Amherst H. Wilder FoundationThe Amherst H. Wilder Foundation, Saint Paul Public Schools, City of Saint Paul, Ramsey County, Summit University Planning Council, Frogtown Neighborhood Association, Saint Paul Public Schools Foundation, and the YWCA of St. Paul, request $500,000 in federal funds to plan for and implement a Promise Neighborhood in the Frogtown and Summit University neighborhoods of Saint Paul, Minnesota.
St. Paul's Promise Neighborhood (PN) is comprised of about 250 city blocks in one of the poorest and most under resourced area in the city. Almost 40% of residents are younger than 18, compared to just a quarter of the population in this age group statewide. Many refugees and immigrants live in neighborhood; 15% of residents were born in Southeast Asia (mainly Hmong) and another eight percent in Africa. This is striking, considering foreign-born residents in cities such as Detroit and Cleveland comprise under five percent of the total population. While rich in youth and diversity, residents face incredible needs, barriers to success, and grim disparities. Single-parent families make up 60% of households with children. Two-thirds of PN residents live in poverty; 82% of students are eligible for free lunch at school. Compared to Minnesota as a whole, the percentage of children with asthma is almost three times higher, and residents are more than two times as likely to be a victim of serious crime. The unemployment rate for African Americans in the surrounding metro area is three times worse than for Whites. Identified target schools include Maxfield, a persistently lowest-achieving school, and Jackson, a low-performing school - both Saint Paul Public Schools (SPPS) K-6 grade elementary schools. Maxfield is among the 32 lowest performing of Minnesota's 2,637 public schools. The school has had eight principals in 10 years and recent test results show just 30% proficiency in reading and 24% in math. Jackson students are 71% Limited English Proficient; its enrollment largely from Hmong neighborhood residents. Entering Jackson kindergarteners in 2008 were only 39% proficient in language/literacy, and 32% proficient in mathematical thinking.
As lead applicant, the Amherst H. Wilder Foundation (Wilder) is familiar with the struggles of this community. Located in St. Paul's PN, Wilder has been serving low-income and high need children and families here for 104 years. As an independent unit of the foundation, Wilder Research has been conducting community-based research since 1917 and works annually with about 150 local to national organizations to study program and service effectiveness. For 13 years, the Wilder Foundation, SPPS, the City of St. Paul, Ramsey County, and the SPPS Foundation have led the successful Achievement Plus school reform model. Now in three SPPS elementary schools on the East Side (outside the PN area) the model delivers rigorous academic curriculum, extended learning activities, and learning supports for students and families. Achievement Plus has shown student behavior improvements, reduced achievement gaps and proficiency scores that surpass state averages. These partners now join neighborhoodfocused partners - YWCA of St. Paul, Summit-University Planning Council, and the Frogtown Neighborhood Association - to import and extend Achievement Plus beyond early childhood and elementary to a true cradle to career continuum of solutions in the Promise Neighborhood. With support from local funders, Wilder will begin to engage the community now to develop the needs assessment, a process that will encourage and infuse locally-defined community support project indicators. Never before has there been such a sharpened focus and comprehensive commitment to these two high-need neighborhoods in Saint Paul.
Athens Clarke County Family Connection Inc Applicant: Athens-Clarke County Family Connection/Communities In School Contact: Tim Johnson, Executive Director
Project Title: Whatever It Takes: Athens-Clarke County Promise Neighborhood Initiative Priorities: Absolute Priority1; Invitational Priorities Quality Internet Connectivity and Civic Engagement
Geographic Area to be Served: The initial target area, Alps Road school attendance zone, is highly distressed and centrally located in the Athens-Clarke County Unified Government land area. Athens-Clarke County (ACC) suffers abject intergenerational poverty. The 31% poverty rate of ACC ranks it seventh-highest among cities with more than 100,000 population. Infant mortality, child poverty, crime, and median earnings are all significantly worse than Georgia or national means. The Census tract has large concentrations of public housing and a 79% renter occupancy rate.
Schools to Be Served: Alps Road Elementary School (ARES, 443 students, pre-K through 5, met AYP, Title I, 90% qualify for school meals); Clarke County Middle School (CMS, 603 students, grades 6-8, NI yr 2, Title I, 67% qualify for school meals); and Clarke Central High School (CCHS, 629 students, grades 9-12, NI yr 3, in corrective action, Title I, 71% qualify for school meals). CMS and CCHS are low-performing schools; both schools are Tier III on the GA DOE School Improvement list and have not met AYP. Two district-wide schools are in the target area, the Performance Learning Center (drop-out prevention, 150 students) and the Ombudsman Alternative School (150 students). There are 1,975 students grades prek-12 in the target area (17% of the 11,603 students in entire school system).
Applicant Capacity: For over fifteen years, Athens/Clarke Family Connection/Communities in Schools (FC/CIS) has brought together 90 partners to research the needs of children and families in the community and work together to address those needs. The collaborative has a wealth of experience in comprehensive strategic planning, family engagement, results-based accountability, resource development, and system change. FC/CIS, with partners, has led implementation and evaluated effectiveness of research-based programs designed to improved results for children, families, and the Athens community. FC/CIS has been designated by state and local government as the planning and coordinating body for services for children and families in Athens-Clarke County.
MOU Partners: FC/CIS, Clarke County School District, Public Health/Northeast Health District, Athens-Clarke Unified Government, OneAthens, Athens Area Community Foundation, University of Georgia College of Education, University of Georgia Carl Vinson Institute of Government, Athens Health Network, Athens Regional Mind Body Institute.
Locally Defined Indicators: FC/CIS currently monitors and evaluates 16 indicators in five result areas. Additional locally-defined indicators for Promise Neighborhood will include: low birthweight, teen birth rate, repeat teen birth rate, students in out-of-school-time high-quality learning environments, discipline and suspensions, family members attending parent-teacher conferences, neighborhood residents who have home access to internet and computing devices, children with healthy height and weight ranges for their ages, residents with healthy height and weight ranges for their ages, and substantiated child abuse and neglect.
Berea College The Berea College Promise Neighborhood proposal engages the community in planning for a continuum of education services to address the educational needs of students in the three economically depressed rural (all schools served qualify as rural) Kentucky counties of Clay, Jackson, and Owsley. These counties are among the poorest in the nation. Three school systems serve our Neighborhood: Clay County (3,577 students), Jackson County (2,553 students), and Owsley County (909 students). Two of the three high schools in the Neighborhood failed to meet AYP in 2008-09. Jackson County High school, a low-performing school, did not meet AYP for the seventh year, putting it in Tier 5-2 of consequences.
