organizational replication work

8/2/2019 Organizational Replication Work

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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.


7/19

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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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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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


11/19

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


16/19

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

organizational replication work

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