Forster, 2003).

While many attribute the problem to a lack of funding or discriminatory policies, Greene and
Forster (2003) conclude that minorities are underrepresented because these students are not
acquiring college-ready skills in the K-12 system, rather than inadequate financial aid or
affirmative action policies. The issue is further compounded by the disparity of black and
Hispanic youth experience beyond the classroom. Too few low-income and minority youth are
able to find meaningful work (Deruy, 2013). Average unemployment for youth ages 16-19 who
were actively looking for work in December 2013 was 17.25%, some sources show that this
number rises to 43% among blacks and 29% among Latinos. (BLS, 2013A; BLS, 2013B; Ayres,
2013).

The opportunity gap, where minority youth in low-income, urban areas have too few
opportunities to receive a quality education and career enhancing work experience, correlates to
the achievement gap. Students who do not graduate high school or college face a lifelong
barrier to higher incomes and greater opportunities (Greene and Forster, 2003). College
graduates earn significantly more than people who have only a high school diploma (Gottschalk,

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Cristo Rey
By The Numbers


301 Students enrolled

Enrollment Goal: 400

81Current Employers

Students work 5 days per month

7 to 7.5Hours worked daily

Average class size: 21.4

1997). However, this gap has greater implications than its effect on one student or one family.
Income and opportunity gaps have long-term consequences for the national and global economy.
If youth are not prepared for skilled jobs, there will continue to be a shortage in labor,
particularly in Science, Technology, Engineering and Math (STEM) fields, which will further
perpetuate income gaps and negatively impact the nations economy (ManpowerGroup, 2012).

The Cristo Rey network understands the implication of these statistics and effectively works to
address the opportunity and achievement gaps. Both on a national platform and in Sacramento,
Cristo Rey has demonstrated success in closing the opportunity gap by increasing educational
attainment and building social capital in its students. CRHSS boasts a 97% college acceptance
rate, showing significant gains compared to their counterparts (Enright, n.d). The school is eager
to increase its impact by serving more students, but can only do so by increasing partnerships
with the business community; 90% of students need to be in paid work-study positions.

One challenge for CRHSS lies in conveying the value of their model and the importance of
closing this opportunity gap to the Sacramento business community. This study offers a logic
model to better highlight the impact of the work-study placement on student achievement and
how to recruit employers more effectively.

ISSUE ANALYSIS
Cristo Rey High School Sacramento has fewer students
than the network goal of 400. When CRHSS achieves this
goal, the school will become profitable and sustainable
(Brown, 2014). The current model is depends on
employers to hire students to fund their education.
However, high school students may lack the necessary
training and skills to contribute to the organization and
may require significant supervision. This reality, paired
with significant unemployment among adults, makes
placing youth in jobs even more difficult. The
ManpowerGroup released a policy brief in 2012
indicating that high youth unemployment is not just a
reflection of the recent economic recession, but rather a
structural problem that has pushed youth out of the job
market for decades. The ManpowerGroup report suggests
that finding partners that support youth employment and
have appropriate positions is a challenge that should be
met with major policy changes, not just improved
marketing strategy (Manpowergroup, 2012).

Because Cristo Rey is a faith-based institution, it faces additional challenges in partnering with
private companies and the public sector. The Workforce Investment Act (WIA) provides federal
funds for youth employment initiatives in the city and the WIA administers in Sacramento
acknowledge that faith-based organizations have a legal right to participate in the programming.
However, research shows that faith-based institutions are hesitant to participate in government
funded projects (McConnell, et.al, 2005).

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Interviews indicate that the CRHSS Board of Directors is the most important resource CRHSS
has in recruiting new employers. Cristo Rey has a traditional nonprofit board responsible for
hiring and firing the President, providing strategic guidance for the organization, and fundraising
and performing community outreach. Gerald Salancik (1995) asserts in his work Wanted: A
Good Network Theory of Organization, that beyond a single organization, we know that firms
cluster because of their involvement on each other's boards and that such clusters relate to
community influence, to corporate giving[and] to power. Salancik suggests that board
members are critical for establishing and maintaining networks that drive resources. In addition,
political acumen is required to balance these networks and address stakeholder interests.

According to Boleman and Deals political frame, organizations are composed of various
coalitions with enduring differences, and decisions surrounding the allocation of scarce resources
produce conflicts that require bargaining and negotiation (Boleman and Deal, 2008). Cristo Rey
Sacramentos stakeholders compose these coalitions, and CRHSS work-study staff is aware that
they will need to build strong relationships with multiple groups to accomplish CRHSS goals.

There is tension between the goals of the various stakeholders. For example, faculty and staff
want the students to succeed in high school and obtain a college degree to give them the best
preparation for a successful career and financially secure future. Parents of students,
alternatively, want students to start working and supporting the family immediately after they
graduate high school. It is difficult for low-income families to delay working even though they
could earn much more money in the long run if they graduate from college (White, M., Personal
communication, 2014).

An even greater tension surrounds the optimal number of students enrolled in Cristo Rey. The
Cristo Rey Network wants Cristo Rey Sacramento to enroll 400 students, but CRHSS
administration feels the local economy cannot support that many students. The Network wants
to increase enrollment to 15,000 total students across the network by 2020 (Foley, 2014) and
according to network theory, their expectations are sound. Network theory suggests that
organizations that occupy similar positions in a network should act similarly, placing a
reasonable expectation that Cristo Rey Sacramento contribute equally to the Networks national
goal (Greenwald, 2008). However, Cristo Rey Sacramento is balancing the desire to serve more
students with the economic struggles in the region.

While contingency theory would suggest that organizations need to able to adapt to ever-
changing conditions and within a network operate with autonomy to address specific factors, this
project assumes that the enrollment goal of 400 students is non-negotiable and will recommend
strategies that aim toward that goal.






5
PURPOSE AND METHODOLOGY
PURPOSE
The purpose of this research is to determine the most effective strategies for Cristo Rey
Sacramento to increase business partnerships and sustain increased student enrollment.

RESEARCHABLE QUESTIONS
In order to systematically uncover challenges to and opportunities for expanding the Cristo Rey
program in Sacramento, this study explores following researchable questions:

1. Theory of Change: What are the outcomes and impacts for students who attend Cristo
Rey High School Sacramento?
2. Environmental Scan: How do the Sacramento social, technological, economic and
political environments affect Cristo Reys ability to recruit and retain employers?
3. Smart Practices: What are the most effective practices for recruiting and retaining
corporate partners for student placement programs?

Appendix A offers a detailed breakdown of each question and the corresponding methodologies
in the form of a Design Matrix.

METHODOLOGY
Agency record reviews, interviews, and smart practice research informed efforts to answer these
researchable questions. In order to gain a greater understanding of Cristo Reys impact on
students and businesses, this study conducted original research into alternative approaches to
work placement partnerships.
AGENCY RECORD REVIEWS
Program evaluation expert Harry Hatry defines agency records as, any data formally entered
into an agencys record system by a representative of the organization (Wholey, Hatry and
Newcomer, 2010). This project analyzed graduation rates, college acceptance rates, student
demographics and corporate partner information to develop and test a theory of change through a
logic model sequence.
Agency record review is favorable because the data are readily available. Cristo Rey Sacramento
and the other schools in Cristo Rey network currently gather this information and this study was
able to simply analyze the data in a new way. However, it is important to remember selection
bias may exist if a comparison is made to traditional Sacramento schools given Cristo Reys
ability to attract students and parents who are willing and able to meet the Cristo Rey standards.
SMART PRACTICE RESEARCH
Smart practices research aims to gather successful strategies and present recommendations for
adapting practices within a particular program or organization. The research selected for review
should identify the smartest practices and then illustrate how these practices are transferrable and
aim to derive principles and theories (Myers, Smith and Martin, 2006). This study conducted
smart practice research through literature review and interviews. Academic research into

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innovative schools serving low-income, minority students in urban centers is included as is
research on the motivations behind employer participation in such programs and smart practices
for board engagement (Huebner and Corbett, n.d.; Bailey, Hughes, and Barr, 1998).

In addition to the literature review, this study identified smart practices through interviews with
key individuals in the national Cristo Rey network, stakeholders in the Sacramento area and
experts working on the same issues at similar organizations.

INTERVIEWS
Semi-structured interviews are important tools for obtaining highly personalized data, especially
when more probing and flexibility is needed during the process (Gray, 2009). The interview
process allows for questions to be adapted and follow-up questions to be posed to gain the best
results (Hammer and Wildavsky, 1983). Interviews with similar organizations helped determine
if ideas for marketing the school have had success in related settings. The interviews established
and communicated a clear purpose and posed a well thought out line of questioning to interview
participants.

LIMITATIONS OF METHODOLOGY
Agency record review can be problematic in that data may be missing, incomplete or difficult to
break down into useful categories (Wholey, Hatry and Newcomer, 2010). Bretschneider, Marc-
Aurele, and Wu (2005) also caution against allowing biases and small samples to undermine the
potential for replication in better practice research. The scope of this project did not allow for a
review of data entry procedures, but thoughtful interviews helped fill in any holes in the data and
literature to determine the feasibility of applying better practices at Cristo Rey.

Interviews are a time consuming methodology and personal bias can yield inaccurate results.
Because interviews are open-ended by nature, they cannot be done perfectly (Hammer and
Wildavsky, 1983.). In order to address these limitations, this study designed a semi-structured
interview plan, strategically identified various interview subjects and used multiple interviewers
to combat personal bias.









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FINDINGS: THEORY OF CHANGE

Developing an organizational theory of change and logic model help draw a picture of a
programs potential for success (W.W. Kellog Foundation, 2004). This process assesses external
factors and theoretical assumptions, and then analyzes their effect on the internal resources,
strategies and activities. As shown in Figure 1, a logical progression is draw from program
activities to outputs, immediate and intermediate outcomes and intended impact. Cristo Rey High
School Sacramento currently boasts effective immediate outcomes such as high graduation and
college acceptance rates; but how is the organization connecting their efforts to the intended
outcomes? It is important for Cristo Rey to paint a clear picture of how and a why work-study
program combined with a Catholic education leads to better youth outcomes and social impact.