Berea College comes to this Planning Grant with a successful history and tradition of partnering with local schools to effectively serve high-need students and their parents. Berea College has significant experience working with low performing schools including work with Jackson County High School, a low performing school in our Neighborhood. Recognizing that the resident's voice is critical to planning, 64% of the members (seven of eleven members) of the Management Board (MB) are residents of the Neighborhood. The MB contains representatives from these organizations: Berea College, Collaborative for Teaching and Learning, Kentucky Folklife Program, Cumberland Valley District Health Department, Jackson County Schools, Clay County Schools and Owsley County Schools. In addition, the MB includes two parents of students attending public school in the Neighborhood and one community member with a background in local arts and culture.
The MB has identified indicators to be used for the needs assessment during the planning year. We have retained indicators suggested by the PN program, modified indicators to more closely fit our project plan and added indicators connected to 1) school culture that promotes college going for all students and 2) connected to the Invitational Priority Arts & Humanities.
BOYS & GIRLS CLUB OF THE NORTHERN CHEYENNE NATION PROMISE NEIGHBORHOODS ABSTRACT NARRATIVEThe Boys and Girls Club of the Northern Cheyenne Nation (BGCNCN) will partner with the Northern Cheyenne Tribal Government, Ashland Public Schools, Colstrip Public Schools, Lame Deer Public Schools, Northern Cheyenne Tribal Schools, Saint Labre Indian School Educational Association, Circle of Schools, Chief Dull Knife College, Native Action, Indian Health Service-Northern Cheyenne Service Unit, Northern Cheyenne Tribal Housing Authority and individual community members in planning and implementing a Promise Neighborhood within the territorial boundaries of the Northern Cheyenne Reservation and bordering towns of Colstrip and Ashland, Montana. The BGCNCN will conduct a comprehensive needs assessment and segmentation analysis of 'Neighborhood' residents ages 0-25 years of age based on project indicators - which will most effectively and appropriately inform the BGCNCN's development of a cradle-to-college-through-career continuum of solutions that incorporates academic programs and family and community supports. The continuum of solutions will be designed to significantly improve the educational and developmental outcomes of children in the Neighborhood and to transform the Neighborhood by taking a comprehensive approach to child development and education that will support the academic achievement, healthy development and college and career success of children in the Neighborhood. At the end of the one-year planning grant, the BGCNCN will have a continuum of cradle-through-college-to-career solutions, a plan to deliver the continuum, commitments from partners to work long-term to implement the plan, resources needed to support the financial sustainability of the plan and a longitudinal data system for all academic and family and community support indicators.
Abyssinian Development Corporation Abyssinian Development Corporation US Department of Education-Promise Neighborhoods Executive Abstract Narrative Organization Name: Abyssinian Development Corporation (ADC) Project Title: Harlem Promise Neighborhood (HPN)
Geographically defined area to be served: The HPN will focus on the area that surrounds the well-known 202 year old Abyssinian Baptist Church in Central Harlem. Although strides have been made by many government entities, nonprofits, and individuals to improve the quality of life for local residents, Central Harlem remains one of the neediest urban communities and still has a severe need for high-quality integrated services focused on eliminating poverty. Description(s) of the HPN school or schools: Thurgood Marshall Academy and Bread and Roses High School are both Title 1 High Schools in Harlem's Community School District 5, a high poverty school district.
ADC's capacity and experience: ADC is a 21 year old comprehensive community development corporation dedicated to improving the quality of life in Harlem. ADC sponsors three traditional public educational institutions including a Head Start Program, an elementary school and a middle/high school. ADC's educational institutions are out-performing their peer community in a district that has significantly poor statistics. To implement the HPN planning process ADC will draw on its 17 years of experience as a sponsor and lead partner to High Poverty High Performing Harlem schools (one of which was a persistently low achieving school and required turnaround), and its management of several projects of the proposed scope and scale in a variety of areas beyond education including: building the first community PathMark; building over 1,200 units of housing serving approximately 4,000 residents; implementing a community charrette with over 160 community stakeholders to hear their needs for the remaining development of a three-block radius (with 1,300 residents); and creating, managing and fundraising for the Harlem Neighborhood Naturally Occurring Retirement Community (Harlem NNORC) with foundations and over 28 local service providers to serve the 2,500 seniors in the area with health care, case management, civic engagement, and social activities that allow them to live healthy and independent lives within the neighborhood. These projects all illuminate ADC's ability to: manage multiple public and private partners, be a responsible steward of public financial resources and deliver high quality projects on time for the benefit of local constituents.
18 MOU Partners: Thurgood Marshall Academy; Bread and Roses High School; the NYC Department Of Education's Harlem District 5; United Federations of Teachers (UFT Teacher Center); The After-School Corporation (TASC); Harlem Hospital Center; Big Brothers/Big Sisters; Harlem YMCA; The Northside Center for Child Development; Digital Divide Partners, LLC; Blue Nile Passage, Inc.; CUNY College Now; NYPD 32nd Precinct; Northern Manhattan Perinatal Partnership; NBC Universal African American Forum; Renzulli Learning; Teachers College at Columbia University; Bank Street College of Education, and The Great Atlantic & Pacific Tea Company, Inc.
California State University Long Beach Foundation The Long Beach Westside Promise Zone Project responds to the call from the Improvement of Education Program (FIE) for nationally significant programs to improve the quality of elementary and secondary education and help all children meet challenging academic content and achievement standards. The project identifies the Westside, a highly distressed urban neighborhood in Long Beach, California, comprising 92 census blocks, with a total population of 11,195 residents. The neighborhood is predominantly Latino and other persons of color, with a large Filipino population. Many of the families in the area are recent immigrants with limited English language skills. The neighborhood experiences high rates of gang violence, as well as high rates of teen pregnancy. Cabrillo High School is a lowperforming school that serves the neighborhood. Cabrillo enrolls 3,575 students, of whom 76% are economically disadvantaged and 27% are English language learners. Student performance on the California Standards Tests falls well below state expectations, and the school consistently fails to meet AYP growth targets.
California State University Long Beach (CSULB) is the lead applicant for the Long Beach Westside Promise Zone Project. CSULB is a Hispanic Serving Institution that has been recognized for its efforts in outperforming most similar U.S. institutions in helping students stay on track and graduate. CSULB's capacity in implementing efforts similar to the Promise Neighborhoods Program is evidenced in its leadership in the Building Healthy Communities (BHC) initiative of The California Endowment (TCE). CSULB serves as the 'Hub Host' agency and provides the organizational infrastructure, coordination and administration, and facilitation of this multi-stakeholder initiative. The TCE BHC initiative includes over 400 residents and 60 community-based organizations. The current Westside Promise Zone encompasses the western portion of the identified Central Long Beach neighborhood of the BHC initiative, and TCE has committed match funding for the current project. Since 1996, CSULB has also partnered with the local community college and school district in the Long Beach Education Partnership. This partnership defines seamless education as alignment of academic content standards and assessment from pre-school through the master's level, and ensuring coherent exit and entry expectations between the educational partners. The Seamless Education initiative has resulted in literacy and standardized test gains among elementary children, attainment of numerical progress for middle schools, and increased enrollment of high school students in college preparation courses.
