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Cambridge Community Services

 99 Bishop Allen Drive
 Cambridge, MA 02139
[P] (617) 876-5214
[F] --
www.enrooteducation.org
[email protected]
Bryanne Mahoney
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INCORPORATED: 1938
 Printable Profile (Summary / Full)
EIN 04-2103961

LAST UPDATED: 09/02/2016
Organization DBA Enroot
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

Enroot (formerly Cambridge Community Service) is a community-based nonprofit with a mission to empower immigrant youth to achieve academic, career, and personal success through inspiring out-of-school experiences. 

Mission Statement

Enroot (formerly Cambridge Community Service) is a community-based nonprofit with a mission to empower immigrant youth to achieve academic, career, and personal success through inspiring out-of-school experiences. 


FinancialsMORE »

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $691,856.00
Projected Expense $691,856.00

ProgramsMORE »

  • Enroot Program

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Enroot (formerly Cambridge Community Service) is a community-based nonprofit with a mission to empower immigrant youth to achieve academic, career, and personal success through inspiring out-of-school experiences. 


Background Statement

 

Enroot was established in 1938 as a philanthropic federation with a mandate to coordinate the development of charitable funds, to assess needs in the community, and to distribute funds accordingly amongst federation members. In 1951, the organization pivoted to direct service, and served as a neutral convener, technical assistance provider, and catalyst for positive social change.

During the past 78 years, Cambridge has changed dramatically, from a manufacturing-based economy to the diverse, capable, resource-rich city it is today. Throughout this change, we have remained true to our mission as a Cambridge-focused community-development organization. However, recognizing these shifts in community demographics, the Board of Directors engaged in a long-term strategic planning process and emerged with an inspiring new vision for the future. Recognizing 24 years of success for the then named City Links program, the organization’s mandate is expansion. While the population of low-income and new-immigrant families in Cambridge is not growing at the pace of previous decades due to rising property values and a declining stock of affordable housing, many neighboring communities have seen their immigrant populations grow substantially.

After conducting a detailed landscape analysis exploring surrounding communities and schools, with the help of a pro-bono team of Deloitte consultants through Inspire, the Board of Directors approved the first program expansion site at Somerville High School, in collaboration with the Cambridge program. Continuing to grow the Cambridge program to 80 students in the Fall of 2016, Enroot will also expand to serve the low-income immigrant population at Somerville High School. With a diverse set of students from around the world, as well as a large population of undocumented and unaccompanied minors arriving each year, Cambridge and Somerville each represent exciting opportunities for Enroot to pursue its mission of serving low-income immigrant youth.

 


Impact Statement

Enroot empowers students to succeed in college, career, and life. The goals of the program (formerly called City Links) are to help students:

  1. Improve academic performance
  2. Demonstrate a greater sense of community and belonging, self-confidence and advocacy
  3. Develop a clear and inspiring pathway for higher education and career
  4. Build a marketable skill set through real-world, paid internships
  5. Graduate high school prepared to successfully transition to and graduate from post-secondary education

Achievements: 

Providing such holistic programming ensures Enroot students develop language skills, excel academically, demonstrate a greater sense of community and belonging, and develop concrete professional skills, all with a greater understanding of how to navigate and thrive within the systems in our community.
 
When only 21% of low-income students in the U.S. graduate college in 6 years, 41% of program alumni have completed a Bachelor’s degree, 28% of alumni are currently enrolled in a four-year degree program, and another 10% of alumni have completed 2-year post-secondary education programs.
 
College education is essential, but cannot be the only measure of success; our students must also be empowered to succeed in career and life. Alumni point to their professional skills as the most important skills built throughout their time in the program: time management, teamwork, interviewing skills, networking, and good communication. Alumni reported significant growth in their overall professionalism, ability to work independently or on a team, and their professional communication skills. 

Needs Statement

College degree holders earn nearly $1 million more in a lifetime than those without degrees in the US. While it is clear that the lifelong financial penalty for not completing college is rising dramatically, the rate of college completion by low-income youth stands at just 21% in the community.

The achievement gap grows even more significant when factoring in the additional linguistic and cultural challenges facing immigrant students. “Limited-English-Proficiency” (LEP) students are consistently the state’s lowest performing cohort. Enroot supports this population directly by providing mentorship, academic support, leadership development, and professional internships, through a rigorous and holistic out-of-school time model.

