newprofit 2010-11 annual report

WE SEE PROMiSE iN THE FEARLESS ONES.

They don’t play the game. THEY TRANSFORM iT. They don’t create impact. THEY iGNiTE iT.

They don’t edit the rules. THEY WRiTE THEM.

New Profit exists to STRENGTHEN, CONNECT, and AMPLiFY their potential.

We invest in the BEST, so they can reach the MOST.

Standing shoulder to shoulder with leaders, we remove obstacles and clear the way to impact.

We build networks of excellence to multiply their efforts.

And we won’t stop until together we’ve redefined possible.

We know it won’t be easy; nothing worthwhile ever is.

But we are compelled By those who came before us

And by those whose futures will follow.

Our mandate is clear:

BLAZE a trail through never.

CHART a course straight past impossible.

ASK why not in a world of why bother.

And set our sights on new.

NEW opportunities. NEW expectations.

NEW results. NEW rules.

NEW Profit. visionaries welcome. iMPACT REQUiRED.

10 12 14 16 18

20 22 24 26 28

30 32 34 36 38

40 42 44 46 48

50 52 54 56 58

iGNiTiNG iMPACT 2010-11 | 1

CONTENTS

About New Profit . . . . . . . . . . . . . . . . . . . . . . 2

Board of Directors . . . . . . . . . . . . . . . . . . . . . 4

Portfolio Performance . . . . . . . . . . . . . . . . . 6-9

Portfolio Profiles . . . . . . . . . . . . . . . . . . . . . . . 10-59

America Forward . . . . . . . . . . . . . . . . . . . . . . 60-61

Gathering of Leaders . . . . . . . . . . . . . . . . . . . 62-63

Investors, Supporters, & Partners . . 64-65

Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

ACHIEVEMENT FIRST 10

BUILD 12

COLLEGE SUMMIT 14

FAMILY INDEPENDENCE INITIATIVE 16

GENESYS WORKS 18

HEALTH LEADS 20

iMENTOR 22

JUMPSTART 24

KICKSTART 26

KIPP SCHOOLS 28

LIFT 30

MANAGEMENT LEADERSHIP FOR TOMORROW 32

NATIONAL COLLEGE ADVISING CORPS 34

NEW LEADERS 36

NEW TEACHER CENTER 38

PEER HEALTH EXCHANGE 40

RARE 42

RIGHT TO PLAY 44

SINGLE STOP USA 46

STAND FOR CHILDREN 48

TEACH FOR ALL 50

THE MISSION CONTINUES 52

TURNAROUND FOR CHILDREN 54

YEAR UP 56

YOUTHBUILD USA 58

DID YOU KNOW? 1.8 million lives are touched through New Profit’s portfolio organizations.

DID YOU KNOW? New Profit has invested in 32 organizations since its founding in 1998 and has 21 current investments.

DID YOU KNOW? America Forward coalition organizations operate programs in all 50 states.

2 | NEW PROFiT iNC.

ABOUT NEW PROFITNew Profit is a national venture philanthropy fund that exists to STRENGTHEN, CONNECT, and AMPLIFY the potential of America’s leading social entrepreneurs and their innovative nonprofit organizations. These individuals lead organizations that relentlessly pursue opportunities to serve their mission, focus on data to drive impact, and emphasize solving problems at scale through organizational growth, replication, and strategies to drive broad-scale change.

Since 1998, with the support of individual investors and our signature partner, Monitor Group, New Profit has provided financial and strategic support to a portfolio of social entrepreneur-led organizations in education, workforce development, public health, and other areas to grow their capacity and help them reach more individuals and families in need.

New Profit also strives to connect and amplify the work and the voices of those in our community. Our annual Gathering of Leaders convenes social innovators from across sectors to advance the impact of social entrepreneurship, while the nonpartisan America Forward initiative connects social sector innovators with policymakers, legislators, and other leaders to advance a national dialogue about how to dramatically improve opportunities for communities across the country.