The Long Beach Westside Promise Zone Project brings together a group of community and educational partners with long histories of work in the Westside. Partners include California State University Long Beach, Long Beach City College, Long Beach Unified School District LBUSD), YMCA, Boys and Girls Club of Greater Long Beach, Centro Cha, Arts Council for Long Beach, The Children's Clinic, Pacific Gateway Workforce Investment Network, and the California Conference for Equality and Justice. Building on LBUSD's educational reform model, the Academic and Career Success Initiative, project partners and community members will expand the cradle-through-college-to-career pipeline of academic support and will develop a complementary net of family and community support services. During the planning year, the project will conduct a needs assessment and survey existing community assets to determine needs of children and youth in the promise zone. We plan to utilize and develop community support project indicators as necessary to monitor progress in meeting the needs identified through the needs assessment.
Cesar Chavez Public Policy Charter High School Cesar Chávez Public Charter Schools for Public Policy, a non-profit network of public charter schools, is pleased to submit this application to the U.S. Department of Education for a planning grant under the Promise Neighborhoods Program. The Project Director is Irasema Salcido, acclaimed education leader and CEO of Chávez Schools.
The Ward 7 community of Parkside-Kenilworth is an ideal Promise Neighborhood site. It is a geographically isolated community with well-defined physical boundaries formed by the Anacostia River, national park land, a decommissioned power plant, and a major thoroughfare. All of the more than 7,000 residents and 2,000 children live in one of five distinct neighborhoods which include distressed public housing, affordable housing, and a small percentage of privately owned homes. The poverty rate and other indicators of child and family need are very high.
There are four DCPNI partner schools: Chávez Parkside Middle School and High School; Neval Thomas Elementary School; and Kenilworth Elementary School. Kenilworth Elementary is a 'persistently lowest-achieving' school. Neval Thomas Elementary School qualifies as a lowperforming school, but has enjoyed substantial gains in test scores in the last two years. Chávez's Parkside Middle School and High School qualify as low performing schools, but have made the highest gains in reading and math among all DC secondary schools. During the past two years, Chávez has collaborated with neighborhood residents, school leaders, and many other stakeholders to develop a plan to replicate the Harlem Children's Zone in the Parkside-Kenilworth neighborhood. With the support of local foundations and individuals, Chávez has assembled a leadership team for DCPNI; held monthly 'Neighborhood Dinners'; hosted site visits; and developed partnerships with America's Promise Alliance, the Community College of the District of Columbia, Children's National Medical Center, DC Housing Authority (DCHA), DC LISC, DC Public Schools (DCPS), the DC Office of the Deputy Mayor for Education, the East River Family Strengthening Collaborative, the Educare/Bounce Learning Network, Georgetown University's Ward 7 Initiative, and the United Planning Organization of the District of Columbia, among many others. DCHA plans to aim its application for a Choice Neighborhood at Parkside-Kenilworth on account of the groundwork DCPNI has laid. DCPNI is pleased to report that it has exceeded the $250,000 match requirement by almost $1,000,000 due an extraordinary outpouring of cash ($346,075) and in-kind ($873,848) resources from DC residents, funders, and partner organizations. These resources were raised in less than two months because of the charismatic leadership of Irasema Salcido and the personal endorsement of DCPNI Honorary Board Chair Alma Powell. In addition, the DC community is eager to find a new way to work together to resolve the poverty and lack of educational advancement that plague so many children who live in Wards 7 & 8. In the DCPNI, many agree that they have found that way.
Community Day Care Center of Lawrence, Inc. Community Day Care Center of Lawrence, doing business as The Community Group (TCG) is a nonprofit organization submitting a Promise Neighborhoods Program application under Absolute Priority 1. TCG is leading a partnership of local organizations, city government and state agencies established to develop a continuum of sustainable solutions that will significantly improve outcomes for children and catalyze a transformation of the Arlington Neighborhood in Lawrence, Massachusetts. Children growing up in our city (population 72,388) must overcome significant barriers to achievement and opportunity. Most (68%) residents are Hispanic; 40% lack a high school diploma and proficiency in English required for stable employment. The highest concentration of children and families with significant educational, health and human service needs lives in the Arlington Neighborhood, identified as a Neighborhood Revitalization Strategy Area in the City's HUD Consolidated Plan. Public schools participating in ACE include the Arlington Elementary School, one of the state's 35 most persistently underperforming schools, and two additional schools, Arlington Middle School and Henry K. Oliver School that are also low performing and need to improve. For the last 40 years TCG has implemented programs and services for children from infants to teens. We provide high quality early education and after-school programs, and services that include resource and referral, data management, parent education, professional development and training. TCG has also achieved national recognition for founding and managing the high performing Community Day Charter Public School, a K-grade 8 school that has closed the achievement gap for children who are lowincome, English language learners. We transition and support these students through high school and college. We are confident that ACE will offer a national model of successful program integration and effectiveness that substantially improves outcomes for children. PR/Award
Delta Health Alliance, Inc. Name of Applicant: Delta Health Alliance, Inc - 501(c)3 Project Title: The Delta Promise Neighborhood Project Targeted Service Area: Indianola, MS Absolute Priority: 2 - Promise Neighborhoods in Rural Communities meets eligibility under the Rural & Low Income School Program (NCES LEA ID: 2802070)
The Delta Promise Neighborhood Project will focus on the rural community of Indianola, MS (2000 Census population of 12,066) in Sunflower county located in the heart of the Mississippi Delta. Indianola is a typical town in our region, struggling with high rates of unemployment, low educational attainment, poor health outcomes and extremely high rates of poverty. The participating school system is the Indianola School District, comprised of one high school, one middle school and two elementary schools. The school system is currently under state conservatorship due to ongoing failures to meet minimum state standards. Only 65% of adults in Indianola have completed high school or earned their GED.