“Moving here was both a great and a tough experience. I had a tough experience because I had to learn a foreign and new language, I had to learn a new culture, and most importantly I had to leave there. I had to leave my family, my friends, and my country behind.” - Program Alumna from Haiti, CRLS Class of 2016, UMASS Darmouth Class of 2020

Enroot has successfully incubated in Cambridge for the past 24 years, doubling the college graduation rate for LEP students. As community demographics shift, Enroot has expanded beyond Cambridge to Somerville High School, continuing our focus of supporting low-income immigrant populations, maintaining our commitment to equalizing access to opportunity for this population.


CEO Statement

Cambridge Community Services (CCS) and City Links have re-branded, and will now be known as Enroot. 

Our new name and brand is more reflective of our current work and aspirations moving forward. The word enroot [v. to establish, to attach or place securely, to fix by the root] speaks to both the unique student population we serve and the impact we strive for each day as we support their growth during their first few years in this country.

Our fourth core value of “constant improvement” demands our continued improvement and evolution and we are excited to re-brand as Enroot. We spent a year refining our mission and values, and turned our attention to updating our name, to better reflect the future of our work.

The mission and program CCS supporters have known and loved for many years as City Links, the amazing students we serve, and our deep commitment to their success will all remain the same.


Board Chair Statement

“Over the last 24 years, [Enroot] has developed a program that meaningfully impacts students arriving from all over the world. Up until now, the program has only been available to Cambridge students, but we are thrilled to be expanding to Somerville. We are excited and honored to partner with Somerville Public Schools and the Somerville community. Together, we'll be able to meet the needs of this important student population."
- Jon Steiman, Chair, Enroot Board of Directors 

Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
GREATER BOSTON REGION, MA
Cambridge and Somerville, MA

Organization Categories

  1. Youth Development - Adult, Child Matching Programs
  2. Education - Secondary & High Schools
  3. Civil Rights, Social Action, Advocacy - Minority Rights

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

Yes

Programs

Enroot Program

Enroot empowers students with the tools, support, and guidance to succeed academically, graduate high school, and successfully transition to college. Enroot tackles the challenges facing low-income, new-immigrant youth head-on by providing:

 

  • 1:1 mentorship
  • 1:1 academic tutoring
  • Professional internships
  • Career exploration
  • College preparation
  • Leadership development
  • Civic engagement and community service
  • Case management

 

Students with the lowest level of English-language proficiency enter through the Mentorship Program in their first or second year in the country. Student then graduate into the more rigorous Leadership Program, which provides 15 hours of programming each week, extending the learning day by 50%. Seniors in both programs attend additional ‘Senior Workshops’ with their volunteer mentors, designed to ensure a successful transition from high school to college. 

Enroot's holistic interventions boost academic achievement, increase self-confidence and self-advocacy, and provide students with concrete professional skills and experience to successfully graduate high school and transition to college and career.

Budget  $518,982.00
Category  Youth Development, General/Other Youth Leadership
Population Served Adolescents Only (13-19 years) At-Risk Populations Immigrant, Newcomers, Refugees
Program Short-Term Success 

Enroot measures the impact of: 1:1 academic tutoring, 1:1 mentoring, job readiness training, leadership development seminars, and community service.

Self-Confidence and Leadership Skills: While 1 in 4 youth display worrisome signs of depression and anxiety:

  • 88% of students report significant increases in self-confidence and advocacy skills
  • 87% of students report discovering unique skills and talents

“Before [Enroot], I had no idea what I wanted to do and no idea what I should do to prepare myself for the future. [Now] I am more confident in what I want and what I should do to handle problems that may come up.” - Program Almumna, Class of 2014, Colby-Sawyer College Class of 2018

Professional Skills and Workforce Readiness: When transitioning from school to career is challenging:
  • 96% of students report increased professional skills, including time management, collaboration, workplace communication, and networking
  • 95% of worksite supervisors would re-hire their intern for a second (or more) year
Program Long-Term Success 

College Readiness and Completion: While 21% of low-income students graduate college in 6 years: 

  • 41% of alumni have completed a Bachelor’s degree
  • 28% of alumni are currently enrolled in a four-year degree program
  • 10% of alumni completed 2-year post-secondary education programs

 “When I first joined the program… I had almost given up on my education. [Enroot] opened up a way for me and I was able to see that anything was possible if I kept doing my best and not giving up.” - Program Alumnus, Class of 2016, Massachusetts College of Art and Design, Class of 2020

Professional Success: Alumni point to their professional skills as the most important skills built throughout the program: time management, teamwork, interviewing skills, networking, and good communication. Alumni reported significant growth in their overall professionalism, ability to work independently or on a team, and their professional communication skills.