Using a logic model demonstrates how and why funders should invest in a program; it illustrates
the return on investment in both magnitude and turnaround (W.W. Kellogg Foundation, 2004;
McLaughlin and Jordan, 1999). The logic model will also serve as the basis for program
evaluation by informing researchable questions and clearly selecting indicators to be measured.
The evaluation may be formative, assessing the processes by which a program seeks change or it
may be summative, assessing the end result.

This report was led by the assumption that Cristo Rey is already achieving its outputs and short-
term outcomes. In order to expand its efforts, the organization must focus on context or
relationships and capacity as well as the behind-the-scenes activities that lead to employer
recruitment and student placement. Figure 2- Cristo Rey Work-Study Logic Model on the
following page illustrates the Cristo Rey approach, taking various audiences into account.
Figure 1- Logic Model Outline with Evaluation Framework, (W.W. Kellogg Foundation, 2004).








8

Internal Constituencies
Board of Directors
Leadership Team
Faculty & Staff
Students

External Constituencies
Sacramento business
community
Employer
partnerships
Student supervisors
Collaborating
nonprofits

Financial
Tuition
Work-Study income
Grants
Cash/In-Kind
Donations
Tax status

Facilities
New property
Buses
Students
Academics
Extra-Curriculars
Job Skills Training
Work-Study
Placement
Campus Ministry

Businesses
Relationship
building
Training on youth
development
Student evaluations
On-going technical
support
Number of
students served
Number of
employers
Number of work-
study placements
Tuition dollars
earned
Students
Students demonstrate
proficiency on
standardized tests
Students graduate from
high school
Students attend college
or vocational school
Students demonstrate
ability to make decisions
that help them progress
toward career goals
Students demonstrate
leadership skills and
commitment to
community service

Cristo Rey Sacramento
CRHSS operates at
capacity
CRHSS maintains
financial profitability

Businesses
Businesses develop
priority training needs
for future workforce
Business cultivate
positive relationships

Students
Students earn additional
$900K over lifetime
Students attain self-
sufficiency; live above
poverty
Students demonstrate
commitment to lifelong
learning
Students become
leaders in their
community
Students give back to
Cristo Rey

Cristo Rey Sacramento
CRHSS expands
programming
CRHSS promotes
evidence-based model

Businesses
Business recruit
employees who are
prepared for current
workplace demands
Businesses experience
profitability
Businesses continue
social responsibility

Students
Students
demonstrate
motivation for
academic success
Students develop
soft skills for
career
development
Students gain
opportunity to
explore future
careers
Student develop
skills to avoid
negative influences
like drugs and
gangs

Businesses
Businesses
demonstrate
commitment to
social responsibility
Businesses actively
engage in
workforce
development

Local Economy
Employment Rate
Political Climate
Attitudes toward
FBCOs

There is a common
understanding, if not
shared value in the
merit of Jesuit
education over public
schooling.

Low-income youth in
Sacramento
Businesses
withcommitment to CR
mission /investment in
workforce

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FINDINGS: ENVIRONMENTAL SCAN

According to Brown and Weiner (1985) environmental scanning is "a kind of radar to scan the
world systematically and signal the new, the unexpected, the major and the minor" (Brown and
Weiner, 1985, p. ix). Organizations use environmental scanning to understand external forces,
track trends and make better organizational decisions based on the information. In order for
Cristo Rey High School Sacramento to improve internal processes and increase enrollment, the
organization must first acknowledge external forces. It is important to note that this scan
provides up-to-date information that might launch immediate recommendations, but the process
of environmental scanning and strategy alignment is ongoing.

This scan addresses the following questions:
1. How do the social, technological, economic and political environments affect CRHSSs
ability to recruit and retain employers?
2. What are the major trends that directly or indirectly affect CRHSS?
3. What threats emerge?
4. What opportunities are present?
SOCIAL & ECONOMIC SCAN
The social environment scan tracks changes in the general demographics including age, race,
religion, and education status. The social scan also assesses cultural and attitudinal shifts that
might affect organizational decision-making. Meanwhile, the economic scan tracks local, state
and national market trends including income and employment.

Lifestyle
Sacramento Business Journal recently rated Sacramento against other cities in the Northwest.
Reporter Christopher Arns (2013) explains, the Sacramento region was poised to become one of
the most desirable places in the American West before the housing crisis hit in 2008. Arns
describes the economic recession as a sucker punch that knocked out the thriving housing
market, stunted job growth and crippled the citys up and coming reputation (Arns, 2013).

A brief scan of review sites like Yelp and Yahoo Answers reflect attitudes that the city lacks a
notable reputation or culture. Many reviewers said it took time to like living in the city, while
others strictly warned against setting roots in Californias capitol, arguing the city was stuck in
time warp. Others seemed hopeful that the city would gain momentum and eventually reach its
potential as the most desirable city in the American West (Yelp, 2013; Yahoo, 2007; Yahoo,
2008).

10



























Figure 3: Social& Economic Scan Data
Median Income- Sac vs. Cali

Of Sacramento
Residents live in poverty
Sacramento population
increase from 2000-2011
Hispanics live in poverty
in Sacramento
Median age in Sacramento versus
median age in California
Racial
Demographics

Educational
Attainment

Percent of Sac residents
who are affiliated with a
religious congregation
Percent of those affiliated
with religious congregation
who are Catholic

Sacramento
Target Growth Industries:
Advanced Manufacturing
Agriculture & Food
Clean Tech
Information Tech
Life Science & Health
Service
Sacramento ranks 29
th
in the
nation for number of
businesses in a metro area
Sacramento residents give less to
charity when compared to the rest
of the nation.




Sacramento residents lean left
politically.

11
SOCIAL & ECONOMIC SCANS CONTINUED

Overview of Philanthropic Community
In 2011, the Sacramento Region Community
Foundation released The Greater Sacramento
Generosity Project Research Summary, which
reported on philanthropic giving locally. The
report found that giving in Sacramento lagged
behind the rest of the nation by about five
percent and that the citys philanthropy was
driven by just a few generous individuals and
businesses (Center for Strategic Economic
Research, 2011). Ninety-six percent of those
who give in Sacramento make $100,000+
annually and 85% have a graduate or
professional degree, although this group
represents only 10% of the citys population. Of
those who gave to charity most gave to
religious organizations despite the fact that less than 40% of Sacramento residents belong to a
congregation. Residents in Sacramento cited four motivating factors for giving: tax benefits,
being asked to give by an employer, being asked to give by a friend or associate, and directly
helping (Center for Strategic Economic Research, 2011).

The Greater Sacramento Generosity Project is currently in the midst of a multi-year education
and outreach campaign that aimed to increase giving in Sacramento to bring the city up to the
national rates. This effort includes a push for online giving to engage young people who give less
in Sacramento than their peers across the country (Rhee, 2013; Center for Strategic Economic
Research, 2011). The Sacramento Bee followed The Greater Sacramento Generosity Project
efforts in 2013 noting that the regions nonprofits need to reach out to the young and the
wealthy if they are to close the giving gap with the rest of the country and to recover from the
Great Recession (Rhee, 2013).
Analysis of Social Environment
The social scan illustrates that the Sacramentos population is growing overall and increasingly
Hispanic. The median income is increasing and residents are comparatively young and Catholic.
It is also likely, given state and national trends, that poverty increased in the city between 2009
and 2011, particularly among Hispanics (Edwards, 2014).
CRHSS noted similar trends, particularly the growth of the Hispanic population and their ties to
the Catholic Church in their 2006 Feasibility Study. It is apparent that there is a growing demand
for the schools services, but how do these trends translate into employer recruitment? One
challenge that has been noted is Cristo Reys faith-based affiliation. The school must be
cognizant of the Catholic brand and how that resonates with the 63% of the countys population
who are not religiously affiliated and the 50% of those who are religious, but not Catholic.

Table 1: Sacramento Giving Profile
Source: Generosity Project Report





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"Millennials [experience]
higher levels of student loan
debt, poverty and
unemployment, and lower
levels of wealth and personal
income than [previous]
generations"
- Pew Research, 2014

Millennials

Born after 1980
Age of Adults today: 18 - 33
Share of Adult Population: 27%
Voter Registration:
50% Independent
27% Democrat
17% Republican

Outreach to the secular world must not assume that the audience understands the value of a
Catholic education. Messages might also highlight the work-study program as the differentiation
between a Cristo Rey education and a public school education, and translate tuition dollars into
the support services offered by CRHSS.

Still, targeted messages must be crafted to the citys Catholic population. The Catholic faith
teaches salvation through good works or giving to the needy as penance for sins and ultimately
for acceptance to heaven. Catholics also believe that the Church should be primarily responsible
for providing social welfare; Sigrun Kahl (2005) explains, Catholic policymakers and Church
officials, [as well as] the population opposed secularizing poor relief. The fear was that a secular
system would erase the divine benevolence of the giver (p. 99). With this in mind, appeals to
individual Catholics and parishes should focus on good works and supporting the poor.

Another interesting trend that emerges from the scan is the
young population: residents average age is 33, compared to
45.6 years-old statewide. This trend suggests that CRHSS
is serving students who make up the same generation as
much of the citys workforce. Millennials are the most
diverse American generation, they tend to be team-oriented
and value freedom of choice in work environments (Gross,
2012). This generation often wants to jump into large,
impactful projects rather than first paying their dues with
menial work (Agan, 2013). Millennials lean to the left
politically, and may need to be reassured that CRHSS
welcomes students of any faith (Wilson, 2014; Jones, Cox
& Laser, 2011). Seventy-five percent of Millennials made
philanthropic donations in 2011; donations were typically
small suggesting a willingness to support a cause despite
limited financial means (Huffington Post, 2012). It is
likely that Millennials will be drawn to a company that
supports charitable giving and social responsibility.