The Delta Health Alliance was founded in 2001 to coordinate the efforts of regional universities, health agencies, workforce development programs, economic development groups and other agencies dedicated to improving the well-being of residents of the Mississippi Delta. Our service area includes 18 of the most distressed counties in Mississippi, including Sunflower. DHA currently manages, coordinates or leads over $35M in grants and contracts, uniting the efforts of over 20 different agencies that serve the Delta. Efforts to begin planning for a Promise Neighborhood program in Indianola were initiated in the fall of 2009, and the community has whole-heartedly embraced the concept.
Partners of this effort include the MS Center for Educational Innovation (MSCEI), the Indianola Public School District, the city of Indianola, Mississippi State University (MSU), South Sunflower County Hospital (SSCH), the Children's Defense Fund Southern Region and the Retired Education Personnel of Sunflower County (REPSC). The project will develop and use several locally-defined community support, family support and academic indicators. These process and outcome measures will be designed to assess the complete continuum of cradle to college/career services developed for this initiative.
Dudley Street Neighborhood InitiativeSince 1984, the Dudley Street Neighborhood Initiative (DSNI) has made tremendous strides as a model of engaging the community in the physical revitalization of our area, now the Promise Neighborhoods Program allows us to mobilize 26 years of effective social capital and resident leadership to fundamentally change the systems that impact the educational and developmental outcomes of our children. Dudley is home to 7,407 households (22,753 individuals). It is rich in cultures and languages with a diverse population of 38 % African Americans, 29% Latinos, 25% Cape Verdeans, and 7% Whites. Families with children under 18 years old represent almost half of Dudley households (twice the Boston average). 38% of children live below the Federal poverty line.
DSNI has an impressive history of carrying out complex data-informed initiatives. For example, we have used innovative tools such as 1) the creation of the largest urban land trust in the country, 2) redevelopment authorities such as eminent domain and 3) a master plan for rezoning and land use decisions, to transform 1,300 vacant lots into an urban village.
Ten years ago, DSNI and five other community-based organizations joined together to form the Boston Parent Organizing Network, a group dedicated to organizing Boston's parents, students, families, and others to work for the improvement of public schools. For the first time, community based organizations linked their neighborhood successes to the challenge of underperforming schools and in improving the quality of education that Boston children were receiving. With the continued challenge of underperforming schools and the widening of the achievement gap, we have learned that working to strengthen schools alone will not create the impact needed for improved academic outcomes. Today, Boston has aligned all efforts to remove barriers to graduating from college and succeeding in life for students in its most distressed communities. Boston's Promise Initiative (BPI) provides an unprecedented platform for us to leverage the capacity we have built to date and coordinate the resources and policies that support evidence-based programs and practices to make a significant difference for students and our communities.
Our BPI partners include: 1) City of Boston; 2) Boston Public Schools; 3) Boston Police Department; 4) Commonwealth of Massachusetts; 5) Barr Foundation; 6) the Boston Foundation; 7) Boston School Committee; 8) University of Massachusetts Boston; 9) Roxbury Community College; 10) DotWell; 11) Black Ministerial Alliance; 12) Action for Boston Community Development; 13) Suffolk Construction/Red and Blue Foundation; 14) Boston After School and Beyond; 15) Thrive in Five; 16) Private Industry Council; 17) Project Hope; 18) Children's Services of Roxbury; 19) Orchard Gardens K-8 School; 20) Dearborn Middle School; 21) Museum of Science; 22) Boston Children's Museum; and 23) Artists for Humanity. As a collaborative planning effort, members BPI will hold each other mutually accountable for the work. We will add locally developed community indicators to those required by the grant, and align with other data collection and analysis efforts across the City. This will provide ease of data integration and comparability during our scale-up efforts. BPI will focus on two schools within the Dudley neighborhood the Orchard Gardens K-8 Pilot School (750 students) and the Dearborn Middle School (300 Students). Dearborn plans to restructure as a high school which allows us to focus on an academic pathway from grades K-12.
Boston is ready to join the country in an effort to coordinate high quality program that help our children success and communities transform.
The Guidance Center The City of River Rouge, Michigan borders southwest Detroit and shares history, characteristics and challenges with its larger and better-known neighbor. The city has 8,321 residents and is comprised of 2.8 square miles of residential land, small commercial pockets, and the uninhabited, industrial Zug Island on the Detroit River. This once thriving community has declined since its post-war prime, and has been particularly devastated by economic declines in recent years. Loss of jobs, including the closing of Zug Island's remaining steel plant and a high unemployment rate (currently 16.4%), have contributed to a run down city where struggling economic, social and environmental sectors have eroded the opportunities for children, youth, and families to thrive.
The Guidance Center will work with the River Rouge Public Schools, a Title I school district with 1,180 students in three low performing schools: Clarence Sabbath Elementary (K-5), Ann Visger Middle Academy (6-8) and a two-tier high school comprised of New Tech High (9-10) and Middle College High (11-12). Dr. Carlos Lopez has completed his second year as Superintendent of Schools, and in that time he has made great strides in restructuring the curriculum and reorganizing the schools into achievement-focused international academies to 're-imagine the educational landscape to prepare students for a global economy.' This school district and The Guidance Center have strong and multi-faceted ties, which make them ideal partners to champion a Promise Neighborhood Initiative that will transform the school district. The Guidance Center (TGC) is the largest human service agency in Downriver Wayne County. A community presence for more than 50 years, TGC is an innovative leader in providing mental health and substance abuse treatment, prevention and educational programs to help children, youth, adults and families thrive. Staff for this project have deep experience in River Rouge, building diverse partnerships, delivering and evaluating programs, conducting Needs Assessments, and securing funding. We will identify an independent consultant with expertise in neighborhood revitalization and community engagement, to facilitate the planning process.
The partners who have signed our MOU represent community stakeholders who bring to the Promise Neighborhood Initiative a wealth and variety of perspectives and resources from the social, economic and environmental sectors. Individual agencies representing human services, education, healthcare, government, employment and business include The Guidance Center, the River Rouge School District, the City of River Rouge, Wayne Metro Community Action Agency, Wayne County Community College, Oakwood Healthcare System, PIRC Satellite, United Way Early Learning Community, Bright Smiles, LLC, Creative Community Pathways, Inc., Creative Change Educational Solutions, E-Three Labs, and Employment Training Designs. MOU Signers that represent a collective membership include the Downriver Community Conference, Wayne County Systems of Care, the River Rouge Prevention Policy Board, the Great Start Collaborative- Wayne and the Fort Visger Community Development Corporation. Our project will develop and use locally identified community support indicators, some of which we have included in the proposal, and some of which we expect to identify after reviewing the Needs Assessment and Segmentation Analysis.
