new york city center for economic opportunity

Fiscal Year 2015 Performance Data(JULY 2014–JUNE 2015)

CENTER for ECONOMIC OPPORTUNITY

NEW YORK CITY

NYC CENTER FOR ECONOMIC OPPORTUNITY FY 2015 PERFORMANCE DATA

The NYC Center for Economic Opportunity (CEO), with its City agency partners, monitors process and outcome data to ensure quality implementation and achievement of intended objectives. CEO uses performance data, coupled with information learned from site visits, agency check-ins and external evaluations, to improve program models and determine future funding allocations.

This section provides information on each of CEO’s programs and programs within the Young Men’s Initiative (YMI) that CEO oversees. These programs operated in Fiscal Year 2015 (July 2014–June 2015). This sheet offers a snapshot of key metrics, information on start date and scale, and trendlines illustrating year-by-year performance. Information on budgets, number of program sites, length of program operations, and target population is provided as crucial context for understanding program performance.

A NOTE ON PROGRAM STATUS:

Program status is provided to give context to the performance data. Status is not an indicator of the level of CEO involvement in a program. In all cases, Agency management is key to CEO programs.

“Successful” programs have demonstrated positive impacts through evaluation and performance monitoring.

“Implementation” status indicates that early evidence (such as performance data) shows the program model is being implemented correctly and is generally meeting its performance and outcome goals, but has not yet had an impact evaluation.

“Newly Launched” programs are in very early implementation and have less than a full year of data due to their recent “Start Date.”

“Discontinued” programs are no longer funded by CEO.

“One-Time Investment” programs have received short-term funding to explore the feasibility of longer-term funding and evaluation.

CENTER FOR ECONOMIC OPPORTUNITY 3

FY 15 Actual FY 15 Target FY 14 Actual FY 12-15 Trends

New Clients 8,758 - 6,929

Financial Counseling Sessions 17,016 - 11,962

Number of Safe and AffordableBank Accounts Opened 306 - 215

Cumulative Savings $3.60M - $3.02M

Cumulative Debt Reduced $33.09M - $19.5M

TY 14 Preliminary TY 14 Target TY 13 Actual3 TY 12-15 Trends

Households Receiving the Credit 23,488 - 24,118

Total Amount Received by Households $11.37M - $11.63M

Average Claimed by Households $484 - $482

ASSET DEVELOPMENT PROGRAMSNearly 10% of New Yorkers do not have a bank account; most of these are low-income individuals1 who as a group spend millions each year on check-cashing fees and lack access to safe and affordable credit. CEO is currently testing an expanded EITC credit for single workers. CEO also launched initiatives to promote financial literacy for low-income New Yorkers in partnership with the Office of Financial Empowerment (OFE), which was established by CEO in 2006 as the first municipal office in the nation designed to educate, empower, and protect City residents with low incomes. Together, CEO and OFE spearheaded a range of programs whose key outcomes included amount of debt reduced, numbers of savings accounts opened, and tax credits received.

Tax Credits

Empowerment

Child Care Tax Credit(DOF & New York State)2

Financial Empowerment Center Programs (DCA OFE)

Earned Income Tax Credit Mailing(DOF)4

Provides eligible low-income families with a refundable tax credit to help pay for child care expenses.

START DATE: 01/2007 | TY 2014 BUDGET: $11,370,000 (CEO) | STATUS: Successful (2010)

Offers free, one-on-one financial education and counseling to low-income New York City residents.

START DATE: 06/2008 | FY 2015 BUDGET: $2,915,000 (DCA & Private) | STATUS: Successful (2010) | SITES: 24

Mails pre-populated, amended tax returns to potentially qualified households.

START DATE: 01/2007 | TY 2011 BUDGET: N/A | STATUS: Successful (2010)

TY = TAX YEARFY = FISCAL YEAR

TY 11 Actual TY 11 Target TY 10 Actual TY 07-11 Trends

Targeted Households that Received the EITC 4,590 -

5,484

Total Amount Received by Households $5.59M - $6.04M

Average Claimed by Households $1,219 - $1,101

CENTER FOR ECONOMIC OPPORTUNITY4

Outreach

Financial Education Network (DCA OFE)7

Tax Campaign (DCA OFE)

Paycheck Plus (HRA, CUNY)

An umbrella for networking, professional development, and marketing for institutions in the field of affordable financial education.

START DATE: 12/2008 | FY 2014 BUDGET: N/A8 | STATUS: Successful (2010) | SITES: 180

A citywide tax campaign that offers free and low-cost tax preparation services to low and moderate-income New Yorkers.

START DATE: 12/2008 | FY 2015 BUDGET: $3,400,000 (DCA & Private) | STATUS: Successful (2010) | SITES: 217

A local demonstration project testing a simulated, expanded Earned Income Tax Credit (EITC) of up to $2,000 for low-income single (unmarried) workers without dependent children. The initiative includes a rigorous random assignment evaluation to inform policy discussions focused on poverty and work supports. In partnership with the New York State Office of Temporary and Disability Assistance, Paycheck Plus is partially funded through a Section 1115 child support waiver from the federal Office of Child Support Enforcement.