Understanding Millennials in the workforce is critical for CRHSS
in finding meaningful placements for its students. The Cristo Rey
network places a high value on corporate and clerical positions,
but these positions may not excite students and may not represent
the future, Millennial-led work environment. Granted, teens need
to learn job-skills and etiquette, but Millennials need to find
meaning in their work in order to excel. Millennials may serve as
internal champions for the program, despite not having enough
influence to approve hiring a CRHSS student. CRHSS might also
target Millennials as site supervisors, providing a management
trainingopportunity for a companys young employees.



13
Sacramento Income
At-A-Glance


$47,908 Sacramento median
household income
$57,287 California median
household income
$32,568 Average CRHSS family
income
88% CRHSS students qualify for
the federal free or reduced lunch
program.

Analysis of Economic Scan
The economic scan reveals the City of Sacramento is yet to
reach pre-recession prosperity. Median income lags
behind the state median, unemployment is higher than the
national average, and many residents are living at or below
poverty. Evidence from the economic scan echoes
sentiments from interview participants who explain a
major challenge to youth employment is the competition
with the adult labor market and sluggish economic
recovery (Hansen, B., personal communication, March 21,
2014). Still, the city ranks 29
th
in the country for the
number of businesses, and several targeted growth
industries and emerging technology businesses are
demanding a new, skilled workforce (Sacramento Business
Journal, 2012).

As the citys economy recovers, residents will likely
become more philanthropic. The Greater Sacramento
Generosity Project report illustrates that most residents
who give, give to religious institutions and education,
which positions Cristo Rey at the crux of Sacramentos philanthropic causes. Employer
recruitment messages may need to hone in on these values or seek out individuals or businesses
that openly support such causes.
The literature indicates that pitches to businesses need to appeal to a specific motivating factor,
particularly philanthropy or the bottom line. The Generosity Project indicates a similar approach
must be taken with individuals who can be targeted as champions within a potential partner
organization or donors. The Generosity Project also offers an opportunity to be involved in the
conversation surrounding philanthropy in the community and increase awareness about Cristo
Reys impact.
TECHNOLOGY SCAN
Technology is constantly changing and reshaping our environment. Technology scans do not just
apply to information technology content, but rather how usage and advancement affect lifestyle
and economic opportunity. This scan assesses how technology affects CRHSSs work-study
placements.

According to Andrew McAffee of the MIT Sloan College of Management, the recent technology
boom and impending robotics boom both negatively impact jobs. McAfee explains that early
technology advances from the industrial revolutions machinery through recent computer
advances have taken human jobs from manufacturing to clerical work (McAffee, 2012). In fact,
MITs research suggests that companies have found ways to use technology to replace those jobs
lost during the recession.
Technology growth has also given way to remote access. Based on the Telework Research
Networks findings, "the total number of employees who work at home in this country when

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counting both groups [those who work remotely for another company and those who are self-
employed] expanded by 60 percent in the 2000-to-2010 timeframe" (Levitz, 2013). Research
suggests that this trend will continue as Millennial workers push for increased flexibility and
work-life balance.
Noting again the unique aspect of the Millennial generation, Cristo Rey students are typically
more tech savvy than older generations. Current technologies are considered indigenous to
Millennials, it is integral to their academic, social and personal lives. [Millennials] do not think
about adaptation at all; technology for them is a sixth sense, a way of knowing and interacting
with the world (Hershatter, 2012).Utilizing Millennial tech savvy is important in job
placements, but CRHSS but must also capitalize on the growing tech industries in the area.
According to the Sacramento Area Regional Technology Alliance (SARTA), clean technology
and agricultural technology are budding tech industries locally.

SARTA reported about 1,000 new jobs in the regions Clean Tech industry. The Sacramento
Chamber of Commerce reports [Clean Tech] is another global emerging technology area where
experts see strength in the Capital Region both in terms of existing companies and innovation
activity (Sacramento Chamber, n.d).

SARTA launched AgStart in 2013 to support the growth of agricultural technology companies
and startups and solidify Sacramentos role in the California agriculture industry. The
Sacramento Chamber of Commerce reports that the industry currently supports over 37,000
payroll jobs and $3.5 billion of output (Sacramento Chamber, n.d.). The Chamber expects slow
job growth in the industry into 2020, but notes the industries importance in the regions
economic vitality.

Analysis of Technology Environment
While it is no surprise that some technological advances have shifted manpower needs, it is an
important note given than CRHSS targets clerical work that may be done more efficiently by
automated systems and electronic technologies.
Similarly, the shift toward teleworking (even part-
time teleworking) shows a trend away from the
traditional workplace, while CRHSS is trying to
insert youth into a, perhaps old-fashioned, concept of
the work environment. This shift also suggests that
there may be fewer employees in the office on a
given day to supervise work-study students.
Telework trends may present the opportunity for
CRHSS students to work remotely, thus eliminating
some challenges employers face in hosting a work-
study student such as space and supervision. If an
employer had project based work and the student did not need to travel to the company regularly,
CRHSS could work with companies based in San Francisco or other areas currently outside of
the area serviced by schooltransportation. However, this model may not produce the desired
workplace learning outcomes for students.

[Clean Tech] is another global
emerging technology area
where experts see strength in
the Capital Region both in
terms of existing companies
and innovation activity
(Sacramento Chamber, n.d).

15
The technology scan once again emphasizes the Millennial generation and their workplace
values that may not reflect those of the CRHSS leadership. The emphasis on clerical positions
may not align with the tech-driven workforce who is eager to take on meaningful projects.

POLITICAL SCAN
In the national political landscape, the Catholic Church
has aligned with conservative politics on social issues
(Frankovich, 2013). However, more than half of
Sacramento residents identify as Democrats and only
21% identify as Republican. This political sway aligns
with previous analysis of Millennials and Sacramentos
young population.

In addition to the politics of religion, CRHSS must
navigate the political landscape of education. According to the California Department of
Education (CDE), private schools operate outside the jurisdiction of the CDE and most state
regulations, (California Department of Education, n.d.). This allows CRHSS freedom to
develop curriculum and affords the school exemption from state testing and teacher licensing
standards. Private schools in California do not have to adhere to compulsory attendance, which
allows CRHSS to replace class time with work experience once a week (US DOE, Office of
Innovation and Improvement, 2009).

While the deregulation of private schools allows certain freedoms, it also means that Cristo Rey
cannot receive any state funding nor can students receive tuition assistance, despite the fact that
CRHSS serves a low-income population. The only exception is that CRHSS can receive funding
for free and reduced lunches under the states Child Nutrition Program (US DOE, Office of
Innovation and Improvement, 2009).

Similar to state funding, Cristo Rey faces barriers to federal funding, such as the Workforce
Investment Act of 1998 (WIA). WIA funds support the Sacramento Works youth initiative,
which operates nine provider sites that train and place youth in employment positions. Although
Charitable Choice laws afford Cristo Rey the opportunity to apply for these federal dollars, none
of the current Sacramento WIA providers represent faith-based community organizations (B.
Hansen, personal communication, March 21, 2014).

In 2005, the national policy research firm, Mathematica, conducted a study into the inclusion of
faith-based community organizations (FBCO) in WIA initiatives. The research indicates that
organizations like Cristo Rey are valuable resources in providing services for difficult to reach
populations and that these organizations can actually better leverage funds with existing
resources (McConnell, et.al, 2005). The report also noted that few FBCOs seek governmental
partnerships out of lack of awareness and concern about mission alignment, autonomy in
operations or capacity (McConnell, et.al, 2005). Given Cristo Reys willingness to engage
thepublic sector, the organization may be apt to apply for government funding to support work-
study training.

The political scan assesses
regulatory factors that
present opportunities and
constraints as well as
internal organizational
politics and power dynamics
that contribute to growth.

16
CRHSS must operate within the political context of the national Cristo Rey network and the
Jesuit Secondary Education Association. Each sets policies and performance expectations for
Catholic schools across the nation, including CRHSS. At the local level, CRHSS is sponsored by
the Sisters of Mercy of the Americas, the California Province of the Sisters of Norte Dame de
Namur and the California Province of the Society of Jesus. CRHSS must also consider its 90
community business partners as stakeholders in carrying out its mission (About us, n.d.).
Understanding these relationships, in addition to internal policies and power dynamics, is crucial
to setting strategic direction for CRHSS.

Analysis of Political Environment
Much like the social environment analysis, the scan of the political environment calls attention to
the Catholic brand and how its conservative lean resonates with the young, liberal leaning
demographic of Sacramentos general population. Brian Heese, Corporate Work-Study Director
at Cristo Rey High School in New York City expressed only a periodic concern regarding the
schools Catholic affiliation among potential employers and explained that reiterating the non
religious nature of the program along with the schools nondiscrimination policies helped ease
concerns.

The limitations that CRHSS faces in state and federal funding are unfortunate, but do not bar
CRHSS from joining the citys unified message about youth employment and workforce
development. In order to increase employer participation, CRHSS can align with general
advocacy efforts in the region.

Lastly, it is important to acknowledge the constraints that come with networks, sponsorships and
affiliations. The national Cristo Rey network sets loose guidelines for its schools allowing them
to develop programs that align with their citys needs. Recommendations for improving CRHSS
employer recruitment will need to be vetted through various stakeholder interests.

COLLABORATORS
Cristo Rey High School Sacramento has the advantage of being a part of a widespread network
of twenty-six similar schools with defined purposes and goals, with similar backgrounds and
affiliation, and with support from each other and the Catholic Church. The schools in the Cristo
Rey Network can collaborate with each other to share smart practices and successes. Other
collaborators in the work-study program include the board, students and their families, alumni,
and the local businesses who partner with CRHSS. All collaborators have important roles in the
success of the work-study program.