Lutheran Family Health Centers / Lutheran Medical CenterProject Title: Sunset Park Promise Neighborhood Planning Project Lutheran Family Health Centers (LFHC) proposed to initiative a planning project to develop a Promise Neighborhood in the Sunset Park community of Brooklyn, New York. Sunset Park is a low-income, immigrant neighborhood in Brooklyn, New York -- 49% of Sunset Park's residents are foreign-born; 79% of the people in the community speak a primary language other than English at home; and 47% of children between the ages of 0 and 13 living in Sunset Park in 2007 were living in linguistically isolated homes. Forty-eight percent of adults over 25 did not complete high school and only 13% completed college. The 2000 Census data shows that 28% of neighborhood residents live in poverty. This is particularly acute among families with children, 33% of whom live under the federal poverty level. Youth are particularly at risk in the community - there are an estimated 8,000 youth disconnected from school and work in Sunset Park and the community ranks 3rd in Brooklyn for child poverty and teen births. The community is 50% Latino, with a growing Asian (25%) community.
The proposed initiative will work with a 50-block zone in central Sunset Park, which encompasses the zoning for P.S. 24, a K-5 school currently undergoing restructuring under the leadership of its new principal. Almost 50 percent of the students are designated as English Language Learners and 84% are eligible for free lunch. Other schools within this zone include I.S. 136 (Sunset Park Prep), M.S. 821, and the Sunset Park High School, schools with whom we have developed strong partnerships.
Lutheran Family Health Centers, drawing on its 43 year history of providing medical, behavioral health, enabling supports, and educational and family strengthening services, proposes to lead a coalition of community stakeholders to develop a Promise Neighborhood Plan for Sunset Park, Brooklyn. LFHC has led and participated in a variety of similar efforts, including as lead agency for the Brooklyn Alliance to Strengthen the Safety Net.
As a community, Sunset Park is well positioned to begin the Promise Neighborhood development process. Sunset Park's community-based organizations have a decades-long history of collaboration and partnership, of identifying and addressing needs, and having strong connections to the community and long histories of offering quality programming to the children and families of Sunset Park. In addition to the schools mentioned above, the partners who have already signed on to join LFHC in this planning process include the Center for Family Life, the community service and child welfare agency for Sunset Park; the Sunset Park Alliance for Youth, a consortium of agencies dedicated to meeting the needs of disconnected youth; Brooklyn Community Board 7, the local municipal body representing Sunset Park, and Sunset Bay Community Services, a major provider of publicly funded early childhood services in Sunset Park. Our consultant-partners include the Center for the Study of Brooklyn and the School of Education of Brooklyn College (City University of New York).
In addition to the specified indicators, we are also planning to include several local indicators, including the # and % of young children who are read to frequently, # and % of children who are homeless or in foster care and who have an assigned adult advocate; and the # and % of children who participate in high-quality learning activities during out-of-school hours.
Morehouse School of Medicine, Inc.Atlanta's Promise Neighborhood - Proposal Abstract Morehouse School of Medicine ('MSM') and United Way of Metropolitan Atlanta ('UWMA') have formed a unique partnership to improve the educational, health, and social development outcomes for children and youth by building a holistic, community-centered education continuum that serves children and families living on the west side of Atlanta. The initiative, known as Atlanta's Promise Neighborhood, was designed to carry out the ten specified planning activities, addressing the Secretary's Absolute Priority 1-Proposal to Develop a Promise Neighborhood Plan. The geographic area for Atlanta's Promise Neighborhood was selected by MSM and UWMA based on a need index that took into account income, education, housing issues, and population density, as well as other signs of distress and the potential of extant community resources to improve outcomes for children and families. Atlanta's Promise Neighborhood comprises 16 census tracts surrounding the Atlanta University Center campus and spans over parts of seven zip codes.
Of the seven Atlanta Public Schools that fall within the boundaries of the target community, the primary focus of the Atlanta Promise Neighborhood will be the Booker T. Washington High School feeder system, which includes Kennedy Middle and Bethune Elementary. As of 2009, all seven schools are chiefly comprised of Black/African American and low-income students. Among the three target schools, notably Kennedy Middle has recently shown a dramatic transformation in improved student achievement outcomes and greater faculty quality. MSM will serve as the anchor organization and lead applicant for Atlanta's Promise Neighborhood. MSM is a historical institution, created to recruit and train minorities as physicians dedicated to the primary healthcare needs of the underserved. MSM has a national reputation for excellence in working in underserved areas, ranking number one in the first-ever study of all US medical schools in their ability to achieve a social mission. This recognition is not surprising given the fact that MSM embeds community service and service-learning activities throughout the entire institution. MSM also has proven experience collaborating with public and private organizations to implement community transformation projects similar to Promise Neighborhoods and relevant experience in working with the target schools and other local entities within and around the target community.
MSM is joined in this work by a broad-based set of partners that comprise the project's Advisory Board: United Way of Metro Atlanta, Atlanta Public Schools, Fulton County Department of Health and Wellness, Chatham-County Youth Futures Authority, Atlanta Community Food Bank, Arthur M. Blank Family YMCA, and Georgia Family Connection Partnership. As part of the planning process, these partners will identify community support project indicators that are of local significant interest to Atlanta's Promise Neighborhood.
Neighborhood Centers Inc. Abstract narrative: The Gulfton Promise Neighborhood is located in Southwest Houston, Texas. Defined as Census Tracts 4211, 4212, 4213, 4214, 4215 and 4327, the 3.7 square mile neighborhood is one of the most diverse, densely-populated areas of the city with a rich tapestry of ethnic, cultural and linguistic traditions. While this diversity is undoubtably an asset, Gulfton residents - the majority of whom are new immigrants from Mexico, Central America, Asia and sub-Sarahan Africa - are challenged by low-levels of English proficiency (53% of adults report they do not speak English well) and low educational attainment (over half do not have a highschool diploma). Per capita income is $12,727 and 40% of children under 18 live in poverty. With a mission 'to bring resources, education and connection to underserved neighborhoods', Neighborhood Centers Inc. has employed a place-based, community-centered approach since its founding in 1907. We have 40 years' experience managing large, complex projects in partnership with federal and local agencies (we currently have contracts with 10 different governmental entities, totaling over $186 million), a 30 year history in Gulfton (providing high quality care, education and community development programs - many with braided funding), an infrastructure which is strong, yet flexible enough to respond quickly and effectively (we play a central role in the recovery effort after 3 major area hurricanes) and a proven ability to raise private dollars (over $13 million in 2009 from the United Way and 500 foundations, corporations and individuals).