“[Enroot] taught me how to work in an office and how to be a professional. I am where I am today because of City Links.” - Program Alumnus from Haiti, Class of 2011, UMASS Boston, Class of 2015

As a student, Jean, from Haiti, worked as an intern at the Cambridge Finance Department in Cambridge City Hall, helping Cambridge residents over the phone and in person with information about taxes and water bills. He later attended UMass Boston and received a degree in finance. Upon graduating, he was able to use the connections he made and skills he developed as an Enroot student to obtain an interview and was hired by the City of Cambridge Auditing Department.

Program Success Monitored By 

In addition to continuous monitoring by program staff, city leadership, and school administrators, Enroot has contracted with external program evaluator Magnolia Consulting to conduct robust yearly evaluations, including continuous evaluation of the program’s Logic Model and Theory of Change. 

Examples of Program Success 

Our students are transformed at every level. For Anne*, an alumna from Ethiopia, the program provided the opportunity to connect with others, and change how she saw herself.

“Before [Enroot], I was very shy. I was very afraid to speak in public, because I thought I was going to make a mistake. I used to keep to myself, but [Enroot] broke that boundary.”

Empowered by the program, Anne was no longer afraid to speak up.

“She’s a real go-getter, and she’s not afraid of being successful,” said her mentor. “There’s a reason why students at the high school seek the program out.”

Anne was inducted into the National Honor Society in her junior year at Cambridge Rindge and Latin School and elected Captain of her varsity track team. With the support of her mentor, she secured a full scholarship to a prestigious liberal arts college. Anne graduated high school in 2015, and is now in her sophomore year of college. She dreams of being an engineer and using her professional career to change the world.

*Name changed


CEO/Executive Director/Board Comments


Management


CEO/Executive Director Mr. Ben Clark
CEO Term Start Nov 2013
CEO Email [email protected]
CEO Experience

Ben joined the Enroot team as Executive Director after spending most of his career working in international development. Most recently, as Director of Organizational Development for Teach For All, he collaborated closely with the leadership of Teach For All network programs in the Middle East, Asia, and Europe to build high performing, sustainable organizations and set solid foundations for scaling. Prior to joining Teach For All, Ben was Principal Manager for Global Programs at ACCION International where he helped manage a portfolio of technical assistance projects aimed at improving performance at microfinance institutions throughout Africa, Latin America, and Asia. Before joining ACCION Ben implemented agribusiness projects in rural Panamanian communities as a Peace Corps Volunteer and worked in marketing for a global Fortune 500 company. In his spare time he enjoys the daily adventures of rookie parenthood alongside his wonderful wife, strolling around Cambridge with his 4 month old daughter strapped to his chest, windsurfing, and learning to play jazz and blues piano. Ben holds undergraduate degrees in International Relations and Sociology from Principia College and a Masters in Public Policy from Harvard Kennedy School.

Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
-- -- --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? Yes
Name of state association Massachusetts Nonprofit Network

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 4
Number of Part Time Staff 2
Number of Volunteers 150
Number of Contract Staff 2
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 0
Caucasian: 4
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 1
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan No
Business Continuity of Operations Plan No
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

--

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Quarterly
Non Management Formal Evaluation and Frequency Yes Quarterly