COMPETITORS
Cristo Reys programs and low-income requirement makes the school unique. CRHSS does not
compete with local Catholic schools because the students admitted into CRHSS typically cannot
afford full tuition. Many public schools in the area develop job skills or college preparedness,
but not both. However, there are competitors in the arena for youth job and internship
placements.

West Sacramento School for Independent Study (WSIS) requires students to work between
twenty and thirty hours per week. However, WSIS does not attend traditional classes; instead

17
students have a flexible schedule that includes weekly meetings with subject area teachers in
English, math, social science and science to receive instruction, get assignments, and review
work (Washington USD). These students may be more employable than CRHSS students
because they work more than one day each week. WSIS does not focus on college preparation
like CRHSS does, and does not appeal to organizations interested in philanthropy.

Other organizations in the community that provide job training assistance and education
programs include Goodwill, the Job Corps, and Sacramento Works. In addition to its widely
recognized secondhand store and job-training programs, Goodwill has a mentoring program
called Goodwill GoodGuides for youth between the ages of 12-17 who are at risk for making
harmful choices (Goodwill, Programs). Goodwill partners with local businesses to train people
locally in relevant job skills (Goodwill, Our Partners). CRHSS and Goodwill share the smart
practice of working closely with each individual employer to understand the employers unique
business needs and providing ongoing managerial support and training (Goodwill,
Employment).

Sacramento Job Corps Center offers vocational training, GED preparation and testing, and
English-as-a-Second Language as well as counseling and job placement services to youth ages
16-24 (Sacramento Works, 2013). The mission of the Sacramento Job Corps Center is teaching
eligible young people the skills they need to become employable and independent and placing
them in meaningful jobs or further education, (Sacramento Job Corps). By placing low-income
students into local jobs, they are likely competing for many of the same jobs as CRHSS. This
program is funded by the Department of Labor and not tied to faith-based institutions, so it may
appeal to some companies who prefer not to work with faith-based schools.

Sacramento Works Youth Programs provide high-risk youth ages 16-21 with access to Youth
Specialists who can help them obtain work experience mentoring, guidance and counseling
(Sacramento Works). In addition to serving youth, Sacramento Works Youth Programs supports
employers by offering workshops on hiring, retention, training, and more. These services may
be a helpful to small employers that may not be able to afford to work with CRHSS.










18
FIGURE 4: ENVIRONMENTAL SCAN SUMMARY





Social Trends


Economic Trends

Technology Trends

Political Trends

Population increased
16.8% from 2000-2011
Median age (33) is
significantly younger
than state (46)
Increase in Hispanic
population, who also
experience high rates
of poverty
Low (compared to
national average)
population affiliated
with religious
congregation, but of
those who are
affiliated half are
Catholic

Slow economic
recovery
Remains high
ranking for number
of businesses in a
metro area
Five specific,
targeted growth
industries with
workforce demand
Low philanthropic
giving, compared to
national rates
Most who give,
donate to religious
institutions and
education causes

Tech advances
threaten entry-level,
clerical positions
Telecommuting may
decrease number of
staff in office
Sacramento has
budding CleanTech
and AgroTech
industries
Youth continued to
be valued as tech
savvy

Catholic brand
beginning to separate
from social
conservative platform
Faith-based
organizations remain
hesitant to consider
government funding
opportunities despite
limited legal
constraints
Sacramento continues
to lean left politically

Threats
High unemployment among adults
Tech advances take away jobs targeted for
Cristo Rey placement
Catholic brand awareness/value alignment
among Sacramentos mostly liberal, very
young and nonreligious population
Other youth employment programs in the
area offered at lower cost of employer

Opportunities
Market program through targeted messages to
Catholic community, residents who currently donate
to religious institutions and young people
Create brand awareness that aligns with community
values
Place students in target growth industries,
particularly CleanTech and AgroTech
Potential partnership with SETA and WIA program
as provider
Opportunities to join crucial community
conversations through The Generosity Project and
youth employment advocacy efforts

19
FINDINGS: SMART PRACTICES GLEANED FROM INTERVIEWS
AND LITERATURE REVIEW

While only a handful of youth work-study programs have been rigorously evaluated, the data
available reveals limited sustained success for students. Of the programs evaluated, successful
programs are thoughtfully designed to meet the unique needs of youth and invest in their
operational and service delivery capacity (Public Private Ventures, 2002). Effective programs
provide youth with a substantive understanding of the career market and how to be competitive
to employers (ManpowerGroup, 2012). Students that participate in work-study programs are
more likely to attend college or go to work compared to their peers (Engaging Youth in Work
Experiences, 2011). Effective work-study programs (1) have a clear mission and goals, (2) focus
on employable skills, and (3) provide comprehensive services (Collura, 2010).

PARTNER MOTIVATION & RECRUITMENT
Successfully recruiting and sustaining partners requires a significant amount of time and energy.
Cristo Rey Sacramento Director of Corporate Work-Study, David Brown, spends 70% of his
time recruiting new employers, and Larry Scott, Browns counterpart in Los Angeles, finds it
takes an average of 18 months to bring a new employer onboard (Brown, 2014 and Scott, 2014).
A strategic plan of action yields an average growth rate of 14%, roughly 6 employers per year
(Bailey et al, 2000). A survey of over 600 current and potential internship employers found that
philanthropy is the strongest motivation for employers to participate in work-study programs,
followed by individual motivation and collective good (Bailey et al, 2000). One of the biggest
barriers to participation is the perceived loss of trainer productivity (Bailey et al, 2000).
Programs that successfully recruit partners conduct research
through surveys, interviews, and focus groups to identify
growth industries and ideal firms within those industries or
use existing partners to serve on committees to identify and
establish business contacts on behalf of the school (Hughes,
1998). A key component of partner recruitment is tailoring
the pitch to the employers needs be they philanthropic or
business-oriented (Jastrzab and Dun Rappaport, 2003; White,
2014). An important message to potential employers is the
growth of the local talent base and input toward workforce
development training and skills-building (Purdy, 2014).
Effective outreach involves a clear goal, objectives, and strategies with a timeline for
completions, as well as communication materials that tailor the messaging to the employers
needs (Wagner and Wonacott, 2007). Similar to the recruitment of funders, securing partners for
job placements may require engaging partners in other activities such as being guest speakers at
school events, prior to pursuing the company as a placement site (Engaging Youth in Work
Experiences: An Innovative Strategies Practice Brief, 2011).



Employers are motivated to
participate in youth employment
for three main reasons:
Philanthropy
Bottom Line
Collective Good (such as
workforce development)

20
Multiple interview subjects agreed that a personal introduction to the CEO was the most
effective way to recruit a new partner organization (Heese, 2014; Mack, 2014; Scott, 2014; West,
2014). Schools that have successfully placed over 400 students in remark that everyone in the
school community including staff, faculty, students, and the board, need to be involved in
recruiting employers (Heese, 2014).

BOARD PARTICIPATION
The Board of Directors is Cristo Reys greatest resource in
recruiting new employers. Similar to identification and
retention of donors for a nonprofit, it is important to highlight
effective strategies for board members to identify potential
employers and donors. One of the primary functions of the
board is ensuring an organization has the resources it needs to
be successful (Korn, 2005). Effective boards play a
significant role in fundraising and garner community support
through the solicitation of help from others or the
establishment of a fundraising plan (Bridgespan, 2009).

Despite the importance of fundraising, it is the lowest rated
area of board responsibilities in a national survey of nonprofit
CEOs (BoardSource, 2013). In a special report on Engaging Board Members in fundraising
based on data collected from the Nonprofit Fundraising Survey, preferable methods of board
engagement in the fundraising process included developing a contact list, making an
introduction, or allowing the use of a name (Nonprofit Research Collaborative, 2012).
To effectively engage board members in the fundraising process it is important to provide them
with a clear role in the process that they will be comfortable with; The AAA method by Kay
Sprinkel Grace assigns each board member a role as an Advocate, Ambassador, or Asker. This
method is highly effective at achieving 100% board participation in fundraising (Phillips, 2013).
Advocates help to market the work of the organization, Ambassadors help to cultivate
relationships with donors through outreach, while Askers are willing and able to ask for
contributions to the organization (Phillips, 2013).
This work mirrors that of organizations that are successful in partner recruitment, leveraging the
contacts of partner organizations, parents, and other acquaintances to secure placements
(Engaging Youth in Work Experiences: An Innovative Strategies Practice Brief, 2011). In
organizations surveyed, those that used a development committee involving board members are
more likely to reach their fundraising goals (Nonprofit Research Collaborative, 2012). Several
Cristo Rey locations believe that their employer recruitment committee was a key to their
success in attracting new employers. This committee can also include members from the broader
community to not only aid in building relationships, but help to raise awareness about the work
of the organization and the need for youth employment (Carter et al, 2009).


One of the primary
functions of the board is
ensuring an organization
has the resources it needs
to be successful
(Korngold, 2005).

21
BOARD EFFECTIVENESS
In order for the board to support and participate in organizational priorities, it is important that
the board has the necessary elements in place to facilitate member engagement. These elements
include:

Alignment of Member Competencies & Interests Effective boards are composed of individuals
who possess skills that match the needs of the organization that are aligned to member interests
(Bridgespan, 2009; Jonker and Meehen III, 2014).

Meaningful Participation Effective boards possess a culture that allows for open and honest
dialogue during board and active participation by members as evidenced by meeting attendance
and productive discussions (Jonker and Meehen III, 2014).

Effective Board Structures Effective boards have structures in place that are conducive to the
decision making process and facilitate the timely flow of information. These structures pertain to
the boards size, committee structures, meeting schedules, and term limits (Bridgespan, 2009).