THE IMPACT OF THE NEW PROFIT

COMMUNITY

Check out some of the facts and figures that show the breadth

and depth of the work of the larger New Profit community…

32 INVESTMENTS MADE

SINCE NEW PROFIT WAS FOUNDED

$52.7 MILLION IN RESOURCES DONATED BY MONITOR GROUP TO NEW PROFIT

384 CITIES SERVED BY

NEW PROFIT’S PORTFOLIO

25 NATIONAL LEADING

EDUCATION INNOVATORS WORKING TOGETHER VIA

AMERICA FORWARD’S EDUCATION COALITION

1.8 MILLION LIVES

TOUCHED THROUGH NEW PROFIT’S PORTFOLIO

ORGANIZATIONS


21,827 STUDENTS SERVED BY KIPP

9,000 PATIENTS SEEN IN THE PAST YEAR BY HEALTH LEADS

26,000 STUDENTS SERVED BY COLLEGE SUMMIT IN THE 2010-2011 SCHOOL YEAR

19 SCHOOLS AND 5,600 STUDENTS SERVED BY ACHIEVEMENT FIRST

100 PERCENT OF BUILD SENIORS GRADUATED FROM HIGH SCHOOL AND BEEN ACCEPTED TO COLLEGE

9,000 CLIENTS SERVED BY LIFT IN THE PAST YEAR, AN INCREASE OF 31 PERCENT FROM THE PREVIOUS YEAR

91 PERCENT OF MANAGEMENT LEADERSHIP FOR TOMORROW CAREER PREP FELLOWS SECURED FULL-TIME JOBS UPON GRADUATION IN 2011

$1 MILLION IN ADDITIONAL SCHOLARSHIP DOLLARS SEEN IN NATIONAL COLLEGE ADVISING CORPS PARTNER HIGH SCHOOLS AFTER THE INTRODUCTION OF AN ADVISOR

250,000 STUDENTS SERVED NATIONWIDE BY NEW LEADERS IN 12 URBAN AREAS

24 COLLEGES SERVED BY PEER HEALTH EXCHANGE DURING THE 2010-2011 ACADEMIC YEAR

95 PERCENT LONG-TERM NEW TEACHER RETENTION RATE SEEN AT NEW TEACHER CENTER

120,000 FAMILIES SERVED BY SINGLE STOP USA IN 2010, CONNECTING THEM TO MORE THAN $412 MILLION IN BENEFITS

152 INDIVIDUALS IN BOSTON, INCLUDING 81 CHILDREN FROM 35 FAMILIES, JOINED FAMILY INDEPENDENCE INITIATIVE IN AN HISTORIC EXPANSION OF ITS WORK

14,250 VOLUNTEERS HAVE SERVED THROUGH THE MISSION CONTINUES, COMPLETING 243 SERVICE PROJECTS ACROSS THE NATION

77 PERCENT DECLINE IN TEACHER TURNOVER AND 34 PERCENT DECREASE IN TEACHER ABSENCES AT TURNAROUND FOR CHILDREN SCHOOLS

30 PERCENT GREATER EARNINGS ACHIEVED BY YEAR UP GRADUATES VERSUS THEIR PEERS

4,252 STUDENTS REPRESENTED BY YOUTHBUILD USA PROGRAMS IN 2010

22 COUNTRIES SERVED BY THE TEACH FOR ALL NETWORK

55,000 VOTERS REACHED IN 2010 BY GRASSROOTS EFFORTS FROM STAND FOR CHILDREN

2,400 MENTOR-MENTEE PAIRS MATCHED BY IMENTOR BY THE END OF 2011

95 PERCENT OF GENESYS WORKS GRADUATES GO ON TO COLLEGE

4 | NEW PROFiT iNC.

GREG AVIS Founding Managing Director Summit Partners

JOSH BEKENSTEIN (Co-Chair) (Cir) Managing Director Bain Capital

ED COHEN President Carlin Ventures, Inc.

PAUL EDGERLEY Managing Director Bain Capital

MARK FULLER (Co-Chair) (Co-) Founder Monitor Company Group, L.P.

PAUL S. GROGAN President & CEO The Boston Foundation

JAMES J. JENSEN Managing Trustee The Jenesis Group

VANESSA KIRSCH Founder & Managing Director New Profit Inc.

DR. MICHAEL LOMAX President and CEO United Negro College Fund

TRISTIN MANNION

BILL MCCLEMENTS SVP Corporate Operations Merrimack Pharmaceuticals

DUNCAN M. MCFARLAND The Bromley Charitable Trust

MARK E. NUNNELLY Managing Director Bain Capital

JIM PALLOTTA Chairman and Managing Director Raptor Capital Management

ELIZABETH RILEY Adjunct Professor Babson College

LAURENE M. SPERLING Sperling Family Charitable Foundation

JEFFREY C. WALKER Partner MDG Health Alliance

BOARD OF DIRECTORS


NEW PROFIT BELIEVES IN THE POWER AND POTENTIAL OF SOCIAL INNOVATION TO DRAMATICALLY IMPROVE OPPORTUNITIES FOR CHILDREN, FAMILIES, AND COMMUNITIES.