Central to our proposed continuum of solutions are strategies to significantly improve a persistently lowest-achieving school (Lee High School) and support and sustain two effective schools (Baker-Ripley Charter School and YES Prep Gulfton). Lee has been part of the Gulfton neighborhood for almost 50 years and serves an ethnically and linguistically-diverse, low-income population of 1,928 students grades 9-12. One of the lowest performing high schools in Houston, Lee has recently embarked on a rigorous transformation process which the proposed project will support, expand and integrate with other community revitalization efforts. Baker-Ripley is part of an open-enrollment charter school district founded by Neighborhood Centers Inc. in 2002. Based on the Community Schools model, the State-rated ‘Exemplary' district has served at-risk Pre-K children in Gulfton since 2004. In 2007, the Baker-Ripley Campus opened and is projected to serve 264 students K-5 by 2013. Also an ‘exemplary-rated' charter, YES Prep began serving students in Gulfton in 1997. With 400 middle-school students currently enrolled, at full capacity the campus will serve 800 students in grades 6-12.
In addition to these schools, we will partner with the following entities in planning the proposed Gulfton Promise Neighborhood: Houston Independent School District - Benavidez Elementary School, Houston Community College - Southwest, Legacy Community Health Services - Southwest Clinic, Alliance for Multicultural Community Services, YMCA of the Greater Houston Area, Skills for Living, Inc., Society for the Performing Arts, United Way of Greater Houston and ARAMARK.
We plan to use the following locally-defined family and community support project indicators: Student Health - #/% of children participating in high-quality out-of-school activities and/or extended school day programs and #/% of youth receiving behavioral or mental health assessments and/or services; Student Safety - #/% of suspensions or discipline referrals, and; Stable Communities - # and % of families who increase their financial assets and/or savings.
Proyecto Pastoral at Dolores Mission Planning Grant Application ED Abstract Narrative Attachment Form Boyle Heights, Los Angeles, California: Promise Neighborhoods Absolute Priority One Contact: Cynthia Sanchez, Executive Director
Geographic Area: A 30-block neighborhood in Boyle Heights, one of Los Angeles, Califorinia's oldest and most vulnerable communities. More than 90% of residents are Latino and 1/3 of families live below the poverty line. Though historically marginalized and underserved, organizing and service programs have laid a strong foundation for community and systems transformation.
Target Schools: Hollenbeck Middle School is a low-performing school serving children in grades 6-8 and Gonzalo Mendez Learning Center serves low-performing children in grades 9-12. Both are Title I, Los Angeles Unified School District public schools and are already under the U.S. Department of Education's definition of a school 'transformation' reform model. Applicant Capacity/Experience: Proyecto Pastoral was selected to be the lead because it is an organization with a proven track record of managing effective child and family programs, engaging the community and being accountable for results. Our organization design serves as a small model for what our PN aims to accomplish. For example, we are place-based, engage community members in decision-making, have programs that serve and retain children as they progress from pre-school to high school (and working on college tracking), are involved in neighborhood improvement, measure our outcomes, and use data regularly to improve.
MOU Partner Entities: Private Organizations Public Institutions Partnership for Los Angeles Schools (PLAS) Boyle Heights Learning Collaborative (BHLC) InnerCity Struggle (ICS) Los Angeles Unified School District (LAUSD), & the Department of Student Health & Human Services Union de Vecinos (UV) East LA Community Corporation (ELACC) County of Los Angeles, & the Education Coordinating Council White Memorial Medical Center (WMMV) Violence Intervention Program, LAC+USC Medical Center (VIP) California Emerging Technologies Fund (CATF) City of Los Angeles, & the Mayor's Office of Strategic Partnerships, the Office of Education, and Gang Reduction Youth Development (GRYD) initiative
We also have the support of The California Endowment the Los Angeles Promise Neighborhood Public Sector Workgroup.
Plan to Develop/Use Local Project Indicators: We added indicators that allow us to check on the status of progress toward federal indicators and that show us early signs of risk for high school drop-out or positive signs that youth are on track for graduation and success beyond.
United Way of Central Massachusetts, Inc. The United Way of Central Massachusetts, in partnership with Clark University, along with the residents of Main South and a host of agencies, businesses, and community-based organizations, is pleased to propose the Main South 'Promise Neighborhood' Partnership. Main South is a gritty, diverse, low income neighborhood in the city of Worcester, struggling for many years to regain its footing after a precipitous post-industrial decline and major demographic changes. The city of Worcester, Massachusetts is the second largest city in New England. The Main South Promise Neighborhood (MSPN) lies in the heart of the city and is marked by both severe academic and community need.
The MSPN is home to four schools: Woodland and Goddard Elementary, University Park Campus School and Claremont Academy. We are also including two schools just outside Main South, Sullivan Middle School and South High School, because students from the MSPN also attend these schools in high numbers. All of these schools, with the exception of University Park Campus School, have a 'Restructuring' accountability status under No Child Left Behind. The University Park Campus School is a 7-12 grades school that has been nationally recognized for outstanding academic excellence with a graduation rate of 97.6%. University Park is our effective school model at the center of our Promise Neighborhoods proposed plan. The United Way of Central Massachusetts and lead partner, Clark University bring a wealth of capacity and experience to the proposed Promise Neighborhood. With a strong background in supporting early learning and quality out of school time programming, as well as a long positive relationship with the Worcester Public Schools, UWCM brings breadth of experience in facilitating partnerships to support real and lasting change. Clark University, through the Hiatt Center for Urban Education (preparing quality teachers), the University Park Partnership (providing full tuition to students in the neighborhood that qualify for college), and the University Park Campus School (our effective school model), we have the combined strength and commitment to develop the Main South Promise Neighborhood. Other key partners include: Worcester Public Schools, Main South Community Development Corporation, Edward Street Child Care Services, Worcester Educational Collaborative, Colleges of the Worcester Consortium, Family Health Center of Worcester and the Latino Education Institute.
We do plan to gather local project indicators including; # and % of children who participate in high-quality learning activities during out-of-school hours; # and % of suspensions or discipline referrals during the year; # and % of youth who pass 9th grade; the share of housing stock in the geographically defined area that is rent-protected, publicly assisted, or targeted for redevelopment with local, State, or Federal funds; the # and % of children who are homeless or in foster care and who have an assigned adult advocate; and the # and % of young children who are read to frequently by family members.
United Way of San Antonio & Bexar County -- Partners for Community Change Eastside Promise Neighborhood San Antonio, Texas 1 Abstract Narrative. The United Way of San Antonio and Bexar County, on behalf of a collaboration of public and private entities, seeks funding for a one year planning project designed to establish a Promise Neighborhood on San Antonio's Eastside. The project will address Absolute Priority 1.