Self-Reflection & Improvement Effective boards recognize the need to reflect and improve
through routine evaluation to assess its own performance, strengths, and weaknesses. Doing so
enables board members to address issues of complacency, morale, and facilitate accountability
for the governance of the organization (BoardSource, 2013).

Established Contribution Policy Effective boards recognize that fundraising is a key
responsibility of a board member and is willing and able to demonstrate commitment to the
organization through a personal contribution. Effective boards that engage in fundraising, the
target personal contribution rate is 100%. (BoardSource, 2013; BridgeSpan, 2010).

STRATEGIC PLANNING
The landscape and environment in the nonprofit sector is constantly changing and evolving
based on funding streams, partnerships, and constituent needs. To successfully navigate this
ever-changing landscape, organizations need to be aware of and understand both the internal and
external environment. As mentioned above, effective outreach necessitates goals, objectives, and
strategies for completion or a strategic plan of action. This plan is a key component of being able
to prioritize outreach activities and manage partner recruitment. Cristo Rey Kansas City defines
strategic planning as a mechanism for forging a destination into a reality through a set of specific
goals which will allow Cristo Rey to be dynamic, responsive, to capitalize on opportunities, and
to raise funds (Cristo Rey Kansas City, 2013). Appendix B presents excerpts from Cristo Rey
Kansas Citys current strategic plan.

While the nonprofit community has come to view a strategic plan as a compliance exercise, the
hallmark of a successful strategic plan is that it positions the organization to make its intended
impact through meaningful improvements and increased effectiveness and capacity (Mittenthal,
2002). A strategic plan is meant to provide an organization with a clear and comprehensive grasp
of opportunities and challenges, such as promising opportunities for partnership with are
employers (Mittenthal, 2002). Cristo Rey Kansas City, with an enrollment of 350 and planned
expansion to 400 students, engaged in the strategic planning process to help address the need for

22
paid sponsors to accommodate school growth (2013). The plan consisted of clear goals,
objectives and timelines for completion, consistent with effective outreach strategies (Wagner
and Wonacott, 2007).
Though the strategic planning process will vary from organization to organization and need not
be an elaborate process, it should seek to provide answers to four questions regarding the
organizations vision and theory of change, the approach for achieving the change, the definition
of success, and what the organization needs to achieve success (Donovan and Flower, 2013).
A key component of the strategic planning process is ensuring there is a plan for implementation.
Strategic goals should be translated into actionable initiatives, which are aligned to the day-to-
day operations of an organization, typically known as an Operating Plan (Hadley et al, n.d.;
Mittenthal, 2002). This plan for implementation helps to ensure the strategic plan is not simply a
compliance exercise, but translates into the operations of the organization.
Figure 5: The Cascade of Strategic Choices, (Donovan and Flower, 2014).





















23
RECOMMENDATIONS

When Cristo Rey High School Sacramento is able to enroll and employ 400 students, it expects
to become financially sustainable. These recommendations seek to assist CRHSS in becoming
not only financially sustainable, but organizationally sustainable as well. After assessing
hundreds of nonprofits over ten years, the TCC Group determined that organizations need
specific characteristics of "leadership, adaptability, and program capacity to become sustainable"
(York, n.d.). The recommendations below take into account findings from the literature review,
environmental scan, interviews, and several of the TCC Group's best practices to increase the
sustainability of Cristo Rey High School Sacramento.

Figure 6: Recommendations Overview


S ST TR RA AT TE EG GY Y

K KE EY Y P PR RA AC CT TI IC CE ES S

1. Develop and
communicate
strategic plan

Conduct a formal strategic planning process
Formalize work-study recruitment strategy
Communicate strategic decisions internally and externally

2. Assess resources
and facilitates

Assess human capital
Conduct cost-effectiveness analysis


3. Increase board
engagement

Increase board involvement in recruitment
Set clear expectations for board involvement in recruitment

4. Facilitate a
Partners Council
Engage current employers in partners council responsible for
implementing networking events, trainings and leading
advocacy for Cristo Rey

5. Implement
employer-targeted
marketing
Make an introduction to Cristo Rey
Speak to specific employer motivations
Engage Millennial audience
Target Local Growth Industries
Mirror practices of for-profit employment agencies

6. Revise work-study
structures
Present tiered pricing
Introduce student-led, on-the-job training
Produce sample work products and conduct site visits
Consider telecommuting positions

24
Strategy 1:
Develop and
Communicate a
Strategic Plan

Sustainable
organizations develop,
implement, assess, and
correct their strategic
plan... from the view
of achieving success
through measureable
changes in client
outcomes and program
effectiveness
(York, n.d.).

Strategic Planning helps leaders and organizations to
"think, act, and learn strategically -- to figure out what
we should want, why, and how to get it" (Renz, 2010).
A strategic plan will not only be instrumental in
helping CRHSS to reach 400 enrolled students, it will
create a vision for the school's overall role in the
community. Everyone in the organization should be
able to clearly communicate that vision (Kotter, 2012).
An important aspect of the planning process is to
develop an implementation plan (Renz, 2010).

KEY PRACTICES

1. Conduct a Formal Strategic Planning Process
Cristo Rey High School Sacramento should undergo a formal strategic planning process to
determine strategic initiatives and goals that will guide the school for the next several years. This
process can provide the work-study program witha clear strategy and clearly communicated
goals for partner recruitment. A strategic plan should engage current and potential stakeholders
in a meaningful way and help focus their goals.Strategic planning cannot only improve decision
making and enhance organizational effectiveness, responsiveness, and resilience, it can also
involve a wide group of stakeholders more deeply in the organization (Bryson, 2011).

Involving board members and interested
community leaders will increase the plan's
potential for success and encourage community
members to have a greater stake in the
organization. These stakeholders will have an
increased interest in seeing the organization
succeed and will likely become vocal supporters.
The strategic planning process can raise
awareness of CRHSS in the community, which
will help recruit both students and employers.

To avoid having a strategic plan sit on the shelf,
it needs to be incorporated into all organizational
decisions. Each agenda item at board meetings
should cite the strategic goal it is related to, for
example. Decisions about programming should
be tied to their relevance to the strategic plan.
Board and staff will be unified to achieve priority
goals determined through the planning
process.The TCC Group study found that in
sustainable organizations, decisions reflected the
tactics outlined in their strategic plan (York, n.d.).

25
"The real power of a
vision is unleashed
only when most of
those involved... have
a common
understanding of its
goals and direction"
(Kotter, 2012).

2. Communicate Strategic Decisions
Internal Communications
The first step in a formal strategic planning
process is often to review the organization's
mission and vision. CRHSS has a strong
mission statement that communicates their goal
of getting low-income students a quality
education that will result in college acceptance.
Sustainable organizations are able to
communicate the mission and vision statement
successfully to "internal and external
stakeholders, constitutes, and donors" (York,
n.d). Completing the strategic plan will raise
awareness of the mission and vision, and
encourage board and staff to develop an
"elevator speech" to communicate the
organization's goals.

A key factor of successful change in organizations is constantly communicating the new vision
and strategies (Kotter 2012). Regularly repeating the agreed upon initiatives and goals in a
variety of settings (such as meetings and emails) will cement their importance and increase
commitment to achieving the goals. The message must be clear and simple to be effectively
communicated (Kotter 2012).


External Communications: Share Smart Practices in the Network
There are directors at each school discovering what works best to
recruit employers, but they do not methodically share this
information with other schools in the network. In addition,
there is a great deal of turnover in the Director of work-study
position, so best-practices may be lost with the outgoing
director. The school has a sharepoint system to request
and share information, but it is not often used. Cristo Rey
network schools should formalize a process to regularly
update Sharepoint with best practices for recruitment. Each
school can upload their marketing materials, share contacts
at organizations with multiple locations, share timelines they
use for recruitment, exit interview scripts, etc. In January each
director can offer three best practices that work for them, and in
September, each director should share at least one success story.
Sharing this information will increase efficiency across the network.






26

Sample Profile Information

Number of employees
Budget range
Current philanthropy
Motivation for
partnership
Contact information for
the CEO and HR
Manager
CRHSS stakeholders with
connections to the
organization
Strategic Implementation Plan
The changes called for in the strategic plan must be "incorporated throughout the system for
them to be brought to life and for real value to be created for the organization and its
stakeholders" (Renz, 2010). To be successfully implemented, the action plan should include the
following details: roles and responsibilities; results, objectives, and milestones, action steps;
schedules; resources and how they will be obtained; communication plan; review and
adjustments; and accountability (Renz, 2010). The strategic planning committee should develop
an implementation plan to ensure that the stated objectives are achieved in a timely manner.
3. Formalize Recruitment Strategy
Much like grant development, recruiting partners requires a clear strategy with an emphasis on
cultivating relationships with potential partners.
Develop a List of Potential Employers
The Director of work-study should develop a list of local employers that are large enough to
support Cristo Rey students. The Director should meet with groups of board members to see if
the board members have connections at each company. In addition, each board member should
bring two potential employers to the meeting. A stakeholder analysis to assess the level of
influence the board, employees, partners,or alumni may have can help CRHSS develop an
engagement strategy for each potential recruit.

Create an Organizational Profile
Once a list of potential employers has been developed, thework-
study department should research each organization and create a
profile. With this profile in place, CRHSS can determine which
organizations would be best to target and dedicate staff and
resources to recruiting. When engaging potential recruits, it is
important to focus on engaging individuals involved in leadership
positions in organizational operations, philanthropic efforts, and
human resources. Doing so can help to ensure the point of contact
is able to influence the decision to partner with CRHSS. By
developing a clear strategy, CRHSS will be able to target
employers and develop a more efficient plan with measurable
goals.













