Share |

Jumpstart Massachusetts

 308 Congress Street, 6th Floor
 Boston, MA 02210
[P] (617) 542-5867
[F] (617) 542-2557
http://www.jstart.org
[email protected]
Aleksandra Tugbiyele
Facebook Twitter
INCORPORATED: 1993
 Printable Profile (Summary / Full)
EIN 04-3262046

LAST UPDATED: 11/07/2017
Organization DBA Jumpstart
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

 

Jumpstart provides language, literacy, and social-emotional programming for preschool children from under-resourced communities and promotes quality early learning for all. 

Mission Statement

 

Jumpstart provides language, literacy, and social-emotional programming for preschool children from under-resourced communities and promotes quality early learning for all. 


FinancialsMORE »

Fiscal Year Sept 01, 2015 to Aug 31, 2016
Projected Income $17,740,681.00
Projected Expense $17,730,681.00

ProgramsMORE »

  • Jumpstart Massachusetts

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

 

Jumpstart provides language, literacy, and social-emotional programming for preschool children from under-resourced communities and promotes quality early learning for all. 


Background Statement

Without access to the same enriching opportunities as children from more affluent neighborhoods, children from low-income communities often start kindergarten behind in oral language and literacy development. Children who fall behind in these academic skills are less likely to be successful beginning readers. As a result, an achievement gap persists through the elementary grades (Strickland & Riley-Ayers, 2006).

Less than half (48%) of children born into low-income families are ready for kindergarten at age five, compared to 75% of children from moderate or high income families (Isaacs, Brookings Institution, 2012). Specifically, children from low-income families enter kindergarten with a smaller vocabulary and are less likely to know letters and numbers (Heckman, 2008). Children who live in poverty hear 30 million fewer words by age 4, compared to children with more affluent parents, and these differences in children’s vocabularies are highly correlated with disparities in emerging literacy skills (Hart & Risley, 2003). The skills gap persists, as early school performance predicts later rates of high school graduation, college attendance and completion and eventual earnings (McKinsey, 2009).

A body of research demonstrates that high-quality early learning programs can improve kindergarten readiness, particularly for disadvantaged children (Karoly, 2012) and ultimately reduce the achievement gap and begin to break the cycle of poverty (Barnett, W., Belfield, C., Montie, J., Nores, M., Schweinhart, L., Xiang, Z., 2005).

In Massachusetts, the need for high-quality early learning programs is acute. According to the 2013 NAEP fourth grade reading test scores, only 25% of children eligible for free or reduced lunch scored proficient or above, whereas 62% of ineligible children scored proficient or higher (KIDS COUNT, 2015). According to the 2013 census, a high percentage of families with children in the cities served by Jumpstart live below poverty level: Boston 24.8%, Brockton 23.3%, Lawrence 34.4%, Lowell 21.8%, Taunton 13.9%, and Worcester 27.2% (census.gov, 2015). In addition, these cities’ third grade MCAS ELA scores, an important marker for future school success, is well below the average of 57% receiving a score of proficient or better. In Boston, 37%, in Brockton, 30%, in Lawrence, 29%, in Lowell, 42%, in Taunton, 53%, and in Worcester, 37% of children received a score of proficient or better (KIDS COUNT, 2015).


Impact Statement

Since 1993, Jumpstart’s unique program has remained the only national supplemental pre-k program of its kind, leveraging adult-child relationships to deliver a proven curriculum that builds the key skills children need to enter school prepared to succeed. To date, Jumpstart has engaged more than 40,000 caring adults volunteers who have given 10 million hours of service to children from low-income communities. Their commitment has resulted in the preparation of over 90,000 children for school and life success.

Last year in Massachusetts, Jumpstart recruited, trained and managed 822 volunteers who gave over 200,000 hours of service, through individualized relationships with 2,043 children, in 114 classrooms, in Greater Boston, Lawrence, Lowell, Brockton, Taunton and Worcester. Internal evaluations and external studies consistently find that children who participate show skill gains that are greater than comparison children. The results from the 2014-2015 national evaluation indicate that: Jumpstart provided services to over 11,000 preschool children across the country needing support in language and literacy skills. Over 6,500 of these children were included in the national evaluation sample. 90% of participants made gains in language and literacy skills during the program year. 