YouthBuild USA

6 | NEW PROFiT iNC.

PORTFOLIO PERFORMANCEThe organizations in New Profit’s portfolio are among the fastest-growing and highest-impact nonprofits in the sector. We target a 30 percent compound annual growth rate (CAGR) for revenue, and a 40 percent CAGR for lives touched for the overall portfolio. In 2010, performance of the current portfolio exceeded growth targets, realizing a 41 percent CAGR for revenue and a 40 percent CAGR for lives touched.

NEW PROFIT PORTFOLIOCurrent and past investments from 1999-2009

(growth from year prior to investment through 2009)

FAST COMPANY SOCIAL CAPITALIST AWARD WINNERSAll award winners from inception through 2009; New Profit portfolio

organizations excluded from sample (growth from 2004-2009)

BRIDGESPAN STUDY: HIGH-GROWTH YOUTH SERVICE NONPROFITS15 nonprofits included in the November 2004 Bridgespan report “Growth of Youth Serving Organizations.” New Profit portfolio organizations have

been excluded from sample (growth from 1999-2009).

AVERAGE U.S. YOUTH SERVICE NONPROFITS (revenue between $1M and $100M)

Data drawn from the National Center for Charitable Statistics (growth of average revenue from 1998-2009)

0% 10% 25%5% 20%15% 30% 35%

PORTFOLIO REVENUE GROWTH COMPARED TO OTHER HIGH-GROWTH ORGANIZATIONS

35%

16%

13%

2%


1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

0 200 500 700100 400300 600 800

41% REVENUE GROWTH*CURRENT PORTFOLIO WEIGHTED AVERAGE CAGR THROUGH 2010

REVENUE GROWTH: 1999-2010

MILLIONS OF DOLLARS

FROM LEFT TO RIGHT: New Teacher Center, LIFT, KIPP Schools, and The Mission Continues

*Current portfolio excludes all past investments. CAGRs represent rates from the year before New Profit’s investment through 2010, and portfolio averages are weighted by the size of New Profit’s cash commitment. New investments and organizations in their first year in the portfolio are not included in current portfolio CAGR calculations. Rare was omitted from the overall portfolio calculation of lives touched due to its disproportionately higher number. Teach For All was omitted from the overall portfolio calculation of lives touched due to its disproportionately rapid growth driven by the organization’s affiliate model.

Photo by Ethan Pines

8 | NEW PROFiT iNC.

1999

2000

2001

2002

2003

2004

2005

2006

2007

2008

2009

2010

200,0000 1,000,000600,000 1,400,000400,000 1,200,000800,000 1,600,000 1,800,000

40% LIVES TOUCHED*CURRENT PORTFOLIO WEIGHTED AVERAGE CAGR THROUGH 2010

LIVES TOUCHED: 1999-2010

LIVES TOUCHED

FROM LEFT TO RIGHT: Family Independence Initiative, Achievement First, and Health Leads

PATHWAYS FUNDNEW PROFIT’S

PATHWAYS FUNDAs you read through the following pages in this annual report, you will notice that six pages are tagged with a “Pathways Fund” label in the upper-right corner of their profile. The Pathways Fund is made possible through a partnership among Blue Ridge Foundation New York, Carnegie Corporation of New York, JPMorgan Chase, Open Society Foundations, Robin Hood Foundation, SeaChange Capital Partners, and New Profit, and by a grant from the federal Social Innovation Fund, a special initiative within the Corporation for National and Community Service designed to build the evidence base and grow the impact of nonprofit organizations across the country.

The organizations in the Pathways Fund are full-fledged New Profit portfolio organizations, exhibiting the same characteristics that define all New Profit investments: outstanding leadership, the potential for significant and transformative impact, and a focus on issues pertaining to social mobility.

In creating the Pathways Fund, we were compelled by the power this public-private partnership has to demonstrate new ways our country can accelerate problem solving by investing in innovation.