START DATE: 09/20135 | FY 2015 BUDGET: $2,253,922 (CEO & Federal) | STATUS: Implementation (Newly Launched)

See Also: Family Rewards (Social Innovation Fund) and SaveUSA (Social Innovation Fund).


Forum Attendees 281 - 252

Completed Financial Counselor Training 96 - 149


Tax Assistance 311/Online Inquiries 183,361 - 179,762

Tax Returns Filed at VITA/TCE Sites 153,365 - 96,611

TY 14 Actual6 TY 14 Target6 TY 13 Actual

Participants in Study 6,052 6,000 6,052

Non-custodial Parents in Study 704 - 704

Program Group Members 3,019 3,000 3,019

Bonus Recipients 1,376 -

Total Bonuses Received $1.9M -

Average Bonus Received $1,400 -

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Findings based on data for Unbanked and Underbanked for New York-Northern New Jersey-Long Island, NY-NJ-PA, 2013 by Selected Household Characteristics. FDIC National Survey of Unbanked and Underbanked Households, 2013.The Child Care Tax Credit figures are based on Tax Year 2014, which is the most recent information available.Figures for Tax Year 2013 have been revised to reflect most recent data reported.The Earned Income Tax Credit Mailing figures are based on Tax Year 2011, which is the most recent tax year available.Outreach and enrollment for the project began in September 2013. Program group members are eligible to receive the expanded benefit for up to three years, beginning in FY 2015 (Tax Year 2014).CEO updated the reporting period from Fiscal Year to Tax Year to better align with program implementation and participant outcomes (which follow the Tax Year).OFE’s Financial Education Network (FEN) is a citywide network made up of government, nonprofit, and financial sector partners who provide financial education for free or at very low cost. The FEN equips members with tools to enhance financial education and counseling services, including forums, trainings, and networking opportunities.Financial Education Network program expenses are supported by OFE’s general budget.


EDUCATION INITIATIVESAttaining self-sufficiency and competing in the labor market require an educational foundation. People with a college education earn substantially more than those who did not complete high school. An individual who earns a high school diploma or high school equivalency (HSE) diploma will increase lifetime earnings by approximately $331,000. Continuing on to earn an associate’s degree increases lifetime earnings by an additional $423,000.1

To meet the needs of diverse populations of New Yorkers, CEO offers a range of solutions, including: mentoring youth transitioning to high school, basic literacy programs for disconnected young adults, HSE exam programs, and higher education programs that increase graduation rates for community college students. Several programs provide support services, incentives, and/or paid intern-ships to reduce barriers to completion and promote degree attainment. CEO tracks program participation and measures success by assessing educational gains in grade levels and attainment of a HSE diploma, high school diploma, or college degree.

College

CUNY Accelerated Study in Associate Programs (ASAP) (CUNY)

Assists students in earning associate’s degrees within three years by providing a range of academic and support services. ASAP targets students who need one or two developmental courses at the beginning of the program.

START DATE: 09/2007 | FY 2015 BUDGET: $7,400,000 (CUNY & CEO) | STATUS: Successful (2010) | SITES: 6

FY 15 Actual FY 15 Comparison Group

Enrollees Cohort 7 (Entered Fall 2013)2 1,847 1,837

Cohort 6 (Fall 2012) Graduation Rate after Three Years 55.4% 28.9%

Cohort 5 (Fall 2011) GraduationRate after Three Years 57.1% 24.8%


Cohort 3 (Spring 2010) GraduationRate after Three Years 47.4% 19.9%




Pre-HSE & HSE

Mentoring

Young Adult Literacy Program (YAL) / Community Education Pathways to Success (CEPS)(DYCD/BPL/NYPL/QPL/DOP)

Cornerstone Mentoring (DYCD)

Tailors instruction to the needs and interests of disconnected young adults who read at pre-HSE (fourth to eighth grade) levels. Expanded in October 2011 as part of YMI; DOP launched Community Education Pathways to Success (CEPS) in February 2012, a similar, privately-funded literacy program for probationers. CEPS sites ceased operations in the 3rd Quarter of FY15 following the expiration of private funding in January 2015.

START DATE: 05/20083 | FY 2015 BUDGET: $3,732,583 (CEO, YMI, & YMI Private) | STATUS: Implementation | SITES: 20

Group mentoring program that engages middle school youth who reside in NYCHA communities and the surrounding areas. Mentoring participants take part in discussion groups, community service projects, and group outings.

START DATE: 01/2012 | FY 2015 BUDGET: $1,000,000 (YMI) | STATUS: Implementation | SITES: 25

FY 15 Actual FY 15 Target FY 14 Actual4 FY 12-15 Trends

New Enrollees 713 - 859

Placed in Internships 342 - 546

Gained 1 or More Literacy Grade Level5

39% (275/713)

55% 38% (329/859)

Gained 1 or More Numeracy Grade Level5

37% (266/713)

55% 25% (219/859)

Graduated to Higher-level HSE Courses 57 - 103

Placed in a Job or Training 10 - 79


Program Participants 303 303 254

Mentors 81 75 78

Mentoring Activity Hours 27,671 20,250 20,250


IMPACT (Improving My Progress At College Today) Peer Mentoring (CUNY)

Trains HSE graduates who are enrolled in college to serve as mentors for current HSE students. IMPACT mentors provide peer support for recent HSE graduates currently enrolled in college.