While preparing preschool children for academic success is at the core of its work, Jumpstart also has a powerful impact on the lives of Corps members. Results from year-end surveys demonstrated the following: 96% of Corps members would recommend serving with Jumpstart to peers, 97% of Corps members agreed their Jumpstart experience enabled them to build leadership skills and 71% of Corps members demonstrated an increase of knowledge about early childhood practices.

Next year Jumpstart Massachusetts will continue to change the lives of the over 2,000 children it serves, while simultaneously having a lasting impact on the over 800 college student and community volunteer it recruits and trains.


Needs Statement

New Summer Program: By utilizing partnerships with local public housing authorities, community-based organizations, and universities, Jumpstart will create a new summer program that prepares children for school success, while providing the entire family with the information they need to effectively support their children’s learning.

Jumpstart Boston: Through the service of over 550 caring adult volunteers serving as Corps members, Jumpstart will prepare over 1,400 Boston children for school success.


Jumpstart Merrimack Valley: Through the service of 125 caring adult volunteers serving as Corps members, Jumpstart will prepare over 400 children in Lowell and Lawrence for school and life success.

Jumpstart Southern Massachusetts: Through the service of over 75 caring adult volunteers serving as Corps members, Jumpstart will prepare over 200 children from Brockton and Taunton for school success.


Jumpstart Worcester: Through the service of 45 caring adult volunteers serving as Corps members, Jumpstart will prepare over 130 children in Worcester for school and life success.


CEO Statement

Jumpstart believes in the unlimited potential of every child. Through individualized, supportive relationships developed throughout the school year, Jumpstart Corps members deliver our proven curriculum to more than 2,000 Massachusetts children. In the fall, these children will start kindergarten prepared to seize the educational opportunities in front of them.

 

Less than a decade ago, Jumpstart started its School Readiness for All initiative with 50 Corps members serving 50 children in four Roxbury preschools. This year, almost 800 Corps members are giving 200,000 hours of service in over 60 preschools across Massachusetts communities. In 2011, Jumpstart successfully introduced our services in the Merrimack Valley and in Family Child Care settings.

 

Much has been accomplished, but with your help we can do more. Thank you for taking the time to learn more about the issues that we confront and the work we do, and I hope to have the privilege of partnering with you in our work.

 

-Naila Bolus, Chief Executive Officer, Jumpstart


Board Chair Statement

--

Geographic Area Served

Throughout the United States
Greater Boston Region-All Neighborhoods
Greater Boston Region-Allston / Brighton Neighborhood
Greater Boston Region-Chinatown Neighborhood
Greater Boston Region-Dorchester Neighborhood
Greater Boston Region-East Boston Neighborhood
Greater Boston Region-Jamaica Plain Neighborhood
Greater Boston Region-Mattapan Neighborhood
Greater Boston Region-Roxbury Neighborhood
Greater Boston Region-South Boston Neighborhood
Greater Boston Region-South End Neighborhood
Northeast Massachusetts Region
Southeast Massachusetts Region
CENTRAL REGION, MA

Jumpstart Massachusetts serves at preschools in low-income communities in Greater Boston: Brighton, Chinatown, Dorchester, East Boston, Jamaica Plain, Mattapan, Roxbury, South Boston, Somerville and South End; Lowell and Lawrence; Brockton and Taunton and Worcester. Jumpstart operates 71 sites across the country, with major city offices in Atlanta, Boston, Chicago, Los Angeles, New York, San Francisco, and Washington, D.C.