Governance


Board Chair Mr. Jonathan Steiman
Board Chair Company Affiliation Peak Support
Board Chair Term Apr 2015 - June 2016
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Aman Advani Ministry of Supply Voting
Ms. Allyson Allen City of Cambridge, Office of Workforce Development Voting
Ms. Faye Arrington Fidelity Investments Voting
Mr. Ben Clark Cambridge Community Services Exofficio
Ms. Emily Dexter Ed.D Consultant Voting
Mr. W. Easley Hamner Retired Voting
Mr. Tri Ho Sensata Technologies Voting
Mrs. Helen Jackson Retired Voting
Ms. Kristi Jobson Law Clerk, for the Honorable Patti B. Saris, Chief Judge of the District of Massachusetts Voting
Ms. Sharon Marie May Management Sciences for Health Voting
Mr. Jonathan E. Paul Harvard University Voting
Mrs. Mary Pat Prado Community Volunteer Voting
Mr. Joeseph Sequira Massachusetts General Hospital Voting
Mr. Jonathan Steiman TalkTo Voting
Ms. Linda Sultan retired Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 2
Asian American/Pacific Islander: 4
Caucasian: 9
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 8
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 40%
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Executive
  • Finance
  • Personnel
  • Program / Program Planning

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2015 to June 30, 2016
Projected Income $691,856.00
Projected Expense $691,856.00
Form 990s

2015 Form 990

2014 Form 990

2013 Form 990

2012 Form 990

2011 Form 990

Audit Documents

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $609,362 $693,406 $606,347
Total Expenses $748,267 $584,038 $560,113

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $87,058 $61,083 $59,190
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $87,058 $61,083 $59,190
Individual Contributions $100,869 $100,312 $40,528
Indirect Public Support -- -- --
Earned Revenue $154,664 $96,797 $294,772
Investment Income, Net of Losses $74,556 $290,807 $208,597
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $192,215 $139,860 --
Other -- $4,547 $3,260

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $565,580 $440,948 $499,912
Administration Expense $103,280 $95,134 $60,201
Fundraising Expense $79,407 $47,956 --
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.81 1.19 1.08
Program Expense/Total Expenses 76% 75% 89%
Fundraising Expense/Contributed Revenue 42% 30% 0%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $2,013,349 $2,150,334 $2,051,942
Current Assets $241,592 $189,960 $57,821
Long-Term Liabilities $4,598 $2,798 $2,798
Current Liabilities $46,682 $46,562 $57,537
Total Net Assets $1,962,069 $2,100,974 $1,991,607

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $1,782,265.00
Spending Policy Percentage
Percentage(If selected) 5.0%
Credit Line No
Reserve Fund Yes
How many months does reserve cover? 3.00

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 5.18 4.08 1.00

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 0%

CEO/Executive Director/Board Comments

Enroot's Board of Directors approved strategic use of endowment funds beyond the typical spending rule during FY16 and FY17 to support preparation for and execution of expansion to Somerville.

Secondly, of note in the supplied project and organization budget (for FY17), we have netted out building revenue. 
 
Lastly, in the interest of presenting as clear a portrait of our organization as possible, I wish to draw your attention to the fact that several lines in past recent audits and 990 tax returns (prior to FY14) do not accurately represent our agency. When Enroot (then Cambridge Community Services) hired a new auditor to conduct our FY14 audit (concluded in late December 2014), they brought our attention several items that had not been appropriately recorded in our FY13 audit  (or previous audits) which distorted the financial picture.

In particular, the financial statements for FY2013 do not present the costs of the building in an accurate or favorable position, as expenses for operating our Building were included in Supporting Services, greatly distorting the percentage of Program vs. Supporting costs The majority of those costs are more appropriately netted against the rental revenue, rather than presented as a supporting service, which skews the percentage of program vs. admin/fund raising expenses in an unfavorable ratio. 

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

Community Need:

College degree holders earn nearly $1 million more in a lifetime than those without degrees in the US. Yet only 1 in 10 individuals from low-income families have a college degree. The achievement gap grows even more significant when factoring in the additional linguistic and cultural challenges that immigrant students face. “Limited-English-Proficiency” (LEP) students are the state’s lowest performing cohort, with the lowest rate of MCAS achievement. The achievement gap is significant in Cambridge, with LEP students showing the lowest on-time high school graduation rate.