START DATE: 01/2012 | FY 2015 BUDGET: $270,000 (YMI) with additional Federal Funding | STATUS: Implementation | SITES: 2

See Also: See Also: Justice Community (Justice), Justice Scholars (Justice), NYC Justice Corps (Justice), Project Rise (Social Innovation Fund), Teen Action (Health), and Young Adult Internship Program (Employment).

Carnevale, A., Rose, S., and Cheah, B. (2011) The College Payoff: Education, Occupations, Lifetime Earnings. The Georgetown University Center on Education and the Workforce. Retrieved from: https://www2.ed.gov/policy/highered/reg/hearulemaking/2011/collegepayoff.pdfIndicators shown reflect the most recent outcomes for each cohort. Three-year graduation rates are only available for Cohorts 1 to 6. Cohort 7 does not have any graduation data, as the cohort has not reached the two-and-a-half year mark yet.YMI funded an expansion in FY 2012. YAL began as a CEO pilot in FY 2008. Note, that three site locations operated both YAL and CEPS. CEPS sites ceased operations in FY 2015 Q3 following the expiration of private funding in January 2015.In FY 2014, performance was adversely affected by three CEPS providers with low enrollment closing on December 31, 2013 and YAL experienced key staff turnover at several programs. An RFP was released to select a new set of YAL providers for FY 2015.Literacy and Numeracy Gains reflect the number of full grade level gains achieved, but do not reflect participants that achieved partial grade-level gains in the reporting period. Trendlines reflect the number receiving gains, not the rate.FY 2014 enrollment climbed due to high demand for HSE prep services in advance of transition from GED to TASC exam.

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New Enrollees 877 270 1,029

HSE Exam Takers 262 133 295

HSE Exam Passers 149 107 200

Enrolled in College 57 32 44


Number of Career Centers 17 - 17

Referred to Workforce1 Career Centers for Jobs by Community-Based Organizations 18,191 - 20,263

Placed in Jobs3 2,984 - 3,997

FY 15 Actual FY 15 Target FY 14 Actual3 FY 12-15 Trends

Data for New Grants in FY15

Grants Awarded 19 25 25

Dollars Awarded $844,092 - $1.55M

Dollars Contributed by Employers $512,071 - $1.17M

Total Number of Trainees4 438 500 893

Low-Income Incumbent Trainees5 232 - 279

Projected Average Wage Gain for Incumbent Trainees6 16% 10% 10.8%

Data for Trainings Completed in FY15

Incumbent and New TraineesWho Completed the Training 257 - 138

Average Wage Gain for Incumbent Trainees7 19% 11% 20.0%

Percent of Incumbent Trainees Receiving a Wage Gain 85% 90% 83%

EMPLOYMENT INITIATIVESCEO’s research shows that 45.2% of New Yorkers are at or near the poverty-line, including over 648,000 New Yorkers working full-time who continue to live in poverty.1 To improve the lives of low-wage and unemployed workers, CEO has developed a range of strategies to build the skills of low-wage workers, meet the needs of employers, and promote job placement, retention, and advancement. The programs below use diverse strategies including partnering with employers to advance incumbent workers, focusing programs around particular industry sectors or communities, and tailoring services to unique populations, such as individuals with a criminal history, young adults, or public housing residents. To monitor program effectiveness, CEO and agency partners track service utilization and participant outcomes, such as occupational certifications attained, job placement levels, wages earned, and employment retention rates.

Low-Income Adults

Community Partners (SBS)

Customized Training (Formerly Business Solutions Training Funds) (SBS)

Connects customers referred by community-based organizations to specific job openings at the City’s Workforce1 Career Centers.

START DATE: 07/2007 | FY 2015 BUDGET: N/A2 | STATUS: Successful (2010) | SITES: N/A

Helps businesses afford professional training services that can reduce employee turnover and increase productivity, thereby saving them money and growing their business. Workers benefit by developing new skills and earning salary increases upon training completion.

START DATE: 02/2007 | FY 2015 BUDGET: $599,000 (CEO) with additional Federal Funding | STATUS: Implementation | SITES: 25



English Language Bridge to Home Health Aide Training (SBS)

Improves the English language proficiency of non-proficient NYC immigrants in areas specific to home care with the ultimate goal of job attainment.

START DATE: 05/2015 | FY 2015 BUDGET: $28,179 | STATUS: Newly Launched (2015) | SITES: 1

FY 15 Actual FY 15 Target

Clients Served 13 72

Industry-Based Credential Attainment 10 10

Part-Time Hires 8 8

Full-Time Hires8 - -


Clients Served 53 167

Number of Full-Time Hires and Part-Time Hires - 50

Number of Full-Time Hires Over $13.13/hour - 11


New Enrollees12 3,639 - 4,533

Full-Time and Part-Time Hires 1,377 1,513 1,268

3-Month Job Retention 617 983 726

6-Month Job Retention13 538 756 344

Far Rockaway Economic Advancement Initiative (SBS)

Jobs-Plus (NYCHA/HRA/DCA-OFE)

An economic advancement initiative tailored to meet the immediate workforce development and supportive service needs, as well as the advancement and retention needs of workers in the Far Rockaway community.