Organization Categories

  1. Education - Educational Services
  2. -
  3. -

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

Yes

Programs

Jumpstart Massachusetts

In partnership with institutions of higher education and community based organizations, Jumpstart recruits and trains Corps members to deliver its proven literacy and language development curriculum via yearlong individualized relationships. Corps members receive 40-60 hours of pre-service training as well as ongoing coaching. Through Jumpstart’s preschool partners, each Corps member engages 1 to 3 children over a full school year. The deep relationships that Jumpstart’s individualized attention creates are critical to Jumpstart’s success. The Corps members teach Jumpstart’s proven 20-week curriculum through twice-weekly, two-hour, individualized sessions. These sessions build each child’s language, literacy, social and initiative skills. Throughout the year, each Corps member gives 200-300 hours of service to the children, families and communities in which they serve.
Budget  $2,500,000.00
Category  Education, General/Other
Population Served Infants to Preschool (under age 5)
Program Short-Term Success 

Jumpstart Massachusetts’ goals for the 2016-2017 program year:

-2,000 children from Massachusetts’ low-income neighborhoods will receive Jumpstart’s direct service program to ensure they are better prepared to be successful in school students.

-800 volunteer Corps members will receive intense training and give almost 200,000 hours of service.

-2,000 families will receive books, educational resources and activity ideas to ensure they are actively and effectively engaged in their children’s learning.

-Hundreds of volunteers, in addition to the 800 Corps members, will be recruited and serve in projects that benefit preschools, families and communities.

Program Long-Term Success 

Jumpstart was founded on the conviction that all children deserve access to high-quality early educational opportunities to realize their full potential. By inspiring a collective love of learning in children, and of teaching in adults, Jumpstart affects the individual children, the culture of an early learning center and the larger neighborhood. Because of its long-term success, Jumpstart has earned an expanding role in local public policy and has brought attention to how a supplemental education program in under-resourced communities can help children achieve success in school. Ultimately, Jumpstart’s work is about lasting systemic change so that every child enters school ready to learn.


pasting
Program Success Monitored By 

“Jumpstart defies the stereotype that non-profits cannot measure what they do and sets a standard for the non-profit sector.” -Allen Grossman, Harvard Business School

Jumpstart evaluates the annual skill gains children make using the research-based School Success Checklist. The checklist measures key language and literacy skills that are important for future success. Children are measured at the beginning and end of the program year. Jumpstart is also in the process of rolling out another measure of skill gains, the Test of Preschool Early Literacy (TOPEL). TOPEL is a standardized, norm-referenced measure of early language and literacy skills for children age 3-5 years and is one of the most widely used instruments for children of this age in intervention research.

In addition, preschool partners and Corps members are surveyed several times a year. Their responses are used to inform all key decisions about strategy and program development.

Examples of Program Success 
Feedback of Jumpstart's Programs: 
 Center Director “Absolutely- solid understanding of population served. Well trained. Always developing developmentally appropriate role modeling.”

Preschool Staff, “Each day when the children wake up from nap they ask if it is a Jumpstart day.” And, “Being a very active class of 20, it is very difficult to give each child individual attention. Jumpstart helps with small groups and 1 on 1 time.”

Preschool Director, “They loved singing songs and reading stories with the Corps members. We loved having the afternoon sessions, they enhanced our afternoon curriculum.” And “I saw how Jumpstart gave our children confidence at sharing time. Kids that are shy were always so excited and proud of the work they did with Jumpstart.”

Preschool Teachers, “Jumpstart is a great program. It helps young children who are having difficulty in the social, emotional, language cognitive and other learning areas. Thank you, Jumpstart!”

 

CEO/Executive Director/Board Comments

“Jumpstart Corps members have impacted my family by making reading a lot more fun, while at the same time stressing family involvement. I enjoy seeing the look on Adam’s face when it’s Jumpstart day. This excitement motivates me to plan weekend activities and home projects for us to explore together.” –Montré Evans, Jumpstart parent

 

“When Jumpstart Corps members walk into my classroom, everyone gets excited. The children know that there will be someone that is concentrating just on them and I know there are people willing and ready to fulfill my students’ individual needs.”-Jeanette, Crittenton Early Ed.Center, Boston

 