FOR MORE INFORMATION ON NEW PROFIT’S PATHWAYS FUND, VISIT WWW.NEWPROFIT.COM/PATHWAYS.

College Summit

National College Advising Corps

Year Up

iMentor

Single Stop USA

YouthBuild USA

WWW.NEWPROFIT.COM/PATHWAYS

10 | NEW PROFiT iNC.

SPOTLiGHT ON SUPPORT

Working with New Profit, BUILD engaged in a project to improve the structure and role of its board. This work allowed BUILD to add four board members, launch a governance committee, and put forth a document outlining board expectations.

SOCiAL ENTREPRENEURSDacia Toll, Co-CEO & President Doug McCurry, Co-CEO & Superintendent

Q What is the risk you’ve taken that’s had the biggest payoff?

A DACiA AND DOUG: The biggest risk for us was probably the decision to expand from one school to a network of schools... expansion of the Achievement First network has actually enhanced quality—both at the flagship school and at each new school.

ACHIEVEMENT FIRST


Achievement First, with the help of New Profit, is identifying and adding key capabilities to its board as well as improving and strengthening board processes and governance. This work will help guide Achievement First in its next phase of growth.

iGNiTiNG iMPACT 2010-11 | 11 *Amistad Academy was founded in 1998, Achievement First was founded in 2003.

MiSSiON To provide students with the academic and character skills they need to graduate from top colleges, to succeed in a competitive world, and to serve as the next generation of leaders for our communities.

MODELAchievement First’s network of K-12 public charter schools provides an unwavering focus on achievement, a rigorous curriculum, strategic use of data, aggressive teacher training and retention, and best-in-class support to help principals drive student gains.

HEADQUARTERSNew Haven, CT

DOMAiNEducation

YEAR FOUNDED1998*

FiSCAL YEAR END6/30

YEAR OF iNvESTMENT2007

TOTAL FUNDiNG FROM NEW PROFiT THROUGH 2010$1,900,000

vALUE OF TOTAL CONSULTiNG RESOURCES FROM NEW PROFiT (MONiTOR OR OTHER) THROUGH 2010$338,963

40% REVENUE ($MM)COMPOUND ANNUAL GROWTH RATE

2009 $17.9

2010 $69.5

57% LIVES TOUCHEDCOMPOUND ANNUAL GROWTH RATE

2006 930

2010 5,600

HIGHLIGHTS

In fall 2010, Achievement First opened two new schools (one elementary school in Bridgeport, Connecticut, and one elementary school in New York City), increasing its total number of schools to 19 and students served to 5,600.

Achievement First received two federal grants—$6.3 million from the Teacher Incentive Fund, and $1.6 million from the Charter Schools Program.

Achievement First launched the pilot phase of its new Teacher Career Pathway program, a systematic approach for recognizing, developing, and compensating high-performing teachers as they progress through five career stages: intern, new teacher, teacher, senior teacher, and master teacher.

ACHIEVEMENT FIRST




SOCiAL ENTREPRENEURSuzanne McKechnie Klahr CEO & Founder

Q What was the defining moment in your life that pushed you to start BUILD?

A SUZANNE: I will never forget the day I met the four students who inspired me to start BUILD. They walked into the office where I was offering pro-bono legal advice for small businesses, and insisted I help them start a business so they could drop out of high school and make money. I promised to help them only if they promised to stay in school. I did, and they did. As they launched their t-shirt company, their attitudes were transformed.





2007 $1.8

2010 $3.5


2007 249

2010 555

MiSSiON To use entrepreneurship to excite and propel disengaged, low-income students through high school to college success.

MODELBUILD’s college preparation and entrepreneurship program begins as an in-school elective in the ninth grade, and thereafter is offered as an after-school program through twelfth grade. In BUILD, students develop their own business ideas, write business plans, pitch to funders, and launch real businesses. To help them become college-eligible, students also receive tutoring, test prep and individualized academic support, plus advising for their school-work and college planning.

HEADQUARTERSRedwood City, CA

DOMAiNEducation

YEAR FOUNDED1999

FiSCAL YEAR END6/30


TOTAL FUNDiNG FROM NEW PROFiT THROUGH 2010$768,000


HIGHLIGHTS

During the 2010-2011 school year, BUILD graduated 71 seniors. Of these students, 52 were accepted to four-year colleges and 19 plan to attend community college with a four-year college transfer plan.

