Post on 05-Apr-2018
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Organizational
Replication Work
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Roca takes a unique approach to moving very
high-risk young people out of violence andpoverty. Roca doesnt wait for these young
people to re-engage in society on their own. Left
to their own devices, most never will. Instead,we go out and find them on the streets.
We tell them the truth, teach them to trust,
and help them learn and practice the skillsneeded to transform their lives and get on the
path to achieving economic independence.
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Intervention ModelRoca has developed and operates an Intervention Model designed to help
the most high-risk young people break the destructive cycles of poverty,violence and perpetual incarceration.
The Intervention Model pushes young people to identify, confront and
overcome destructive behaviors and learn the skills needed to re-engage and
succeed in society, education, and the economy.
Rocas Intervention Model is based the combined principles of cognitive re-
structuring, skills development, motivational interviewing, and transitional
employment .
To the best of our knowledge, Rocas Intervention Model for very high-riskyoung people is the only full-time, long-term, behavioral change
intervention delivered on the street, for this population, by a non-mandating
authority.
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Intervention ModelThe Intervention Model is a cognitive-restructuring and skills development
intervention, enabling young people to transform their lives and move toward theoutcomes of economic independence (successfully keeping a job) and living out ofharms way (with a primary focus of staying out of prison).
Building off of our success to date and pulling from evidence-based practices inbehavioral health, criminal justice and workforce development, the InterventionModel includes two years of intensive programming with two additional years of
follow up for retention and sustainability.
Based on a framework for change used in medical and mental health fields, theIntervention Model has four core components:
1. relentless outreach, on-going and aggressive outreach and follow-up designed tomeet young people where they are and build trust;
2. transformational relationships, an intensive case management model;
3. stage-based programmingdesigned to increase young people ability to movetoward economic independence through life skills, educational and pre-vocational, and employment programming; and,
4. work with engaged institutional partners, a partnership model with criminaljustice, health, education, and other institutions to increase systemic capacity forintervention with very high risk young people and provision of needed supports.
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Target Population
Roca seeks out the most difficult, challenging individuals for whomother programming has failed, and systematically works to establishpositive, consistent relationships built on trust and respect. Rocastarget population has become more focused over the past year.
Through this business plan, Roca proposes to continue to focus the
delivery of its Intervention Model to address the needs of17-24 yearold young men who demonstrate a strong propensity for violence,crime and/or adult incarceration, who are either:
1. aging out of thejuvenile justice or juvenile probation systems;
2. connected with the adult justice system; or,3. are high risk youth from the community being served.
Note: Roca will continue to serve high risk young women and youngparents through its site in Chelsea as a secondary target population.
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Participant Outcomes
Reduction in incarcerations and/or days of
incarceration as tracked through violations
and/or convictions of new crime;
Increase in compliance with court-ordered
conditions;and,
Quantifiable movement towards economic
independence through retained employment.
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Rocas First Replication
Springfield, MA Launched in July 2010
Target Population:
Young Men
17 to 24 years of age
No high school diploma or GED (unless they obtained their GED inprison)
Felony charge on their record
Limited or no work history
Not ready, willing or able to participant in traditional jobs orprogramming
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Rocas First Replication
Springfield, MA Site selected based on need and relationships in the community
Lead Government/Criminal Justice Partner: Hampden County Sheriff
Local Advisory Board
33 members
focused on providing fundraising and support
Representation on Roca Board of Directors
Budget:
FY 11 - $475,000
FY 12 - $1,238,528
Raised $1 million before starting operations
Purchased and renovated building for program operations
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Rocas First Replication
Springfield, MA Number of young people to be served
FY 11 Goal 50, Served 60
FY 12 Goal 100
Transitional Employment
2 basic transitional employment crews (14 slots)
8 advanced transitional employment slots
Operate full intervention model with identicalprogramming to services offered in Chelsea site
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Roca Springfield - Recruitment
Roca recruited young people for Roca Springfield through referrals fromkey partners including: The Hampden County Sheriffs Department, theDepartment of Youth Services, District and Superior Probation, Parole, andthe Springfield Police Department. Additionally, young people wereengaged through street outreach.
Roca Springfield enrolled a total of 95 young people 60 of the 95 young people were identified as meeting the criteria for
Intervention Model. 83% were retained in the Intervention Model
Dismissal reasons included: incarceration for an extended period of time, moved out ofgeographic location, and unable to contact / locate.