START DATE: 05/2015 | FY 2015 BUDGET: N/A9 | STATUS: Newly Launched (2015) | SITES: 1

Offers NYCHA residents employment and training services, community-based support for work, and financial empowerment tools including rent-based incentives. Two additional sites are funded by the federal Social Innovation Fund (SIF); see the SIF section of the appen-dix for these sites’ performance data. The program was expanded through the Young Men’s Initiative in spring 2013.

START DATE: 10/200111 | FY 2015 BUDGET: $8,016,308 (YMI, HRA) | STATUS: Successful (2014) | SITES: 8


NYC Training Guide (SBS) A web-based research tool that matches jobseekers with appropriate training programs to promote skill development and career advancement. The Guide provides detailed information about training courses and providers, and offers an opportunity for participants to rate their training experience.

START DATE: 02/2008 | FY 2015 BUDGET: N/A14 | STATUS: Successful (2010) | SITES: NA


Website Visits 231,352 - 318,846

Trainee Reviews15 N/A - N/A

Sector-Focused Career Centers (SBS)

Provides low-income workers with the opportunity to prepare for jobs or advance their career in specific economic sectors. Works closely with employers in these sectors to meet their hiring and training needs. Centers include healthcare, and industrial and manufacturing.

START DATE: 06/2008 | FY 2015 BUDGET: $4,583,591 (SBS) with additional Federal Funding | STATUS: Successful (2010) | SITES: 2


New Enrollees 15,246 - 13,523

Placed in Jobs Paying $10/hour or More or Promoted16 1,969 3,137 2,373

Placed in Jobs Paying $10/hour or More 1,958 - 2,358

Promoted into Jobs Paying $10/hour or More 11 - 15

Placed in Jobs at $15/hour or More17 1,834 - 1,239


Young Adults

Work Progress Program/NYC Recovers/Green Applied Projects for Parks (HRA/Parks)

Work Progress Program (WPP) provides wage reimbursements to community-based organizations seeking to provide short-term employment opportunities to the low-income young adults they serve. NYC Recovers is modeled after WPP and reimburses service providers for placing residents who were affected by Hurricane Sandy in general employment opportunities, and unemployed New Yorkers in recovery-related work within Sandy-affected communities. The Green Applied Projects for Parks is a subsidized jobs program for young adults administered by the Department of Parks and Recreation.

START DATE: 02/2012 | FY 2015 BUDGET: $2,886,961(CEO) | STATUS: Implementation SITES: 32



Received Career Exploration Services19 123 100 102

Placed in Internships 115 115 100

Completed Internships 103 100 89

Placed in Jobs through Workforce120 23 100 31


Participants 1,177 1,171 1,107

Completed Subsidized Employment 676 - 641

Average Subsidized Earnings $1,138 - $1,204

Placed in Job or Education21 549 467

Placed in Job 355 - 218

Placed in Education 194 - 249

Scholars at Work (SBS/DOE) Scholars at Work (Scholars) helps to close skills gaps in critical economic sectors by preparing Career and Technical Education (CTE) high school students for and connecting them to good jobs and higher education in these sectors. Scholars supplements CTE students’ school-based learning of technical skills with exposure to career opportunities, real-life work experience in companies, and development of workplace skills.

START DATE: 08/200918 | FY 2015 BUDGET: $490,000 (YMI & CEO) with additional DOE Funding STATUS: Implementation | SITES: 14


Young Adult Internship Program (DYCD)

Offers youth who are out of school and out of work the opportunity to develop essential workforce skills through a combination of educational workshops, counseling, short-term paid internships, post-program follow-up services, and post-program placement in education, advanced training, or employment.

START DATE: 11/200722 | FY 2015 BUDGET: $11,797,617 (CEO & YMI) | STATUS: Implementation SITES: 19


Participants 1,857 - 1,830

Placed in Internships 1,810 1,810 1,805

Completed Internships82%

(1523/1857)75% 83%

(1519/1830)

Placed in Job or Education52%

(966/1857)70% 49%

(897/1830)

Retained in Job or Education at 9 Months Post-Program 759 1,115 821

See Also: Employment Works (Justice), Food Handlers Certification (Justice), Jobs-Plus (Social Innovation Fund), Justice Community (Justice), Justice Scholars (Justice), NYC Justice Corps (Justice), Project Rise (Social Innovation Fund), WorkAdvance (Social Innovation Fund), and Young Adult Literacy Program (Education).