“Last week my partner child wrote her full name out for the first time. In college, I have read books by philosophers, artists and political theorists. In three years, no words have been more powerful than those of my four year old friend. Thank you for the opportunity to work for something and with something I believe in.” -Caitlin Doerring, Jumpstart Corps Member
 
 

Management


CEO/Executive Director Mrs. Naila Bolus
CEO Term Start Oct 2011
CEO Email [email protected]
CEO Experience

Naila Bolus has more than 20 years of experience in the non-profit sector and joined Jumpstart from Ploughshares Fund, the largest grant-making foundation in the United States dedicated exclusively to security and peace funding, where she was Executive Director. After joining Ploughshares Fund in 1997, Bolus was instrumental in transforming the organization from a small funder to a national, influential policy player. She led a highly successful $25 million endowment campaign and tripled Ploughshares Fund’s budget and staff.

 

Prior to joining Ploughshares, Bolus was co-director of 20/20 Vision, a grassroots organization that seeks to promote democracy through helping members communicate with national decision makers. She also helped found the Women Legislators’ Lobby and served as the organization’s political director, successfully recruiting one third of female state legislators to lobby for environmental protection, human services and peace. Bolus graduated from Tufts University in 1987 with a degree in International Relations. She is married with three young children and lives in the Boston area with her family.

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? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

--

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 150
Number of Part Time Staff 0
Number of Volunteers 4,000
Number of Contract Staff 0
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 20
Asian American/Pacific Islander: 10
Caucasian: 95
Hispanic/Latino: 18
Native American/American Indian: 0
Other: 7
Other (if specified): --
Gender Female: 131
Male: 19
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
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 Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Chris Stadler
Board Chair Company Affiliation Managing Partner, CVC Capital Partners
Board Chair Term Jan 2007 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Lori Almon Partner, Seyfarth Shaw Attorneys, LLP --
Stephanie Blank Trustee, Arthur M. Blank Foundation Voting
Thomas G. Connolly Managing Director, Merchant Banking Voting
David Humphrey Managing Director, Bain Capital --
Greg Johnson President & CEO, Franklin Resources, Inc. Voting
David Lissy CEO, Bright Horizons Family Solutions Voting
Navid Mahmoodzadegan Managing Director, Moelis & Company --
Jennifer K. Marrus Consultant Voting
Kim L. Mitchell Organizational Development & Philanthropy Consultant --
Bridget Moynahan Actress --
Rob Waldron CEO and President, Curriculum Associates Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Bill Barke Retired --
Ian Blasco Principal, Riverside Partners --
Eric Greenberg Partner, Seyfarth Shaw --
Sam Karshis Manager of Business Development, Bright Horizons Family Solutions --
Nakia Maddox-Eubanks Atlantic Trust Private Wealth Management Voting
Hiren Mankodi Audax Private Equity Voting
Adu Opoku-Boahin Slalom Consulting Voting
Mark Polebaum General Counsel, MFS Investment Management --
Joseph Robbins Principal, Bain Capital --
Rebecca Schechter Senior Vice President, Institutional Investor Services, Division Manager, State Street --
Jennifer Waldron Consultant --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 1
Caucasian: 10
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 5
Male: 7
Not Specified 0

Board Information

Board Term Lengths --
Board Term Limits --
Board Meeting Attendance % --
Written Board Selection Criteria Under Development
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation No

Standing Committees

    --

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year Sept 01, 2015 to Aug 31, 2016
Projected Income $17,740,681.00
Projected Expense $17,730,681.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $24,479,695 $19,284,432 $19,377,334
Total Expenses $22,622,782 $18,393,932 $21,345,449

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
$5,098,933 $6,271,562 $6,472,476
Government Contributions $7,413,590 $7,558,510 $7,271,284
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $7,413,590 $7,558,510 $7,271,284
Individual Contributions $5,648,227 $3,762,435 $3,201,170
Indirect Public Support -- -- --
Earned Revenue -- -- --
Investment Income, Net of Losses -- -- --
Membership Dues -- -- --
Special Events -- -- --
Revenue In-Kind $6,285,857 $1,626,701 $2,417,567
Other $33,088 $65,224 $14,837