Project title: Eastside Promise Neighborhood.
Geographic Area: San Antonio's Eastside, a cluster of contiguous neighborhoods just east of downtown, covering approximately 2.25 square miles. These neighborhoods were the traditional African American base of our community. In recent generations, the area has become more ethnically diverse, now containing a Hispanic majority and an increasing Mexican immigrant population; however, evidence of African American culture remains strong.
Schools: The neighborhood is encompassed within the San Antonio Independent School District and contains five schools and Tynan Early Childhood Center. Wheatley Middle School and Bowden, Pershing and Washington Elementary Schools are low-performing and Sam Houston High School is a persistently lowest-achieving school with a drop out rate of 54.1%. Over 3,700 children and youth (0-18 years old) live in the area, and 2,498 are enrolled in the five SAISD schools.
Capacity and Experience: The Eastside Promise Neighborhood project is based upon the premise that school and neighborhood revitalization are inextricably connected and that outcome determinative components include capable, engaged parents; motivated, prepared students; effective teachers; committed school districts; and public and private entities willing to create the infrastructure that is essential to safe, affordable, livable, sustainable neighborhoods. To this end, United Way, as lead agency, will build upon, integrate and blend the initiatives and investments of seven partners. Included are extensive parent engagement, leadership and resiliency resources provided by the Family-School-Community Partnership (United Way and Family Services); high quality professional development services to enable effectiveness in preschool and school staff (Trinity University); favorable policy changes and significant municipal investments in Eastside redevelopment (the City of San Antonio); a commitment to rethinking the way educational services are delivered and arrayed to promote improved student achievement (San Antonio Independent School District); and significant investment in designing, building and managing redeveloped housing (San Antonio Housing Authority and Urban Land Institute). The United Way has the greatest experience operating multi-entity, government funded collaborations, including 15 years as the lead agency for the highly successful Great Start Program (family strengthening and child abuse prevention), and was selected by the partners to lead this initiative. Partners: United Way; Family Services; Trinity University; the City of San Antonio; San Antonio Independent School District; San Antonio Housing Authority; and Urban Land Institute. Locally-Defined Community Support Project Indicators: To ensure the project corresponds to the unique needs of Eastside children and families, the following project indicators will be monitored and addressed: teacher effectiveness; out of school programs; vacant or substandard housing; over-age middle school students; student feelings; children raised by non-parents; and parents or caregivers actively engaged in their children's education.
Universal Community Homes Universal Promise Neighborhood Initiative ED Abstract Narrative GEOGRAPHIC AREA: The geographic area to be served and ultimately designated as a Promise Neighborhood will be the Point Breeze and Grays Ferry communities in South Philadelphia. The two neighborhoods are contiguous and represent the most devastated areas of, not only south Philadelphia, but the entire City. In September of 2009, the Philadelphia City Planning Commission recertified both neighborhoods as blighted and in need of revitalization - the original certification was in 1968. The specific boundaries of the Universal' s Promise Neighborhood are: Broad Street on the east; Snyder Avenue on the south; Washington Avenue on the north; and Grays Ferry Avenue/Schuylkill Expressway on the west.
DESCRIPTIONS OF SCHOOLS: Universal Companies has partnered with the School District of Philadelphia to target nine (9) public schools for this initiative. The District has agreed to commit the necessary time and resources into this effort to include leveraging their current facility plan for all schools, which will involve making fundamental policy decisions about the outcomes of all schools, including those that will be consolidated or closed. This process, in addition to other transformative initiatives, will be brought to bear in working with Universal. The District will continue to work with Universal and its charter school, Universal Institute Charter School (UICS), to improve the academic, physical, and community aspects of the proposed Promise Neighborhood. The students in this cohort are enrolled in the eight (8) schools that are likely to attend the Audenreid High School. The full cohort includes the following 10 schools: Audenreid High School; Alcorn K-8 School; Vare Middle; McDaniel Elementary; Girard Elementary (K-4) School; Smith K-8 School; Childs K-8 School and Barrett (8th Grade Only) School; Stanton K-8 School; Arthur K-8 School. In addition to the public schools, Universal will include it Universal Institute K-9 Charter School.
ORGANIZATIONAL CAPACITY: Universal Companies (Universal), the lead applicant, is a not-for-profit 'Community Development and Education Management Corporation' formed under the direction of one of Philadelphia's greatest talents, world-renowned lyricist, composer, producer Mr. Kenneth Gamble - who continues to serves as its Chairman. Since its inception in 1993, Universal has built the capacity to challenge and reverse the effects of urban decline and has become one of the largest and most successful community revitalization movements in the history of the city of Philadelphia. Working in several Philadelphia neighborhoods, Universal has built more than 1,000 units of housing (predominantly affordable) and currently manages five (5) Kindergartens - grade 9 schools (3 as charters and 2 as contract schools).
University of Arkansas at Little Rock The Central Little Rock Promise Neighborhood (CLRPN) will target seven census tracts in Little Rock, Arkansas: 10, 11, 12, 13, 18, 19, and 21.02. This is an urban area that meets the requirements of Absolute Priority 1. It does not include any rural communities or Indian tribes. The five schools to be the focus of the educational interventions and enhancements that form the core of this proposal are as follows: Bale Elementary School, Franklin Elementary School, Stephens Elementary School, Forest Heights Middle School, and Hall High School. All of these schools are traditional public schools in the Little Rock School District (LRSD). The student population of all five schools is predominantly African-American ranging from a low of 79% at Forest Heights Middle School to a high of 98% at Franklin Elementary. The free and reduced lunch rates for these schools are extremely high ranging from a low of 70% at Hall High School to a high of 95% at Franklin Elementary. Hall High is a persistently lowestachieving school; with the single exception of Bale Elementary, all of the others are lowperforming. UALR, the lead institution for the CLRPN project, is a public metropolitan university located in census tract 21.02 with a lengthy history of engaging the community. Specific outreach projects have included the College of Education's long-term relationship with the LRSD, specifically Bale Elementary and Hall High; the work of UALR Children International (CI) in serving over 15,000 area children; and UALR's role as the lead agency in the Arkansas Marginalized Males Workforce and Education Consortium, funded by the Winthrop Rockefeller Foundation. UALR has an exceptional track record of securing private, state, and federal funding through the Offices of Advancement, Development, and Research/Sponsored Programs and sustaining these programs. For example, CI has garnered more than $12 million since its inception in 1994.