Enroot supports this population by directing a rigorous and holistic out-of-school-time program. Recruited from the English-Language-Learner department (ELL) at CRLS, over 75% of Enroot students are low-income, and all will be the first in their families to attend an American university. Throughout the program’s 2-3 year arc, students:

  1. Improve academic performance;

  2. Demonstrate a greater sense of community and belonging, self-confidence and advocacy;

  3. Develop a clear and inspiring pathway for higher education and career;

  4. Build a marketable skill set through real-world, paid internships;

  5. Graduate high school prepared to successfully transition to and graduate from post-secondary education.


2. What are your strategies for making this happen?

Program Model: Enroot has multiple entry-points, depending on a student's English-Language proficiency, and a potential 2-4 year arc. Students with the lowest levels of English-language-proficiency are enrolled in the Mentorship Program during their first or second year in the country before graduating to the extremely rigorous Leadership Program with its full wrap-around support.

Mentorship Program: Students are provided individualized case management, attend weekly workshops, and are matched with a 1-1 adult volunteer mentor. During weekly facilitated  meetings and workshops with their students, mentors focus on college access, community engagement, and career exploration, while reinforcing English-language skills. Personal, professional, and academic guidance from a supportive, caring adult, especially for this at-risk population, keeps students in school and on track for success.

“A mentor doesn’t have to have the same perspective as you or be like you to give you good advice; she just needs to understand your situation. What I like best about my mentor is that she always pushes me to strive for excellence whether it’s academic or not.” - Program Alumna from Haiti, CRLS Class of 2016, Clark University Class of 2020

Leadership Program: The more rigorous Leadership Program involves nearly 15 hours of programming each week, extending the learning day by 50%. Program components include: 1-1 mentoring, professional internships, 1-1 academic tutoring, community service projects, a weekly seminar on civic engagement, workforce readiness, and leadership development, as well as optional STEM learning opportunities, like coding classes.

Senior Workshops: Seniors in both programs attend additional ‘Senior Workshops’ with their volunteer mentors, designed to ensure a successful transition from high school to college. Lastly, a select group of seniors are chosen as “Peer Leaders,” acting as mentors, role models, and guides to their peers.

The challenges facing low-income immigrant students are significant. However, decades of alumni have proven that with the support and guidance of over 120 volunteer mentors, tutors, internship supervisors, and Enroot staff members, they can set ambitious life goals and achieve success.


3. What are your organization’s capabilities for doing this?

Skilled and Experienced Team Supporting Students
Enroot is uniquely positioned to address the challenges facing low-income immigrant teens. We have a talented and passionate professional staff, dedicated leadership and volunteers, and long-standing partnerships with the municipalities and public school systems. Cambridge Program Director Sandra Cañas, an El Salvadorian immigrant and Cambridge resident herself, has led the program for 24 years. Sandra is a strong, successful role model for her students, able to effectively advocate for students with teachers, guidance counselors, administrators, and families. She not only understands her students’ backgrounds, she can effectively communicate the possibilities of their futures as Enroot strives to equalize access to opportunity.

Somerville Program Director Anna Leversee is a graduate of Smith College and a Fulbright Scholar with experience teaching English in Colombia. She recently received her Interpreter’s License from Boston University and has a Certificate in Teaching English to Speakers of Other Languages.

Additionally, Enroot’s programs are also supported by a committed group of community volunteers, growing to 150 mentors, tutors, teachers, and internship supervisors in the coming academic year. While we see their contribution to our students’ growth and development as invaluable, figures provided by the Commonwealth of Massachusetts suggest our volunteers have donated nearly $1,000 each of their time per year, with a total in-kind contribution for the upcoming year to Enroot slated to be over $115,000.

Collaborative Partnerships
Enroot has partnered closely with the Cambridge Public Schools and the Cambridge Office of Workforce Development since the program’s inception. OWD and CPSD, along with the Cambridge Rindge and Latin School (Cambridge’s only public high school), provide financial support, in-kind office and classroom space, along with strategic guidance.

Thanks to dedicated investments by the City of Somerville, Somerville Public Schools Department, and private funders, significant enthusiasm from local organizations, and a growing partnership with the high school, we're excited to roll-out a pilot program at Somerville High School this fall. “Enroot has earned an impressive record of success working with students in Cambridge using a relational model of support that places the student and his/her unique needs front and center,” said Superintendent of Schools Mary Skipper. “Our students will benefit greatly from this new partnership and from Enroot’s demonstrated commitment to helping students gain the leadership skills that will help them achieve and succeed throughout their lives. We look forward to launching this partnership at Somerville High, and expanding on the great work that Enroot is already doing in Cambridge.”