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $18,711,754 $15,178,318 $17,507,266
Administration Expense $1,800,324 $1,456,451 $1,393,734
Fundraising Expense $2,110,704 $1,759,163 $2,444,449
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.08 1.05 0.91
Program Expense/Total Expenses 83% 83% 82%
Fundraising Expense/Contributed Revenue 12% 10% 14%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $8,739,434 $7,388,922 $6,293,479
Current Assets $8,363,834 $7,072,024 $5,879,469
Long-Term Liabilities $0 $16,579 $46,412
Current Liabilities $2,175,520 $2,665,342 $2,430,566
Total Net Assets $6,563,914 $4,707,001 $3,816,501

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 --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
How many months does reserve cover? --

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 3.84 2.65 2.42

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 0% 0% 1%

CEO/Executive Director/Board Comments

--

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's audited financials and reflects the national financials. Other areas of the profile feature the nonprofit's work in the state of Massachusetts.

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?

Jumpstart's theory of change outlines how the organization's work relates to its objective that children from under-resourced communities are on target with early literacy skills when they arrive in kindergarten.

Jumpstart's theory of change is comprised of three core elements:

1) Children from under-resourced communities experience enriched learning environments and develop critical cognitive and social-emotional skills

2) National and state policies and programs support early childhood education (ECE) workforce development and increase public support for high-quality ECE

3)The early learning workforce is prepared and appropriately compensated.

Jumpstart's work in each of these areas prepares children for success in kindergarten, which enhances the likelihood that each child will be reading proficiently by third grade. Achieving this benchmark increases the likelihood of graduating from high school, pursuing postsecondary experiences, and breaking the cycle of poverty.

Jumpstart's new strategic plan will guide its work from 2015 to 2018, and, by 2018 Jumpstart will expand its direct service program by 30% to serve at least 15,000 children annually, and improve efficacy so that at least 80% of children in the evaluation study are on track for kindergarten readiness in the areas assessed. Jumpstart will connect its Corps members to careers in early education and inspire them to advocate for quality early education for all children. By 2018, 90% or more of Corps member alumni will self-identify as early education teachers and/or champions. In order to affect real change and attain a system in which every child will have the educational opportunities to enter kindergarten prepared to succeed, the system of early education itself must be transformed. By 2018, Jumpstart will have a strong network of key influencers at the national level and in 75% of the states where Jumpstart serves who are active proponents of bringing such large-scale change to reality.

2. What are your strategies for making this happen?

The Jumpstart model provides transformative educational experience to preschool children by delivering its proven literacy and language curriculum in public school and private centers across the state. After extensive pre-service training on early childhood development, classroom management, and curriculum activities, Jumpstart Corps members are organized into teams of 6 to 10. Each team is assigned to a classroom, which typically may have 1 teacher and 1 aide to meet the needs of up to 20 children. The Jumpstart team divides the class into small groups, reducing the adult-student ratio and enabling individualized attention. Children are placed in groups of mixed developmental levels to encourage peer learning.

During sessions, teams implement Jumpstart’s proven curriculum to achieve gains in children’s language and literacy skills. Jumpstart's curriculum is adapted from the Opening the World of Learning (OWL), a comprehensive, research-based curriculum that targets the language, phonological awareness, letter knowledge and social-emotional development of young children, skills that are closely tied to later success in school (Pearson Education, 2009; National Early Literacy Panel, 2008). In a 2-year study of 100 teachers and 3,000 students using the OWL curriculum, children showed gains on nearly all language and literacy constructs annually, and those gains increased from year to year (Pearson Education, 2009).

The Jumpstart curriculum maximizes time with children to support the development of critical skills and to build the relationships that propel children’s social-emotional development. Through ongoing adult support and positive interactions, children develop secure relationships with caring adults that allows children to thrive. Jumpstart sessions are highly interactive. Activities in each session support development of children’s self-concepts as they come to realize their own capabilities. Children are encouraged to direct their own learning and to express pride in their accomplishments. Jumpstart sessions also follow a clear and consistent routine. This structure is balanced by elements giving children the autonomy and personal responsibility they need to develop self-regulatory faculties.