As indicated in the Memo of Understanding (MOU), the other CLRPN coalition partners are the LRSD, Arkansas Children's Hospital, the Central Arkansas Library System, the City of Little Rock Board of Directors, and New Futures for Youth, Inc. All members of the coalition are located in the geographic area designated for the CLRPN or have close ties to organizations in the area and, thus, have a vested interest in improving educational and socio-economic opportunities for children, families, and other residents of the neighborhood. UALR and its partners have developed and will use locally-defined indicators as both academic and community support indicators. A Results Framework for the CLRPN has been created that contains a total of fifty-nine (59) separate indicators of success. Of these, eleven (11) will serve as Promise Neighborhood program indicators, as well as CLRPN project indicators; the remaining forty-eight (48) will be project indicators unique to the CLRPN effort. The CLRPN will collect data on the two (2) Promise Neighborhood community support program indicators that are not also CLRPN project indicators for the national evaluation effort. The CLRPN's proposed plans address Invitational Priority 3 (civic engagement) and Invitational Priority 4 (arts and humanities).
Westminster FoundationBuffalo Promise is a Promise Neighborhood with a difference: a difference built on the rare public/private partnership of educational and social service organizations with a major bank - a bank that understands and actively commits managerial and financial resources to public education. M&T Bank adopted Buffalo's lowest-performing school in 1993 and, 17 years later, it is still partnering with Westminster Community Charter School, now among the city's highestperformers, as well as what The Buffalo News called 'a rallying point for the community.' Building on the cornerstone of this success, an expanded group of Partners have designed a continuum of solutions to support the academic achievement of all students in the Buffalo Promise Neighborhood, from 'before birth' through school to college- and career-readiness. Our initiative features: a strong plan for school reform, based on an in-district school management model supported by Buffalo Public Schools and the latest turnaround research; a 'full service' systems approach to supporting learning; concrete steps toward integrating a wealth of fragmented Neighborhood services; an invitational priority promoting civic engagement as a path to employability; and dynamic leadership deeply embedded in the Neighborhood. Phase I of our Buffalo Promise plan focuses on a very low-income neighborhood of 11,000 residents in a contiguous one mile area east of Buffalo's downtown, and includes three schools. The community is 76% minority and 69% African American. Housing is primarily single-family built before 1950; only 40% are owner-occupied. Phase II would add 14,000 residents in contiguous neighborhoods; Phase III would launch a new zone on Buffalo's west side. In accordance with Absolute Priority 1, Buffalo Promise will be supporting Westminster Community Charter K-8 School as an 'effective' school, and using the Westminster public/private partnership model to address Highgate Heights PreK-8, a 'low-performing school that is not also a persistently lowest-achieving school,' and Bennett High School, a 'persistently lowest-achieving school.' Effecting dramatic reform at Bennett, a 1,000 student high school on the list of persistently lowest-achieving schools for seven years, with a graduation rate of 48% and ninth grade attendance rate of 71%, is a major goal for which work has already begun.
The applicant, Westminster Foundation, combines access to the executive, managerial, technical, and financial capacities of M&T Bank (donated 100%) with a broad coalition of education and community experts in the fight to improve education and end poverty. The Partners joining with Westminster Foundation in planning the Buffalo Promise Neighborhood represent an 'A-team' of Buffalo's leading business, education, and community service organizations: Westminster Community Charter School, as described above; M&T Bank, one of the 20 largest banks in the US and a major civic and philanthropic leader in its home city of Buffalo; The John R. Oishei Foundation, a major philanthropic partner on medical research, healthcare, and education in Buffalo; Read to Succeed Buffalo, one of the most forward-thinking community literacy organizations in the nation; the City of Buffalo; The Buffalo Public School District; United Way of Buffalo and Erie County; Catholic Charities; Buffalo Urban League; and the University at Buffalo, whose main campus sits on the edge of the Buffalo Promise Neighborhood. PR/Award
Youth Policy Institute Los Angeles Promise Neighborhood Project Abstract Project Title: Los Angeles Promise Neighborhood Lead Agency: Youth Policy Institute (YPI) Contact: Dixon Slingerland, Executive Director
The Los Angeles Promise Neighborhood planning grant will target the Pacoima community of the City of Los Angeles. The L.A. Promise Neighborhood will also scale up and replicate our successful Pacoima efforts in the high-need community of Hollywood. The Youth Policy Institute (YPI) has been active in Pacoima since 2001 and has implemented the San Fernando Valley Poverty Initiative to prepare for Promise Neighborhoods. YPI also operates the Hollywood FamilySource Center as part of the City's signature poverty program. YPI has an annual budget of $34 million, operates three of its own schools (charter and pilot), and partners with 67 other schools in L.A.
Schools targeted by the L.A. Promise Neighborhood include San Fernando High School, a persistently lowest-achieving school as defined by the State. The program will also target low performing schools in Pacoima (San Fernando Middle School and Charles Maclay Middle School) and Hollywood (Hollywood High School, LeConte Middle School, and Helen Bernstein High School). To serve all students and families, the program will also work with the following public schools located in the neighborhood to provide wraparound supportive services in a community school model: Haddon Avenue Elementary School, Coughlin Elementary School, Telfair Avenue Elementary School, O'Melvcny Elementary School, Broadous Elementary School Pacoima Middle School, Selma Avenue Elementary School, APEX Academy, Grant Elementary School, Ramona Elementary School, Kingsley Elementary School, and Hollywood Primary Center. In order to offer school choice to families in the Promise Neighborhood, YPI operates Bert Corona Charter School and the San Fernando Institute for Applied Media and partners closely with Pacoima Charter School and Vaughn Next Century Learning Center.
Partners in the program include the innovative Los Angeles Promise Neighborhoods Public Sector Work Group, the Los Angeles Unified School District (LAUSD), the City of Los Angeles, Los Angeles County, First 5 LA, the Los Angeles Area Chamber of Commerce, UCLA, California State University, Northridge (CSUN), Valley College, Mission College, and numerous community partners including Los Angeles Universal Preschool, Communities in Schools (CIS), Champions, the Hollywood Community Studio, Hollygrove, Phoenix House, Friends of the Family, Valley Economic Development Center, Northeast Valley Health Corporation, the Campaign for College Opportunity, MEND, Neighborhood Legal Services, Thai CDC, SALEF, Children's Hospital, and Youth Speak! Collective among others.
The planning year will include a community assessment of the target Promise Neighborhood, development of a comprehensive data system and financial plan, and planning in the target neighborhood for school transformation, prenatal and early childhood education, K-12 education and support services, and holistic family support services. During the planning year, the Los Angeles Promise Neighborhoods Public Sector Work Group comprised of LAUSD, City, County, and others will integrate locally-defined community support project indicators to assess progress in coordination with the Los Angeles Promise Neighborhood Advisory Board.
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