Calculated from data in The CEO Poverty Measure, 2005-2014 (New York, N.Y.: Center for Economic Opportunity, 2016).This program has been fully integrated into the way that all of the Career Centers & Sector Centers operate, and therefore no longer has a separate CEO budget line. Federal funds currently support this program.Due to the program’s two-year cycle, data is updated as programs close out in the following fiscal year. FY 2015 data reflects updated closeout information.Because this program targets incumbent workers, most trainees are incumbent workers who already work at participating employers; businesses can also use training funds to train newly hired employees. Please note that each grant made to an individual business has its own target for number served and wage gains.A Low-Income Incumbent Trainee is a participant who makes under $15/hour. The number of low income trainees changes based on applications received.This metric has been re-named to more accurately reflect that it is measuring the projected wage gains based on the grants awarded in the reporting year.This metric was added in the FY 2015 Annual Data. Data prior to FY 2014 is not available for publication at this time.Home health aides’ schedules vary week to week. These home health aides worked full-time hours some weeks and part-time hours other weeks, but are classified here as part-time hires.For FY 2015, the program didn’t use CEO funds during start-up, but plans to spend a total of $680,000 over the life of the contract (5/1/2015 – 4/20/2017).FY 2015 data reflects only first two months of performance.Jobs-Plus began as a CEO pilot at one site in FY 2010. YMI funded an expansion in FY 2013. In the third and fourth quarters of FY 2013, the program expanded services from one site to seven, which is reflected in the trendline.6-month retention was newly added as a high-level indicator in FY 2013; historical data before FY 2012 is not available.This program has been fully integrated into the SBS website and therefore no longer has a separate CEO budget line.Trainee reviews were suspended during FY 2014 to allow for process revisions and will be relaunched in FY 2017. There have been delays due to changes in both technology and staff.SBS reduced the Industrial and Transportation Career Center’s budget in FY 2015 compared to FY 2014, and its placements and promotions target accordingly. This accounts for some of the change in placements and promotions across these two fiscal years. Changes in performance was also a result of high staff turnover at both Front Line and Management level positions. Staffing issues were resolved in FY 2015 Q4 and placements increased by 50% between Q3 and Q4 of FY 2015. SBS also transitioned the Healthcare Center to a new implementation vendor at the beginning of FY 2015, and the new vendor experienced some performance challenges in its first year.Wages over $15/hour was not collected prior to FY 2013.Scholars at Work began in FY 2010 and first received funding from YMI in FY 2011.Career Exploration is a standalone component of the Scholars program; students who participated in internships were mostly not the same students who participated in Career Exploration.These figures include participants who found employment on their own and verified their hours and wages with Workforce1. Additional placements not included in these totals include 2 unverified placements for FY 2015, and 19 unverified placements for FY 2014. Data not available prior to FY 2013.Participants counted in this indicator may be counted twice if a participant obtained both an education outcome and a job placement outcome.The Young Adult Internship Program began as a CEO pilot in City FY 2008. YMI funded an expansion in FY 2012.

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HEALTH INITIATIVES

A range of public health challenges are correlated with poverty, including teen pregnancy, obesity, and gun violence. CEO health programs tackle these challenges through a diverse range of initiatives. To prevent teen pregnancies, CEO programs are making the New York City public hospital system more teen-friendly and bringing primary care and reproductive healthcare services to public high schools. To fight obesity and promote access to healthy food, CEO created the Office of the Food Policy Coordinator in the Mayor’s Office, as well as the Shop Healthy outreach program that empowers corner stores to provide more healthy food options. To reduce gun violence in targeted communities, CEO and the Young Men’s Initiative launched the Cure Violence project, an evidence-based public health strategy that intervenes directly to stop the cycle of violence. Each of these initiatives has unique metrics established to track fidelity to the program models and impact on the target communities.

Shop Healthy NYC (DOHMH)

A neighborhood-based approach that simultaneously addresses supply and demand to increase access to healthy foods in underserved neighborhoods by working with food retailers, community groups, food suppliers, and food distributors.

START DATE: 01/2012 | FY 2015 BUDGET: $182,400 (CEO) with additional State Funding | STATUS: Implementation | SITES: 146


Number of Community Members Who Attended a Training Event 483 400 503

Number of Neighborhood Retail Food Stores Approached 133 140 155

Number of Stores That Are Promoting Healthy Foods 86 109 133

Number of Stores That Agree to Meet All Shop Healthy Store Criteria 48 60 85

Number of Stores That Successfully Meet at Least 6 of 7 Shop Healthy Requirements 27 40 39

Community Nutrition


Teen ACTION (Achieving Change Together in Our Neighborhood) (DYCD)

An after-school service learning initiative designed to reduce risky behavior and enhance school performance among middle and high school students by promoting positive life skills, a sense of efficacy and self-worth, and citizenship.

START DATE: 11/2007 | FY 2015 BUDGET: $1,600,000 (CEO)| STATUS: Implementation | SITES: 17


Program Participants 1,232 1,022 1,341

Total Service Hours Completed 180,608 - 182,165

School-Based Health Centers (DOHMH)

Provides students with comprehensive health care, including a non-stigmatized environment for obtaining reproductive and mental health education and services.