To strengthen the impact of its work directly with children, Jumpstart Corps members also support family members’ understanding of their children’s educational experiences. Jumpstart’s family involvement approach is based on two key components: ongoing communication and creating a Jumpstart-home learning connection. AmeriCorps members and resources created by Jumpstart share information about children’s interests and accomplishments in sessions, including newsletters sent home monthly, individual notes about children’s achievement, and in-person conversations during orientation and when families pick children up from session. Jumpstart also connects learning in Jumpstart to learning in the home by providing families with enriching activities through take-home materials and books.

As a result of Jumpstart’s theory of change, children will be equipped with the skills they need to achieve success in kindergarten and beyond. In addition, the number of well-trained Jumpstart Corps members planning to pursue work in the education field or become early-childhood educators will increase. Jumpstart’s pipeline of high-quality teachers and champions of early-childhood education will ultimately contribute to breaking the cycle of poverty for even more children.


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

Since 1993, Jumpstart has recruited more than 40,000 volunteers to prepare more than 87,000 children for success in kindergarten. Jumpstart Massachusetts has successfully managed its program for more than a decade and supported thousands of Jumpstart Corps members in providing key language, literacy, and social-emotional skills to children. Jumpstart’s structure integrates the national, regional, and site levels to ensure effective program delivery. Site Managers oversee members at each university site. Site Managers lead the recruiting, training, and managing of members. Site Managers are overseen by Program Directors, who are managed by the Regional Vice President. National departments, in turn, provide centralized support to the region in the areas of curriculum development, evaluation, finance, human resources, and development.

The Jumpstart model has always been driven by strong collaborations. The organization has developed key partnerships with early care and education centers, families, higher education institutions, complementary non-profit agencies, government agencies including AmeriCorps and the Massachusetts Service Alliance, and community leaders.

Jumpstart partners with over early care and education centers that welcome Jumpstart to use its space and serve their children and families. The organization partners with both private centers and public school preschool classrooms. In addition, Jumpstart’s Family Child Care program and new Urban Edge program targets children who are not in center-based care, thus serving a population severely at risk for starting school behind their peers. Jumpstart also works with larger, umbrella organizations throughout the city including Head Start, ABCD, and Nurtury. It has become evident that collaborating with community partners is the most effective way for Jumpstart to reach those children most in need of its program. Jumpstart obtains preschool program partner feedback and input each year and to ensure partners are satisfied with Jumpstart’s program and to assess the impact of members in the classroom.

In addition, the remarkable effects the Jumpstart experience has on students and communities have resulted in Jumpstart’s longstanding programs at many of America’s finest universities. These institutions range from private to public schools, traditional four-year institutions to community colleges. Jumpstart hires site-based staff at each university, so that the Site Managers working at a particular school have the experience and talent to support the differing student populations at these varied institutions. The Site Managers are constantly collaborating with community service offices, work study offices, and different academic and administration departments to plan and implement its program. Jumpstart realizes the value of impacting these college students at a critical time in their development; when they are choosing their future career paths. By showing Corps members the possibilities of a career in early education, Jumpstart is increasing the amount of highly-trained early education teachers in preschool classrooms. And finally, Jumpstart engages with local government and advocacy groups to inspire public support and investment in high-quality early learning in the City of Boston. Although government relations is still an area of growth for Jumpstart, the organization continues to develop relationships with community leaders to help advocate for high quality learning opportunities for all. Jumpstart realizes the fact that participating in the dialogue surrounding early childhood education leads to collective progress and leverages strong relationships with the Commissioner of Early Education and Care, Tom Weber and the head of Strategies for Children, Amy O'Leary to work toward these organization's; shared vision of the future.