27

Strategy 2:
Assess Resources
and Facilities

Sustainable organizations invest in staff, training, and
facilities to deliver their services adequately (York,
n.d.). CRHSS has invested in a new campus to
accommodate their growing student body, but needs to
consider their investment in human capital as well.

KEY PRACTICES

1. Human Resources
The goals CRHSS develops in a strategic plan must
balance internal capacity with external factors. With over 27,000 businesses in Sacramento
employing over 400,000 people, the market should be able to support 400 part time students
(Sacramento County Profile, 2014). However, it is unclear whether CRHSS has sufficient
staffing to place students under the current model. A typical recruiter can place five employees
in jobs each month, but that is when the employer is looking to hire (Levy, 2014). CRHSS is
dealing with employers who are not necessarily planning on hiring staff, making the task more
difficult. Embracing some of the marketing suggestions below such as targeting growth
industries and easing employer training concerns may help increase the capacity of current staff.
However, conducting an internal audit can better assess CRHSS's ability to place 400 students in
work-study positions under the current staffing configurations.

2. Cost-Effectiveness Analysis
Complementing the human capital assessment, the organization should also address the cost-
effectiveness of maintaining staffing at current levels. If CRHSS will become financially
profitable when 400 students are employed, the benefit of investing in additional staff to place
students may outweigh the costs of the salary. Although nonprofits are conditioned to funnel
every possible penny to program delivery, "the idea that investment in growth can create growth
is not theory" (Pallotta, 2012). Investing in the program through additional staff and fundraising
may provide just the boost CRHSS needs to enroll additional students.

Recruiting a new employer requires far more effort than maintaining an employer. Cristo Rey
should consider the benefits of hiring an additional, perhaps temporary, staff member to assist
with recruitment. If a new staff member could bring on ten new employers in a year, that would
represent $70,000 - $280,000 of sustainable revenue for the school; the position could quickly
pay for itself. Having an additional staff member develop relationships with potential employers
would also prevent relationships from being lost if the work-study director were ever to leave.

CRHSS may consider partnering with a local recruiting firm until they have reached 400
placements. A large recruiting firm may offer to discount or donate their services to place
students in open positions. The recruiting firm will be aware of which companies are looking to
hire, which may make placing a student somewhat easier. Many recruiters are also willing to
work on a percentage basis; CRHSS would only have to pay a percentage of each placed
student's salary for the placement.

28

Strategy 3:
Increase Board
Engagement

Photo Credit: Second Chances Denver
Strong, dynamic executive and board leadership are key
success factors in high-performing nonprofits (McKinsey
& Company, 2003). CRHSS has a large board, and all of
the members need to be engaged making the school
successful, not just by developing strategy, but through
fundraising as well.

Kay Sprinkel Grace (2009) developed a highly praised
method for involving all board members in fundraising:
the AAA method. Each board member plays a role as an
Ambassador, Advocate, or Asker (Grace, 2009). This
method is aligned with the TCC Group finding that sustainable organizations have boards that
are "actively, intentionally, and formally engaged in the process of persuading others in the
community to invest time, money, and other resources in the organization" (York, n.d.).

According to Grace (2009), all board members should serve as Ambassadors, cultivating
prospective donors and stewarding continuing donors; they should have mastered their "elevator
speech." Advocates strategically share information and are able to handle objections. Finally,
Askers are teamed with another board or staff member, well trained, and enjoy asking for new or
continued support. Although not every board member needs to be an "asker" everyone must be
involved in recruiting new employers as ambassadors. In order for board members to be
comfortable as ambassadors, they need to have a strong understanding of their expectations as
board members, be well acquainted with CRHSS's programs, and have support from staff to
approach employers.

KEY PRACTICES

1. Board Involvement in Recruiting
The Board of Directors has a special role to play to ensure
the viability of the organization. Not only should the board
provide strategic leadership, it must help secure essential
resources (Renz, 2010). In the case of Cristo Rey,
resources come not only from typical fundraising, but
from actively recruiting employers as well.

When board members are recruited, it should be clear that
they will be expected to take some role in recruiting new
employers. Whether board members are Ambassadors,
Advocates, or Askers they need to be spreading the word
about Cristo Rey to their business contacts and offering to
make personal introductions (Grace, 2009).

The Board can also assist recruiting efforts by cultivating relationships with partner
organizations; partner board members likely hold leadership roles in other organizations and can
make introductions to CEOs or HR managers. These partnerships with local organizations are
an important method for nonprofits to remain relevant today (Campos, et al 2009).

29

Core Functions of
Nonprofit Boards

1. Lead the organization
2. Establish policy
3. Secure essential resources
4. Ensure effective resource use
5. Lead and manage CEO
performance
6. Engage with constituents
7. Ensure and enable
accountability
8. Ensure board effectiveness
(Renz, 2010).
2. Set Clear Expectations and
Accountability Measures
Job Descriptions
In order to ensure board members understand their
responsibility in the recruitment process, a formal
job description should be drafted.This job
description should define expected meeting
attendance, fundraising participation, and personal
attributes that are in alignment with the Cristo Rey
mission. The job description will not only
effectively communicate board member roles and
expectations, but can be used to help board
member's self-evaluate their performance annually.
Appendix C provides a sample board member job
description with specification to for CRHSS.


New Board Member Orientation
Cristo Rey High School recently implemented an orientation for new board members, which is
an excellent way to get board members involved early in their term, and help board members feel
comfortable contributing their insight and expertise. The Cristo Rey Board Member orientation
process should involve training with the work-study group early on, so that their role in the
work-study process is understood to be an integral part of board membership. The orientation
should also include information on the AAA method.

CRHSS should consider a mentorship program where new board members are mentored by
experienced board members. The mentor should explain how the new board member can
personally contribute to the organization (were they recruited for their professional expertise as a
CPA or lawyer, or do they have connections to a particular industry CRHSS hopes to partner
with). The mentor should also encourage the new board member to participate in meetings and
answer any questions the new member may have. A sample board orientation packet can be
found in Appendix D.

The AAA Way to Fundraising Success can be purchased via Amazon; slides from a presentation
by the author can be downloaded here.










30

Strategy 4:
Facilitate a
Partners Council

Employers should be engaged in the mission and vision
of Cristo Rey through more than just their role as work-
study employers. Building on the structures that are
already in place, CRHSS should incentivize potential
employers to participate by creating a sense of prestige
and exclusivity for Cristo Rey employers. Building a
sense of community among employers will build social
capital and help create a buzz around the program that
will encourage more employers to participate. Student
supervisors and employees at current partners should
form a Partners Council, which will engage the 81 existing employers in networking, training
and advocacy. This council would provide leadership opportunities for individuals interested in
volunteering or getting more involved with the Cristo Rey program. This council would plan and
implement events that engage partners on a deeper level than the current staff capacity allows.

KEY PRACTICES

1. Networking
The Partners Council would plan networking
events for Cristo Rey employers. Speakers from
local colleges, employers, or the government
could increase the attractiveness of these events
and the prestige of membership. Those in the
network would be encouraged to bring guests to
networking events as a way to introduce people to
Cristo Rey without the pressure of making an ask.
2. Training
Cristo Rey currently offers training on youth employment for its existing partners and
supervisors. In the interest of building a give and take relationship, the Partners Council would
plan and implement exclusive trainings for specific industries or professional development.
These trainings would serve as an additional benefit of being a Cristo Rey partner. A networking
event at the end of the school year could also be an opportunity for employers to offer input into
what students should be trained on over the summer to be prepared for work-study positions.
3. Advocacy
As CRHSS develops a formal recruitment strategy and identifies potential new employers, the
Partners Council should be engaged to identify any existing connections to the potential new
employer. In addition, this council should develop a formal process for employer referrals. This
process may include bringing potential new employers to their office to meet and observe Cristo
Rey students. This approach will expedite the relationship building process; ideally when
employers act as advocates their connection will also be sold on the program leaving only the
close to the Director of Work-Study.

31

Strategy 5:
Implement
Employer -Targeted
Marketing

CRHSS runs an effective school with impressive
results. Success stories and relevant statistics like
the 97% college acceptance rate provide excellent
publicity opportunities. While it is important to
market the school to the community as a whole, an
employer targeted marketing effort will increase the
opportunities to expand CRHSS work-study
program. Employer willingness to participate in
youth employment programs is strongly influenced
by their awareness of the program (Wills and
Luecking, 2003). CRHSS should implement new
marketing tactics to increase awareness.
KEY PRACTICES
1. Introduce Employers to Cristo Rey's Impact
Potential employers should be exposed to the great work that
Cristo Rey is doing through events that do not stress recruitment
(Engaging Youth in Work Experiences, 2011). Employers can be
brought in to present at career days, take tours of the school, or
assist with summer training classes. Student success stories
should be highlighted, and the logic model can spotlight the
improvements Cristo Rey is making in Sacramento as a whole.
This will increase the employers' affinity for the school without
the pressure of hiring a student.
2. Speak to Employer Motivations
Effective marketing considers the audiences point of view and anticipates and addresses their
needs to achieve a desired outcome (Williamson, 2009). The potential employer profile
recommended above will highlight each employer's motivation. Most employers will participate
in a youth employment program because of the philanthropic aspect, while some will be more
motivated by improving the bottom line. (Bailey, 2000). The philanthropic motivations were
confirmed in interviews with Mack and West. Companies that have a history of giving,
particularly to faith-based schools, should be targeted. When meeting with these employers it is
important to stress their philanthropy and how their involvement will improve the community as
a whole, rather than any cost savings the company may realize by hiring a student. The logic
model provided is can be used to demonstrate Cristo Reys impact on students and the
community.
3. Millennial Audience
The median age in Sacramento is 33, indicating a millennial heavy workforce. Some marketing
materials should be designed to appeal to millennial interests. Not only are Millennials
philanthropically inclined (83% of survey respondents gave to charity in 2012), but they favor
companies that donate and are involved in the community (Pew Research 2014).
Marketing is the
only job shared by
everyone in the
organization.
Williamson, 2009


32

LinkedIn At-A-Glance

277 million users (Feb 2014)
187 unique monthly visitors
3 million business pages
94% of recruiters use LinkedIn
to vet candidates
(Smith, 2014).