START DATE: 09/2007 | FY 2015 BUDGET: $1,560,166 (DOHMH) | STATUS: Successful (2010) | SITES: 111


Program Participants 17,915 15,848 17,919

Program Participants Utilizing the Clinics 11,603 - 11,207

Number of Total Clinic Visits 59,398 - 55,987

Number of Medical Visits 38,292 - 39,353

Number of Health Education Visits 1,918 - 1,732

Number of Mental Health Visits 9,844 - 9,589

Number of Reproductive Health Visits 16,475 - 15,561

Young Adult Health


Teen Health Improvement Program (H+H)

Provides Health and Hospitals’ (H+H) health and school-based clinics with comprehensive adolescent care training and clinical services, adolescent-friendly systems improvements, and youth engagement programming.

START DATE: 11/2011 | FY 2015 BUDGET: $470,000 (YMI) | STATUS: Implementation | SITES: 452


Number of Pediatric and/orAdolescent Clinics Meeting All Teen-Friendly Criteria3 16/17

100% (17/17) 16/17

Number of Healthcare Providers Receiving Training in Teen-Friendly Practices3 280 425 303

Number of Adolescent Patients Served in Pediatric/Adolescent Clinics3 108,249 - 65,135

Cure Violence (DOHMH & H+H)

An evidence-based violence prevention strategy that employs violence interrupters and out-reach workers, who have themselves experienced violence, to act as “credible messengers” of anti‐violence messages, to work within the community to identify and resolve conflicts before they escalate, to prevent retaliation when violence erupts, and to re‐direct the highest‐risk youth away from life on the streets.

START DATE: 02/2012 | FY 2015 BUDGET: $2,564,853 (YMI & YMI Private Funds) | STATUS: Implementation | SITES: 34


Program Participants 206 - 202


Conflicts Mediated5 632 - 588

In-Person Contacts with Participants6 3,406 1,236 7,466

Community Events Organized in Response to Neighborhood Shootings7 95% (20/21) 100% 90% (26/29)

Violence Prevention


Data on all 11-city funded sites provided starting in FY 2014. FY 2013 Data is for only reported on the 5 CEO-funded sites.This program has committed to working in some capacity, with all 45 clinics that can deliver reproductive health services to adolescents within the corporation. In FY 2015 the program targeted 17 of those sites for intensive improvements.These indicators were new in FY 2013 and historical data is not available. Trendline reflects total number of events, not the response rate.In FY 2013, City Council funded three new Cure Violence sites. In FY 2015-FY 2016, City Hall and City Council are funding an additional 10 sites, 3 slated for FY 2015, and 7 receiving implementation funding to support anticipated launch in FY 2016. In March FY 2015, 1 YMI site ceased operations.The increase in mediations from FY 2014 is explained by an increase in program activity, as well as by refinements in metric definition and reporting practices.The decrease in In-Person Contacts with Participants in FY 2015 reflects a change to data collection that now excludes phone and electronic communication (e.g., email, text messages, and social media).This indicator was new in FY 2013 and historical data is not available. Trendline reflects total number of events, not the response rate.

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See Also: Family Rewards (Social Innovation Fund).

Parent Coaching (DOHMH) Parents are trained and coached in the Circle of Security Parenting Program (COS) where they learn strategies to strengthen parent-child relationships, and promote healthy social-emotional development in children age five and under in at-risk low-income communities. COS intervention programs support parents in strengthening the parent-child relationship to enhance attachment security between parents and children.

START DATE: 02/2015 | FY 2015 BUDGET: $300,000 (CEO) | STATUS: One-Time Investment | SITES: 12


Program Participants 178 160

Number who Completed Program 119 160

Number of Parent Coaches who will Deliver the COS Parenting Program 19 -

One-Time Investment


JUSTICE INITIATIVES

A history of involvement with the criminal justice system can pose a major challenge for men and women seeking employment and other opportunities. CEO program strategies focus on helping court-involved individuals build their education and job skills to promote employment and stability while reducing recidivism. Several programs use community benefit projects or mentoring to as-sist participants on their path toward self-sufficiency. CEO determines program success based on whether participants are attaining educational and employment goals and recidivating less often. Recidivism reduction is a longer term goal better assessed through evaluation and is not always captured in performance monitoring.

AIM: Advocate, Intervene, Mentor (DOP)

Arches: Transformative Mentoring (DOP)

A court-mandated juvenile alternative-to-placement program, AIM pairs 12 to 17 year old youth on juvenile probation with paid advocates who provide intensive mentoring, as well as the structure and guidance youth need to develop self-efficacy.

START DATE: 07/2012 | FY 2015 BUDGET: $2,053,027 (YMI) | STATUS: Implementation | SITES: 5

Group mentoring program for young adult probation clients ages 16 to 24 years. The program uses an evidence-based journaling curriculum centered on cognitive behavioral principles, and incorporates positive youth development values and practices. With case management provided by DOP Probation Officers, Arches program mentors support participants to improve problem solving and social skills, and achieve attitudinal and behavioral change.

START DATE: 07/2012 | FY 2015 BUDGET: $3,280,082 (YMI Private Funding)2 | STATUS: Implementation | SITES: 20




Number of New Participants Receiving One-On-One Mentoring 451 - 345

Average Daily Attendance (ADA) 56% 70% 46%

Number Completed Program3 47% (193) 65% 42% (226)




Number Completed Community Service Project 29 - 38

Number Engaged in Recreational or Cultural Activities 89

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Number Completed Program 43 - 43

Participants Not Arrested for a Felony While in the AIM program1 90.5% 80% 83%


Employment Works (SBS & DOP)

Food Handlers Certification (DOC & DOHMH)

Justice Community (DOP)

Job training and placement program that exclusively serves individuals with a criminal conviction. The program provides participants with education, training, and support services with the goal of placing and retaining participants in employment and reducing recidivism.

