“As we look ahead into the next century leaders will be those who empower others” – Bill Gates
Timeline
Children Must Work, Inc. (CMW) operates in three distinct phases.
The CMW leadership team is in place to begin the process of engaging employers and securing employment commitments. This process will include face to face meetings with small businesses, city and state government, contractors, and more to develop working agreements. CMW also has initiated and established relationships with several worksites.
Weeks 4 — 16 will consist of an aggressive marketing campaign launched to support outreach and job development efforts for students, employers, and educators.
Weeks 16 — 22 will include student processing (applications, registration, admissions, and
orientation) and hiring and training local educators. Phase 1 is a total of 22 weeks.
The Summer Intensive is an 8-week component spanning the end of June until mid-August and marks the beginning of year-round programming. Specific dates will be identified based on local school
calendars, school end dates, etc., and funding.
The first week is dedicated to orientation (by paid trained educators), small group development,
skills and dreams assessment, and job placement.
Work teams (small groups) are supervised by educators for the duration of the program and meet weekly to build relationships, and evaluate work settings, skill development and progress. Youth will participate in a diverse range of paid employment opportunities.
The after school component (weeks 31 and beyond) reinforces the learning from the summer intensive — including additional personal and professional skill development workshops and opportunities. During this time critical follow up services will take place, including, but not limited to employer satisfaction surveys, participant quality assurance, connecting with schools for performance reports, referrals to community programs and community data reporting.
Although there are well established and progressive services available in the targeted cities, Children Must Work, Inc.(CMW) has distinct competitive advantages from other youth development organizations. CMW will not only provide youth employment services, but has integrated critical career coaching, diverse work opportunities, business acumen and financial management skills, which are historically not an area of focus for minority youth.
The Children Must Work philosophy embodies the following values — employment, empowerment, and Community engagement.
A.
CMW is founded by entrepreneurs and every facet of the program is designed to foster and develop entrepreneurial thinking — a skillset that is critical in the real world.
B.
Connection to and mentoring by entrepreneurs builds skills in areas like action planning, growth mindset and improving financial knowledge.
A.
CMW addresses the ‘whole person’ and provides services that many other youth programs do not address, like access to health and wellness programs.
B.
Creating crucial early-life work experiences, develop job readiness skills, begin building their resumes, and experience the relationship between work and reward.
C.
Opportunities to engage in an onsite entrepreneurial venture that serves students in college.
BOSTON, MA
Youth Enrichment Services (YES)
www.yeskids.org
You Boston — Summer Youth Employment
www.youboston.org/services/summer-youth-employment
Children Must Work, Inc. is a youth development employment brokerage organization, established to provide diverse and meaningful employment opportunities coupled with a strong financial education component for youth between the ages of 14 to 18 in the cities of Boston, MA., Hartford, CT., and Atlanta, GA. The purpose of the marketing plan is to prepare for implementation of the pilot
TARGET AUDIENCE – The specific audience for the CMW marketing plan is Workplace Employers.
MARKETING AND SALES GOALS and MEASURABLE OBJECTIVES
Primary Objectives
RESOURCES
MESSAGES
Companies receive measurable return on investment from real work by students, increased productivity, reduced training and recruitment costs, and contribute positively to the community.
MARKETING AND SALES STRATEGIES
Activities will include personal contact with potential employers, presentations to employer
groups and service clubs, and a direct mail campaign. Planning and development for full implementation will include preparation of an Annual Marketing Plan.
MARKETING PLAN TIMELINE – Will be developed upon securing funding.
The CMW Leadership Team consists of 6 full-time program level staff who provide day to day oversight of the program and supervision of the youth. Program Directors and Assistant Directors are responsible for implementing program activities maintaining a safe and productive environment. The Leadership team works under the supervision of the Executive Team (as outlined on page 4). The Executive Team has primary responsibility for oversight of the organization, fiscal and operations management. Additional responsibilities include, but are not limited to community development, job development, purchasing, developing collaborative relationships, and furthering the vision of the organization.
“The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there.” — John Buchan
CMW will hire and train 60 full-time teachers (during the summer break) to provide additional support for the program. The certified teachers will already have engagement in each local community and may have some familiarity with those engaged in the program.
This will be an opportunity for the teachers to interact with youth in a different way than their
traditional roles. Teachers will be small group leaders (no more than 1:20 ratio) providing morning check-ins, building effective teams, engaging, and mentoring students in a much more direct, hands-on way.
Although teachers will be expected to provide various portions of the planned curriculum, their
primary role is to develop more trusting relationships with program participants, getting to know them in new and creative ways, encouraging participation on higher levels and being available to assist with problem solving and critical thinking around employment placement.
Afterschool programming will be staffed by the program team and community volunteers who will
provide tutoring, mentoring and other support services, as students will be required to maintain a minimum C+ GPA.
| Item | Rationale | Total |
|---|---|---|
| Staffing | ||
| Students - Summer | 200 @ $15 p/hr x 28 hours p/wk x 8 weeks x 3 locations | $2,016,000 |
| Students - Afterschool | 200 @ $15 p/hr x 12 hours p/wk x 45 weeks x 3 locations | $4,860,000 |
| Teachers - Summer | 60 @ $60 p/hr x 35 hours p/wk x 8 weeks x 3 locations | $3,024,000 |
| Teachers - Afterschool | 60 @ $60 p/hr x 15 hours p/wk x 45 weeks x 3 locations | $7,290,000 |
| Site Leadership | 6 @ $52 p/hr x 40 hours p/wk x 52 weeks x 3 locations | $1,946,880 |
| Executive Team | 4 @ $60 p/hr x 40 hours p/week x 52 weeks | $499,2 |
| Taxes/Fringe Benefits | 17% of total | $3,338,174 |
| Staffing Total: | $22,974,214 |
| Item | Rationale | Total |
|---|---|---|
| Program Expenses | ||
| Office Leases | $16,000 x 3 locations [one year] | $48,000 |
| Laptops | 70 laptops @ $700 each | $49,000 |
| Servers | 3 x $3600 (one per location) and installation/maintenance | $10,800 |
| Furniture | $12,000 x 3 locations [rental] | $36,000 |
| Office Supplies | $11,500 x 3 locations | $34,500 |
| Food - Digital Food Bank | $32,000 p/location [digital gift/food cards] | $96,000 |
| Food - Program | ||
| Participants | 200 @ $35 p/student p/wk x 50 weeks | $350,000 |
| Transportation | $16,500 [2 van rentals/ins/gas/maintenance] x 3 locations | $49,500 |
| Passes | 200 x $75 p/mo x 12 months x 3 locations | $540,000 |
| Insurance | $6,000 x 3 locations | $18,000 |
| Legal (Contractor) | $7,000 | |
| Audit (Contractor) | $10,000 | |
| Accounting Services | $1500 p/mo x 12 mos x 3 locations | $54,000 |
| Program Total: | $1,302,800 | |
| CMW TOTAL | $24,277,014 |