Sustainability
Lastly, Enroot represents a unique opportunity for a passionate and mission-driven funder. As the owners and operators of a commercial building in the heart of Central Square, that rental income covers costs for building expenses, agency overhead, and fundraising work. Every dollar of support from individuals, government grants, foundations, and businesses directly supports the work of the program, impacting at-risk youth in the community.

 


4. How will your organization know if you are making progress?

 

External evaluators conduct pre and post-program surveys, collect data throughout the year, and have completed an alumni program evaluation, documenting 20 years of impact. Providing such holistic programming ensures Enroot students develop language skills, excel academically, demonstrate a greater sense of community and belonging, and develop concrete professional skills, all with a greater understanding of how to navigate and thrive within the systems in our community.

Self-Confidence and Leadership Skills: While 1 in 4 youth display worrisome signs of depression and anxiety:

· 88% of students credit their mentor with increases in self-confidence

· 87% of students report discovering unique skills and talents

“Working with others would have to be the skill with the greatest impact on my life. I learned how to advocate for myself and others and I have confidence in my decisions.” – Program Alumna, Class of 2012, Colby-Sawyer College Class of 2016

College Readiness and Completion: While 21% of low-income students graduate college in 6 years:

· 41% of alumni have completed a Bachelor’s degree

· 28% of alumni are currently enrolled in a four-year degree program

· 10% of alumni more completed 2-year post-secondary education programs

“When I first joined the program… I had almost given up on my education. [Enroot] opened up a way for me and I was able to see that anything was possible if I kept doing my best and not giving up.”- Program Alumnus, Class of 2016, Massachusetts College of Arts and Design, Class of 2020

Professional Skills and Workforce Readiness: When transitioning from school to career is challenging:

· 96% of students report increased professional skills, including time management, collaboration, good communication, and networking

· 95% of worksite supervisors would re-hire their intern for a second (or more) year

“Working with others would have to be the skill with the greatest impact on my life. I learned how to advocate for myself and others and I have confidence in my decisions.” – Program Alumnus, Class of 2007, UMASS Amherst Class of 2012

 


5. What have and haven’t you accomplished so far?

With support from a team of pro-bono Deloitte consultants through Inspire, Enroot undertook a landscape analysis of 20-25 surrounding communities. We examined community demographics, school dynamics, student performance, current nonprofit partners, and availability of funding. From that process, 4 schools in Somerville and Boston had been selected for further research and relationship building. Over the course of 6 months, Enroot built relationships with school and city administrators, teachers, local community partners, and private funders in Boston Public Schools and Somerville Public Schools. In April of 2016, Enroot’s Board of Directors voted to approve the expansion pilot at Somerville High School, in part thanks to enthusiasm and financial investments from the Somerville Public Schools and City of Somerville. A pilot group of 20-30 students will be recruited for the Somerville High School pilot site in FY17, with the goal of growing to 40-50 students in FY18. From there, an additional expansion site of 20-30 students will be prepared for programming in FY19.

With a track record of success in Cambridge, we are eager to support students in Somerville with Enroot’s life-changing program. We are excited to be entering a new community with the support and dedication of city official, school administrators, and teachers. We plan to approach the school year with three main tenants in mind: enthusiasm, responsiveness, and agility. We will serve Somerville students with enthusiasm, encouragement, and invest our resources in the school community, our students, and Enroot’s developing program at Somerville High School. We will also be responsive to their specific needs, as they will likely be different from Cambridge students in a variety of ways. Lastly, as needed, we will adjust programming to best meet our students’ needs, tailoring the program’s offerings, activities, and schedule for our new partners. These tenants will guide the pilot year at our first expansion site, prompting reflection, continued goal-setting, and refinement throughout the year to ensure we are serving Enroot’s Somerville students at the highest level.

The two biggest specific challenges we foresee during our pilot year are student recruitment and internship placements. We’ve partnered closely with teachers, guidance counselors, and current ELL students, to help recruit prospective students and encourage enrollment. Secondly, while we began our work setting up diverse internship sites through concerted outreach across the city, close partnerships with local community members are key in ensuring Enroot students are offered a variety of internship options in numerous exciting fields.