START DATE: 08/2008 | FY 2015 BUDGET: $2,950,000 (CEO) | STATUS: Implementation | SITES: 2

Provides Rikers Island inmates with tangible employment assets for re-entry including a certification course in Food Handling and CPR.

START DATE: 01/2008 | FY 2015 BUDGET: $23,975(CEO) | STATUS: Implementation | SITES: 1

Engages court-involved young adults in community benefit projects, education, subsidized work, and civic engagement, as well as youth leadership, peer mentorship, life skills training, and case management.



Program Participants 2,849 - 2,805

New Enrollees 1,686 - 1,714

Placed in Jobs 979 800 863

Placed in Jobs at $10/hour or More 574 - 437

Median Hourly Wage at Placement $10 - $10

6-Month Job Retention42%

(223/697) 65%29%

(230/799)

12-Month Job Retention34%

(262/765) 50%15%

(116/752)



Passed Certification Exam 819 - 589


New Enrollees 236 252 245


Number Completed Community Benefit Projects 185 100% 178

Placed in Jobs or Education 39% (92/236)

50% 36% (87/245)

Placed in Jobs 46 - 42

Number Earned a HSE or High School Diploma 4 - 10


Justice Scholars (DOP)

NYC Justice Corps (CUNY Prisoner Reentry Institute)

Serves young adults involved in the criminal justice system seeking assistance achieving their educational goals, such as a high school diploma, HSE, or post-secondary education.


Engages justice system-involved young adults ages 18 to 24 in reparative service to their communities.5





Percent who Gained 1 or More Literacy Grade Level4

17% (32/188) 50%

22% (55/246)

Percent who Gained 1 or More Numeracy Grade Level4

19%(35/188) 50%

20%(49/246)

Number Earned a HSE or High School Diploma 25 - 48

FY 15 Actual FY 15 Target7 FY 14 Actual FY 12-15 Trends

New Enrollees 247 212 281

Number Completed Community Benefit Projects 154 158 178

Educational Gain8 56 56 83

Number Graduated the Program 102 112 117

Placed in Job or Education 58 85 35

DOP lacks access to data of re-arrest following completion of probation supervision. Post-program recidivism outcomes will be assessed in future evaluation.FY 2015 budget figure has been reduced to reflect revised funding levels per the terms of a grant extension for the YMI private funding.Calculated as a percent of new enrollees.Metric calculation was revised in FY 2014 to include only those participants eligible for this outcome and excludes individuals who earned HSE diploma and/or suc-cessfully completed program without TABE post-test.NYC Justice Corps has undergone a redesign in FY 2016 to provide sector-focused work readiness services, career exploration and advancement planning services, and recidivism reduction strategies, including cognitive behavioral interventions.Educational Gains include post-secondary and vocational education placements, grade level gains and high school or high school equivalency diploma attainment for participants eligible to receive those outcomes.FY 2015 targets have been prorated to reflect a temporary enrollment freeze during the year. Beginning in the fourth quarter of Fiscal 2015, the program halted new enrollment; services continued for active participants as the program was redesigned for re-launch in January 2016 as an early Career Pathways model.

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See Also: Cure Violence (Health).


SOCIAL INNOVATION FUND INITIATIVES

CEO and the Mayor’s Fund to Advance New York City, in collaboration with MDRC and eight cities, were selected by the Corporation for National and Community Service in 2010 to identify and expand effective solutions to critical social challenges. The Social Innovation Fund (SIF) allows CEO to replicate some of its most successful anti-poverty pilot initiatives, and to build a national body of evidence to demonstrate the impacts of the programs. Through this five-year, $85 million project, the eight partner cities are providing new services to residents and building a multi-site body of evidence in support of promising interventions. Because SIF programs operate outside of the City’s fiscal year, cumulative data presented in this section is provided from each program’s start date through June 2015.

Family Rewards (Corporation for National and Community Service & Mayor’s Fund to Advance New York City)

Aims to break the cycle of poverty by providing temporary cash payments to poor families to boost their short-term incomes, while building their capacity to avoid longer-term and second-generation poverty. The payments are referred to as conditional cash transfers (CCT) because they are contingent upon family members taking specific actions (in the areas of education, health, and work) that have been proven to build human capital. This program was undergoing a random assignment evaluation, in which the strategy for setting targets differs from CEO’s typical program management process.