100% men 17 to 24 years of age 52% African American, 40% Hispanic, 7% Bi/Multi Racial, 2% Other
87% street/court/gang involved, 85% high school drop outs, 45% youngparents, 2% immigrants or refugees
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Roca Springfield Year 1 Outcomes
Actual
% Met contact standards (2 Actual Contacts per Week) 67%
% Attending Stage Based Programming 90%
% Attending programming at least monthly 64%
% Attending programming at least 2x/month 44%
% Attending programming at least 1x/week 40%
% Engaged in Life Skills/Engagement Programming 88%
% Engaged in Alternative Education/Pre-Voc Training 84%
% Had No New Arrests 72%
% Had No New Pregnancies 86%
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Roca Springfield Year 1 Outcomes
Actual
Basic Transitional Employment Programming
# of participants enrolled 36
# of participants still actively enrolled 36
# in an active slot 7
# in a bench slot 21
# in a re-hire process 8
Advanced Transitional Employment Programming
# of participants enrolled 2
# of participants still actively enrolled 2
# in an advanced slot 2
# in advanced replacement 0
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Roca Organizational Growth Plan
Roca is in an early-stage growth for impact that meets the criteria oforganizations that have demonstrated a significant level of effectiveness andare increasing their capacity for scale readiness. Roca is proposing to scalesocial impact through an increase in direct services and indirect influencesthrough increases in:
1. the quantity of services and geographythrough expansion of servicesat our existing locations and through two additional programreplications, growing from serving 795 to 1,630 young people peryear
2. thequality of servicesthrough expanding the organizations deliverycapacities and demonstrating the Intervention Model as an evidence
based practice; and,3. influencing public policy and practicethrough demonstrating
alternative programming models, advocacy, the Roca engagedinstitution strategy, networks, and a knowledge development/sharingagenda.
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To serve these young people most
effectively, Roca will: complete its transition to a two year Intervention Model with two
years of follow up;
expand to an additional two (2) sites within the next four (4) yearsthrough direct program replications;
increase the number of young people served from 795 in FY 2012 to
1,630 in FY 2016; advocate for public funding sources to support its outcome-based
work (this may include using financing tools such as pay forsuccess and social impact bonds);
demonstrate the model as evidence based, through an
independent, comprehensive impact evaluation; build internal capacity to bring the intervention model to scale
while ensuring fidelity to the model, through both internal capacitybuilding and enhanced performance based management; and,
develop a long term plan for scale and impact by FY 2015.
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Organizational Growth:
Service CapacityEXPAND THE INTERVENTION MODEL TO SERVE STREET/COURT/GANGINVOLVED YOUNG PEOPLE WHO ARE OUT OF SCHOOL AND OUT OF WORK.
Increase the number of young people served through TRs from 795 to 1,630
CHELSEA/REVERE/EAST BOSTON
Primary Target Population: Increase number of young people served at any
given time from 225 young people in FY 2012 to 350 young people in FY 2016 Secondary Service Population: Reduce number of young people served at any
given time from 290 young people in FY 2012 to 250 young people in FY 2016
Follow Up Services and Support: Increase number of young people served atany given time from 180 young people in FY 2012 to 380 young people in FY2016
SPRINGFIELD Primary Target Population: Increase number of young people served at any
given time from 100 young people in FY 2012 to 250 young people in FY 2016
Follow Up Services and Support: Increase number of young people served atany given time from 0 young people in FY 2012 to 225 young people in FY 2016
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Organizational Growth:
Service Capacity Replicate the Intervention Model for Very High-risk Youth
in two additional locations by FY 2016 serving anadditional 325 young people
Site 3 - Serving 275 young people by FY 2016 (150 inTR1/2, 125 in Follow Up)
Site 4 - Serving 50 young people by FY 2016 (50 in TR1/2)
Expand Rocas business development efforts, includinginternal capacity and partnerships, to create transitionaland advanced transitional employment opportunities for
young people in transformational relationships, ensuring 1basic transitional employment slot per every 10 youngpeople and 1advanced transitional employment slots perevery 25 young people.
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Preliminary Criteria for New Sites
1. Determine clear need for the program
Documented value proposition
Clear mapping of institutions, programming and resources, as well
as identified gaps
2. Develop appropriate finances to support start up andoperations
Have commitment for $4M over 2- 3 year period and work crew
contracts for the first two years
Create a comprehensive development strategy that both addressescommunity needs and ensures long-term financial sustainability
Viable capital plan (see #6)
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Preliminary Criteria for New Sites
3. Identified and committed lead partners City/Government Leader
Criminal Justice Leader
4. Have in place key secondary partners
Additional key criminal justice partners
Key providers either through contracts and/or referrals
5. Advisory Board with lead partners, business leaders, and
other key supporters
Purpose to raise funds and assist in leveraging work contracts,
provide support and introductions, and advocate for the organization
At least one of the members will also be on the Roca Board of
Directors
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Preliminary Criteria for New Sites6. A place to be (physical place) and clear capital campaign
strategy
Place to start working prior to completion of capital project
Capital Project
Approximately 5,000 square feet for the building with additional space for parking
Located in an accessible place for the majority of the target population and on
public transportation routes with consideration for gang neutrality
Preliminary interest in funding capital project
7. Organizational capacity to support planning, start-up and
then implementation phases clarified and in place
Time needed by senior staff have preliminary determination, will need toreview
Review of Springfield start-up strengths and challenges, time, training, fiscal
and development department time, etc.
Complete talent analysis and training plan for management
Determine appropriate independent evaluation strategy