Photo Credit: The American Genius
Resource: 7 Insightful Guides
to Understanding Millennials
Employers express concern that staff do not
have time to supervise and train students.
However, supervising a Cristo Rey student is
a good opportunity for Millennials to gain
supervisory experience. If the opportunity is
marketed to employees properly, they will see
it as an opportunity and not a burden.
Verbum Dei worked with an employer that
produced a brochure about the program, and
200 employees offered to supervise students!


It is also important to understand how the Catholic brand resonates with this socially liberal
generation. Messages may focus on the secular, workforce development outcomes, but also
provide reassurance that supporting Cristo Rey will not conflict with their own values.

Target Industries
Local industries experiencing strong growth are more likely to be willing to invest in young
talent (Hughes, 1998). Interviews with the local Chamber of
Commerce indicated that advanced manufacturing, agriculture,
and clean energy are growing industries that would be good
candidates as potential employers. If Cristo Rey does not have
members of these industries on their board, they should consider
recruiting CEOs to sit on a committee.
4. Utilize LinkedIn
Cristo Rey should have a strong LinkedIn presence. The
Network currently has a private group, but their LinkedIn
presence should be expanded to a "company page" designed to
"raise brand awareness, promote career opportunities, and
educate potential" employers about Cristo Rey (LinkedIn
Business, 2014) This particular social media network would
strongly appeal to HR Managers and CEOs. CRHSS could post
job opportunities, success stories, relevant articles, etc. CRHSS
board members are likely LinkedIn members, and it would be a
natural fit for them to interact through the website, thereby
expanding their role as ambassadors. LinkedIn does not need to
be updated as frequently as other social media sites to be
effective and relevant, so it should not place a significant burden
on staff.







33
Strategy 6:
Revise Work-Study
Structure

Interviews uncovered several common employer
objections to participating in the work-study program
including: the cost of participating, the time it takes to
train a student, and the lack of on-site staff to supervise
students daily. The following suggestions aimed at
revising the structure of the work-study program to
address those concerns and have the potential to
modernize the program.

KEY PRACTICES
1. Tiered Pricing





























Employers who are motivated to improve their bottom
line express concern at investing $28,000 in four
inexperienced high school students. Cristo Rey currently
uses a flat rate to hire a student no matter what year they
are in school, or how much experience they have.
However, Freshmen students require more training and
supervision, and are less able to perform complex tasks
than upperclassmen. Adult employees are paid based on
their experience and ability, allowing the company to get
a commensurate return on their investment. Cristo Rey
High School Sacramento should consider a tiered pricing
structure to reflect their students ability and experience.
This tiered structure could be designed to have the same
total fee for an employer with one student in each grade
as they are paying now.
This would allow a company who is interested in the
program but not financially able to commit to a $7,000
student a way to get started with Cristo Rey, and
employers with more complex jobs can request more
experienced students at a higher rate.

2. Sample Work Products and Site-Visits
HR Managers who are interested in the program often hesitate to hire students because they
aren't sure if they have enough work for them. Employers need to understand what work
students can perform and what projects they can take on. Current employers, particularly
members of the Partner's Council, should be called upon to share samples of work students have
produced, or invite potential employers to tour their office to see students in action.



Tiered Pricing Example


Year

Price

Freshman

$4,000

Sophomore

$6,000

Junior

$8,000

Senior

$10,000

34
Telecommuting Facts


25 Million American
telecommute

Creative workers are 20%
more productive when
telecommuting

Telecommuting saves
employers $11,000
annually per employee
when the employer
telecommutes half the
time.

3. Training
A common employer concern is that they do not have enough time to train a student. Employers
are running such lean businesses that it can be difficult to ask staff to take the time to properly
train and acclimate a new employee (White, 2014). CRHSS can alleviate this concern by having
senior mentors help train new students during the initial weeks of placement. Seniors can show
underclassmen how to use various office machines, explain organizational protocol and culture,
and train on workplace specific tasks. Another training option would be to have on-site training
one day each week for the first two weeks with all students present at once to learn the basics of
the job. This could cut the time staff spends on-boarding students by 75%.

4. Telecommuting
Some employers interviewed were interested in the program,
but could not guarantee enough staff would be in the office to
supervise students. Cristo Rey High School Sacramento is
also geographically constrained by the areas their busses can
serve on a given day, limiting the pool of employers they can
work with. Telecommuting has grown by nearly 80% since
2005, with an estimated 25 million Americans working from
home at least one day each month
(GlobalWorkplaceAnalytics.com 2014).

CRHSS should explore a model where students could work
with large companies outside of the traditional service area by
telecommuting. Students would work on-site once each
month and can telecommute the remainder of the month.
This would be more feasible if several employers in a
metropolitan area could hire multiple students, and they could
all have their "on-site" day on the same day. These positions
could be reserved for the strongest, most responsible and
independent students.

35




Internal
Constituencies
Board of Directors
Leadership Team
Faculty & Staff
Students

External
Constituencies
Sacramento
business community
Current Employers
Student supervisors
Collaborating
nonprofits

Staff
Develop targeted outreach
messages for various audiences
Cultivate an everyone is a
recruiter culture
Coordinate recruitment efforts of
board and business partners

Board of Directors
Engage in formal strategic planning
process
Develop board member job
description
Board member trainings on
fundraising and advocacy
Every board member makes
minimum referrals and
introductions for potential
work-study partners
Current Employers

Form Advocacy Council among
existing employers to:
Host trainings exclusively for
current partners on topics relevant
to their work, not youth
Plan networking events
Encourage employer matched
giving initiatives
Execute fundraising and outreach
Make referrals and introductions
to potential work-study partners
CRHSS builds brand
and value in
community
CRHSS reaches goal
of securing 400
work-study
placements by 2016.

CRHSS achieves
financial
profitability; able to
invest in further
capacity building

Board of Directors
operates at full
capacity

Number of current
employers grows

Current business
partners build
human capital and
capacity of
employees

Current business
partners leverage
community
involvement

Local economy
Businesss
financial position
Businesss mission
Businesss hiring
policies
Attitudes toward
FBCOs

Businesses need to
train future
workforce now.
Businesses want to
engage in social
responsibility
efforts

Businesses that share
commitment to CR
mission and/or
investment in workforce
development
Staff
Increased number of
contacts
Able to restructure
responsibilities, focusing on
closing the deal rather
than introductions and
recruitment

Board of Directors
o Members have clear
expectations for
recruiting and
capacity building
o Entire board
engages personal
network
o Members align
advocacy with
predetermined
strategy

Current Employers
Increased engagement in
fulfilling Cristo Rey mission
Increased leadership and
volunteer opportunities for
employees (especially
Millenials)
Greater input in workforce
development training

Number of referrals and
introductions made
Number of stakeholders
participating in recruitment
Number of events that benefit
current employers
Number of new work-study
placements



36

CONCLUSION
Cristo Rey High School Sacramento's work-study program began as a way to fund student's
tuition. However, it quickly became apparent that youth employment was an effective approach
toward achieving income equality, developing the future workforce and safeguarding the
countrys economic stability. Cristo Rey High School Sacramento implements a successful
model for youth employment and education that strives to address pressing social issues and lift
low-income students out of poverty. CRHSS' mission and impact have inspired this team
throughout the semester to find solutions the school can use to expand its reach. In order to
expand the program beyond its current enrollment, CRHSS must first assess and develop internal
resources including its Board of Directors and work-study Team. This effort should include a
formal strategic planning process that sets organizational direction and aligns the board, faculty
and staff in their approach to meeting organizational priorities.

An assessment of Sacramento's environment and youth employment landscape indicates that the
Sacramento business community can support Cristo Reys goal of 400 youth placements. Using a
strategic lens, it is critical that Cristo Rey engage all stakeholders in expanding the work-study
program. The Board of Directors and current employers will each play a crucial role in
advocating for the programming and connecting their networks to the work-study team. It is
important that Cristo Rey distinguish its brand and create awareness in the community about its
programs and success. These outreach efforts will guide targeted marketing that speaks to
employer needs and concerns in recruiting new companies to the program. CRHSS might also
consider programmatic adjustments that update the model to reflect changes in the economy and
job market.
Above all, Cristo Rey must be realistic about its current capacity to meet its enrollment goal by 2016.
While it is not an impossible task, the organization must engage the board, staff,
and community partners to achieve this goal. Cristo Rey must also be willing to make necessary
investments and perhaps take a few strategic risks that lead to innovation in their processes and
eventually create a return through increased social impact.

37
APPENDIX A: RESEARCHABLE QUESTIONS & DESIGN MATRIX
Researchable
Question
Sub-
Questions
Research
Approach
Scope Data
Collection
Analytic
Strategy
Theory of Change:
What are the outcomes
and impacts for students
who attend Cristo Rey
High School
Sacramento?

1. Inputs?
2. Outputs?
3. Outcomes?
4. External
Factors?
5. Assumptions?

Logic Model Local: Cristo Rey
student data
Interviews

Agency
Record
Review

Literature
Review

Identify successful
practices and
opportunities for
change
Environmental Scan:
How do the Sacramento
social, political and
economic environments
affect Cristo Reys
ability to recruit and
retain employers?

1. What
organizations
(private, public,
nonprofit) are
currently involved
teen employment
in
Sacramento? Are
they a threat or is
there opportunity
for partnership?
SWOT
analysis

Environmental
Scan
Local: assess
Sacramento
business
community as well
as youth-serving
nonprofits to
determine
opportunities.
Semi-
structured
interviews

Literature
Review

City
documents
related to
business
market

Web review of
youth-serving
nonprofits

Identify social and
economic trends in
the business
community

Assess opportunity
for increased student
enrollment.
Smart Practices:
What are the most
effective practices for
recruiting and retaining
corporate partners for
student placement
programs?