START DATE: 09/2011 | SIF YEAR 1-4 BUDGET (Operations Only): $14,841,212 (Federal & SIF Private) | STATUS: Implementation | SITES: 2 (New York City & Memphis)

Actual Target Trends Y1-Y4

Families Enrolled 1,230 1,200

Individuals Enrolled 4,558 -

Percent of Families Earning Rewards 99% -

Total Rewards Earned $7,593,496 -

Percent of High School Student Earning Rewards 90%

High School Rewards Earned $3,533,246 -

Percent of Families Earning Health Rewards 90%

Health Rewards Earned $2,003,600 -

Percent of Adults Earning Workforce Rewards 55%

Workforce Rewards Earned $2,056,650

Through June 30, 2015


Jobs-Plus (Corporation for National and Community Service & Mayor’s Fund to Advance New York City)

Project Rise (Corporation for National and Community Service & Mayor’s Fund to Advance New York City)

A public housing-based workforce development program that offers employment and train-ing services, community support, and rent-based incentives. Also see Jobs-Plus in the CEO Employment Initiatives section.

START DATE: 09/2011 | SIF YEAR 1-4 BUDGET (Operations Only): $5,378,897 (Federal & SIF Private) | STATUS: Implementation | SITES: 2 (New York City & San Antonio)

Engages out-of-school and out-of-work young adults who lack a high school diploma or HSE. Educational opportunities, paid internships, and case management offer a pathway to long-term economic self-sufficiency.

START DATE: 06/2011 | SIF YEAR 1-4 BUDGET (Operations Only): $8,542,857 (Federal & SIF Private) | STATUS: Implementation | SITES: 5 (New York City, Kansas City, Newark)1


New Enrollees 2,393 2,519

Job Placements 1,024 1,140

3-Month Job Retention 64% (601/935) 75%

9-Month Job Retention 48% (377/789) 55%

Actual Target Trends Y1-4

Individuals Enrolled 1,061 875

Earnings from Internships $895,717 -

Percent Who Completed an Internship 35% 50%

Percent Who Earned a HSE 35% 30%

Percent Placed in a Job 31% 40%




WorkAdvance (Corporation for National and Community Service & Mayor’s Fund to Advance New York City)

A sector-focused advancement program that seeks to boost the earnings of unemployed and low-wage working adults by helping them prepare for and enter quality jobs in selected sec-tors. This program was undergoing a random assignment evaluation, in which the strategy for setting targets differs from CEO’s typical program management process.

START DATE: 07/2011 | SIF YEAR 1-4 (Operations Only): $12,519,483 (Federal & SIF Private) |STATUS: Implementation | SITES: 4 (New York City, Cleveland/Youngstown, Tulsa)


Individuals Served 1,960 1,675

Completed Occupational Skills Training 82% (1,166) 80%

Attained a License or Certification 1050 -

Placed in Jobs 63% (1,228) 50%

Placed in Jobs at $10/hour or Higher 44% (864)

Attained Career Advancement 48% (584) 33%

Businesses Served 680 -


During the first two years of Project Rise, there were six sites. One of two sites in Kansas City closed in during the third program year; five sites remain.Tulsa operated SaveUSA from 2011 through 2013 (Program Years 1-3). Newark operated SaveUSA from 2011 through 2012 (Program Years 1 and 2).In FY 13, the “Businesses Served” metric included duplicate counts across program years. For FY 14, CEO has changed the calculation to report the cumulative number of unique businesses served.

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SaveUSA (Corporation for National and Community Service & Mayor’s Fund to Advance New York City)

Offers eligible individuals a 50 percent match if they deposit a portion of their tax refund into a SaveUSA Account and maintain the initial deposit for approximately one year. This program was undergoing a random assignment evaluation, in which the strategy for setting targets differs from CEO’s typical program management process.

START DATE: 01/2011 | SIF YEAR 1-4 (Operations Only): $3,563,291 (Federal & SIF Private) |STATUS: Implementation | SITES: 4 (New York City, San Antonio, Tulsa, Newark)2


New SaveUSA Accounts 7,127 6,255

Percent of Savers Who Saved for a Full Year 71% -

Average Initial Deposit $613 -

Average Savings Match $309 -

Total Savings $5,631,077 -


APPENDIX:Acronyms in the NYC Center for Economic Opportunity FY 2015 Performance Data

AIM Advocate, Intervene, MentorASAP Accelerated Study in Associate ProgramsBPL Brooklyn Public LibraryCEO Center for Economic OpportunityCEPS Community Education Pathways to SuccessCTE Career and Technical EducationCUNY City University of New YorkDCA Department of Consumer AffairsDOC Department of CorrectionDOE Department of EducationDOF Department of FinanceDOHMH Department of Health and Mental HygieneDOP Department of ProbationDYCD Department of Youth and Community DevelopmentEITC Earned Income Tax CreditFDNY Fire Department of New York CityFEN Financial Education NetworkHHC Health and Hospitals CorporationHRA Human Resources AdministrationHSE High School EquivalencyLPN Licensed Practical NurseNCLEX National Council Licensure ExaminationNYCEDC New York City Economic Development CorporationNYCHA New York City Housing AuthorityNYPL New York Public LibraryOFE Office of Financial EmpowermentPARKS New York City Department of Parks and RecreationQPL Queens Public LibraryRN Registered NurseSBS Small Business ServicesSIF Social Innovation FundVITA Volunteer Income Tax AssistanceYAL Young Adult LiteracyYMI Young Men’s Initiative

new york city center for economic opportunity

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