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

Jumpstart systematically collects, analyzes, reviews, and reports on quantitative and qualitative data to measure the program's quality and overall success, development gains for children, and the satisfaction and development of Corps members.

Jumpstart evaluates the annual skill gains children make in the program using the research-based Jumpstart School Success Checklist – a shortened version of HighScope's Child Observation Record (2nd Edition). The Checklist measures key language and literacy skills as well as social-emotional competencies that have a language component (e.g., relating to adults through conversation and making choices and plans by verbally expressing them). Children are measured at the beginning and end of the program year.

During the 2012-2013 program year, Jumpstart engaged in a pilot to examine the viability of adopting a new direct assessment of child learning. Four Jumpstart university sites from across the country piloted one of two possible assessments;the Test of Preschool Early Literacy (TOPEL) and the Phonological Awareness Literacy Screening (PALS). During the fall and spring, data were collected about child performance, training, ease of administration, and general operational concerns. Based on this pilot and the data collected from it, Jumpstart decided to use the TOPEL as its direct measure and has begun to roll out the measure network wide.

TOPEL is a standardized, norm-referenced measure of early language and literacy skills for children age 3-5 years. It is one of the most widely used instruments for children of this age in intervention research. It has three subtests that align directly with Jumpstart's three current target domains: Phonological Awareness (Phonological Awareness), Definitional Vocabulary (Oral Language), and Print Knowledge (Book and Print Concepts). During the 2013-2014 year, 65% of the Jumpstart children assessed with the Test of Preschool Early Literacy (TOPEL) demonstrated gains on its overall Early Literacy Index (a score obtained by combining the scores from the Print Knowledge, Definitional Vocabulary, and the Phonological Awareness subtests. Data from the 2014-2015 is currently being analyzed.

At this time, the TOPEL seems to be a particularly well-matched evaluation tool to evaluate Jumpstart's work. Due to the resources and staff time needed to implement an evaluation tool, evaluation decisions for Jumpstart are made on a national level based on the tool's target ages and the range of skills assessed. Measures used by other organizations such as Boston Public Schools (BPS) and Boston K1Ds may provide us with additional information. However, these measures need to be 1) targeted at ages that match the ages of children that Jumpstart serves and 2) test the skills that Jumpstart focuses on. Jumpstart would like to explore these and other options further with BPS when its evaluation staff is able to make themselves available to Jumpstart.

In addition to these child-level assessments, Jumpstart provides surveys to preschool partners and Corps members several times a year. Their responses, along with other performance management data collection tools, are used to inform all key decisions about strategy and program development (curriculum, training, and program models). In addition, Corps member surveys are used to assess Corps member growth in early childhood education knowledge as well as development of leadership skills and other necessary skills to enter the job market.


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

 Children from under-resourced communities continue to enter school behind students from more affluent neighborhoods. Until this resource gap is closed, young Massachusetts learners still need Jumpstart’s program in order to start kindergarten on a path of school and life success. Jumpstart also knows that many of the children who need its program are not in center-based care. According to the 2015 Boston Indicator Report, the percentage of 3-and 4-year olds in Boston who are not enrolled in preschool or pre-k increased from 32% to 41%. In addition, in 2013, more than 60% of 3-and 4-years olds in families earning between 200% and 300% of the Federal Poverty Level were not enrolled in school. As a result of this need, Jumpstart is reaffirming its commitment to create innovative program delivery methods, like its Family Child Care program and newest Urban Edge program. This year, Jumpstart will partner with Urban Edge, to serve both children and adults simultaneously in Boston’s housing authority communities. In a bold two-generation strategy, members will deliver Jumpstart sessions to children, while parents participate in adult education seminars, centered on topics such as parenting, financial literacy, and self-care. In the coming years, Jumpstart will create additional, new, program delivery strategies to reach children like those served with its Family Child Care Program and Urban Edge delivery models.

In addition, Jumpstart believes that it can achieve even better gains for children. By embarking on a curriculum revision, the organization will ensure that it is preparing children to enter kindergarten armed with better skills to succeed in school and beyond.