1. Are these best
practices scalable
and applicable to
CRHSS?

2. Which
practices have
been most
effective for other
Cristo Rey sites?

3. Which
practices have
been successful
for CRHSS; how
can they capitalize
on this success?

4. How can Cristo
Rey best market
its program to
new employers?
Smart
practices
review

Interviews
National: focus on
similar programs
across the country,
specifically other
Cristo Rey sites.
Literature
Review

Expert
interviews

Review of
similar
programs
strategies
Describe smart
practice or
recommended
improvements;
outline key features
of each practice;
develop plan for
adapting practice at
CRHSS



38
APPENDIX B: SELECTED EXCERPTS FROM CRISTO REY
KANSAS CITY STRATEGIC PLAN 2013
Strategic Planning Process and Methodology
Strategic Planning is the real world approach to taking the mission and vision of Cristo Rey and
charting its course, ideally five years down the road. It focuses on: Here is where we are today.
Where are we going? How do we get there? Strategic planning forges the destination into
reality through a set of specific goals ranging across the next 13 years. Strategic planning drives
behavior, allowing Cristo Rey to be successful and dynamic, to respond to challenges, to
capitalize on opportunities and to raise funds.

The strategic planning process evaluates factors impacting the school community, both internal
and external, and draws upon the knowledge of the stakeholders. Because key school personnel
have insight and knowledge regarding their particular area of focus, they will lead the strategic
planning process for their area of focus. Each committee head will be supported by other
individuals that have specific subject matter expertise or are on the Cristo Rey Board.

Areas of Focus
Each area of focus for the 2013 plan was assigned a committee head and each area had a
committee that was supported by other individuals that had specific subject matter expertise or
are on the Cristo Rey Board. The committee makeup included: Committee Head (in most cases
this was the school personnel member); school personnel; strategic planning member; member of
the board; and an external expert.

1. Academics
2. Corporate Work Study
3. Facilities
4. Finance
5. Fundraising/Endowment
6. Marketing/Public Relations
7. Recruitment/Retention
8. Technology

Corporate Work-Study Goals

Goal 1:Add new paid sponsors to achieve 90% of paid jobs by 2018

Objective 1: Add 20 new paid job sponsors in 2013, 15 in 2014 and 12 each year thereafter to
accommodate school growth and offset annual paid sponsor attrition. Assuming we average 3
students per sponsor, this is 60 new jobs in 2013, 45 in 2014 and 36 in 2015 for total new jobs of
141 over the three-year term. Adding 141 paid positions will approximate 90% of students in
paid positions. Total to include granted positions.



39
Objective 2: Increase revenue per student by adjusting fee to reflect local job market salary
movements, stipends from some nonprofit job sponsors.

Strategy 1: Hire new CWSP resource to focus exclusively on paid job sponsor
acquisition by 6/1/13.
Strategy 2: Create Jobs Board to identify and contact of potential job sponsors
Strategy 3: Increase Revenue per student

Goal 2: Develop a comprehensive program that provides increased engagement throughout
the year and improve the sponsorretention rates

Objective 1: Improve Retention of Existing Job Sponsors to 95% or more of existing CWSP
Partners

Objective 2: Improve new account start up by creation of job requirements and descriptions,
school tours of supervisors, on site review ofsponsor handbook, student information prior to start
date.

Objective 3: Re Create the Summer Institute curriculum and ongoing training and reinforcement
through the academic curriculum toimprove the student productivity via skill building
throughout their 4 years.

Objective 4: Continue to provide reliable, safe transportation to and from school and to and from
the CWSP work sites by managing thefleet and staff to accommodate student growth and/or
changes in student and job locations.

Strategy 1: Create early intervention strategy to identify and address job performance
issues immediately.

Strategy 2: Create a template for job descriptions and job start up that can be improved
and reused over time

Strategy 3: Establish relationships with senior manager decision makers.

The full text of Cristo Rey Kansas Citys Strategic Plan 2013 can be found at:
http://p3cdn4static.sharpschool.com/UserFiles/Servers/Server_539546/File/Cristo-Rey-Kansas-
City-Strategic-Plan-2013.pdf.





40
APPENDIX C: SAMPLE BOARD MEMBER JOB DESCRIPTION

Cristo Rey High School Sacramento
Board Member Job Description

Responsible to:Board Chair, Cristo Rey High School Sacramento
Term: Three years. May be re-elected for a second term. Board members can serve additional
terms after a one year absence.
Purpose: Determine strategic planning and policy decisions. Assure adequate funding,
resources, and work-study employers. Monitor and evaluate executive and school performance.

PERSONAL ATTRIBUTES:
Strong character demonstrating Cristo Rey values of mercy, goodness, and service.
Interest in the goals and programs of Cristo Rey
High standing among others in your profession
A respected citizen of the community
Breadth of understanding and tolerance of viewpoints of others.
Willing to state ones convictions -- and equally willing to accept the majority decision
Deal openly and directly with the Board chair
Deal with sensitive information and issues with confidentiality

RESPONSIBILITIES:
Regular attendance at board meetings
o Become informed in advance of agenda items
o Ask discerning questions, constructively participate
o Assume leadership of Board groups and Cristo Rey events as requested
o Attend at least 75% of board meetings

Serve on at least one committee
Assume a leadership position in or serve in the annual fundraising campaign
Make a donation to Cristo Rey that is meaningful to you, and support Cristo Rey as one
of your top three charities
Serve as an Ambassador, Advocate, or Asker in fundraising and employer recruitment
Arrange at least two meetings with potential employers annually
Attend at least one fundraiser each year
Assist staff in identifying the organizations mission and developing, communicating, and
implementing a strategic plan
Monitor the availability of cash to ensure continuing operations
Monitor the financial strength (level of reserves) of the organization
Ensure that the organization is adequately managing its risks
Periodically review operating policies and procedures
Review and approve year-end audited financial statements




41
APPENDIX D: SAMPLE BOARD ORIENTATION CHECKLIST

Board Orientation Checklist

New Board members receive written notice of their election to the board stating dates
their term begins and ends, regular meeting dates, times, places, and information about
the board orientation process.
Board Orientation Process:

Special meeting for new Board members
Orientation packet
Personal phone call or meeting with an experienced Board member
Follow up personal contact after first three months of Board service
Board Orientation Packet:

Statement of purpose or mission (if developed and adopted by the Board)
Brief overview of agency programs and services
Agency annual report with financial statements for the past fiscal year
By Laws
Personnel Policies including: staff organization chart, number of professional and non-
professional staff, identification of any unions or employee bargaining associations, date
of last major revision to Personnel Polices

Policy statement and procedures which have been formally adopted by theBoard
Alphabet Soup: Glossary of abbreviations and acronyms used to refer to agencies and
programs with which this organization is connected

List of all Board members names, addresses, phone numbers, and terms ofoffice
List of committees with chairperson identified. If committees have regular meeting times
and places, these are included. Board organization chart showing committee and sub-
committee structure.

Most recent financial statements and current annual budget.

42
Minutes for most recent Board meeting.
Listing of facilities owned or rented by the organization for its operations, including
address, staff member in charge, and general purpose of the facility.

Board Orientation Meeting:
Opportunity for personal introductions among new and experienced Board members
More formal introduction of new Board members by the nominatingcommittee,
highlighting background and credentials for new members

Brief presentations by experienced Board members explaining Board roleand procedures
Brief presentation by staff about scope of agencys services
Structured opportunity for small group discussion by interest areas (i.e. financial,
personnel, programs, planning, fundraising)

Clear statement of expectations of Board members, including role in agencyfundraising
Open-ended opportunity for questions from new Board member
Personal Contact with Experienced Board Member:
Discussion of new Board member preferences for committee assignment
Brief explanation of upcoming significant Board decisions or events
Specific commitment to greet the new Board member at the next Board meeting and
provide personal introductions to Board members with common interests

Follow Up Contact After Three Months of Service:
Opportunity for general comments about Board service so far
Inquiry into involvement with committees if no involvement yet, discussion of barriers
and problem solving

Request for feedback in orientation process
Source: Technical Assistance for Community Services, 2004.



43
REFERENCES
About us.(n.d.).Cristo Rey High School. Retrieved from: http://www.crhss.org/apps/pages/
index.jsp?uREC_ID=161791&type=d&pREC_ID=329115.

Agan, T. (November 9, 2013). Embracing the millennials mind-set at work. The New York
Times.Retrieved from http://www.nytimes.com/2013/11/10/jobs/embracing-the-millennials-
mind-set-at-work.html?_r=0.

Arns, C. (October 18, 2013). Down but not out: How Sacramento compares to other cities.
Sacramento Business Journal. Retrieved from http://www.bizjournals.com/sacramento/print-
edition/2013/10/18/down-not-out-sacramento-compare-cities.html.

Ayres, S. (April 5, 2013). The high cost of youth unemployment. Center for American
Progress.Retrieved from
http://www.americanprogress.org/issues/labor/report/2013/04/05/59428/the-high-cost-of-youth-
unemployment/.

Bailey, T., Hughes, K., & Barr, T. (2000).Achieving scale and quality in school-to-work
internships: Findings from two employer surveys. Educational Evaluation and Policy Analysis,
22(1), 41-64.

Bardach, E. (2008). A practical guide for policy analysis: The eightfold path to more effective
problem solving (3rded).CQ Press.

Becoming a more effective board.(2009). Bridgespan Group. Retrieved from
http://www.bridgespan.org/getattachment/85673b20-8602-4199-ab3f-08cab2af945f/More-
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