BUILD prepared for its FY12 launch in Boston. The Boston team raised seed money and recruited a strong Executive Director and local advisory board.

In early 2011, BUILD celebrated its tenth anniversary with a gala in Redwood City, California, raising more than $700,000. More than one-third attending were first time donors to BUILD.

BUILD



A J.B.: Years ago, when College Summit focused solely on training peer leaders, a principal sat me down and said that College Summit could transform the culture of entire high schools if we trained a critical mass of peer leaders, and provided our curricula school-wide. The challenge required us to commit to delivering results in partnership with the public school system, and it was founded on a faith that our Peer Leaders are powerful enough to inspire behavior change across their schools.

SOCiAL ENTREPRENEURJ.B. Schramm Founder & CEO


New Profit worked closely with College Summit to recruit and hire several key leadership positions, including a Chief Advancement Officer. Additionally, New Profit provided research and benchmarking on local advisory boards that informed ongoing regional fundraising work. New Profit is currently helping College Summit develop a multi-year evaluation plan that focuses on college enrollment and college persistence outcomes.


MiSSiON To increase college enrollment rates for low-income students by raising the purpose of public education from high school diplomas to college and career success.

MODELCollege Summit builds college-going culture in low-income high schools by equipping the most influential students to bring college know-how and higher expectations in the most compelling way: peer-to-peer.

HEADQUARTERSWashington, D.C.

DOMAiNEducation

YEAR FOUNDED1993

FiSCAL YEAR END4/30



vALUE OF TOTAL CONSULTiNG RESOURCES FROM NEW PROFiT (MONiTOR OR OTHER) THROUGH 2010$1,873,390

HIGHLIGHTS

College Summit was a grantee for both New Profit and Venture Philanthropy Partners’ Social Innovation Fund applications. Through New Profit’s Pathways Fund, College Summit will receive between $1.75 and $2 million per year to fund existing sites and launch new sites in additional areas.

College Summit served more than 26,000 students in the 2010-2011 school year, an increase of 31 percent from the previous year. This number included more than 18,000 seniors and 8,300 9th-11th graders in College Summit’s Launch program.

College Summit secured multiple political wins when its advocacy for “College Enrollment Rate and College Credit Accumulation Rate” led to the adoption of these rates as outcome measures in the federal Race to the Top legislation, and as a reporting element in the Recovery Act’s State Fiscal Stabilization Fund.


2001 946

2010 25,500


2001 $2.1

2010 $18.0

COLLEGE SUMMIT

PATHWAYS FUND


SOCiAL ENTREPRENEURMaurice Lim Miller President & CEO

Q Is there one mentor or hero who you look back on as helping push your career as a social entrepreneur?

A MAURiCE: That person would be my mother. We too often forget to look internally at our lives, and think the change will come from outsiders. My mother’s influence, however, did not come until I stepped back, became an outside observer and looked at her life, her values, her dedication, resourcefulness, and persistence, which provided me the most important lessons in my life and my work.


New Profit is supporting FII and CEO Maurice Lim Miller in a variety of areas as the organization prepares for continued growth and national influence. New Profit is helping FII expand its board of directors, and evaluate organizational structures that will best support its plans for growth. New Profit is also working with FII to hone the core principles of its approach and to understand the implications of these principles on shifting how broader systems engage with low-income communities.


REVENUE ($MM)

2010 $2.3

LIVES TOUCHED

2010 848

MiSSiON To create an opportunity-rich environment that invests resources in low-income communities based on the strengths and initiative they demonstrate toward improving their lives and the lives of others in their communities.

MODELFamily Independence Initiative convenes groups of working poor families and an FII Liaison to meet monthly over two years, encouraging and assisting these families to self-organize and take control of their lives and their communities.

HEADQUARTERSOakland, CA

DOMAiNPoverty Alleviation

YEAR FOUNDED2001

FiSCAL YEAR END12/31



HIGHLIGHTS

President Obama appointed CEO Maurice Lim Miller to the White House Council for Community Solutions. Maurice also became a 2011 Ashoka Fellow.

Family Independence Initiative’s (FII) programs showed strong results in several target cities, including San Francisco, where in a two-year period households increased their income by an average of 20 percent; three out of five households reduced their debt; and three out of four increased their savings from an average of $437 to $1,433.

FII enrolled six family cohorts during its Boston expansion in 2010, bringing 152 individuals—including 81 children from 35 families—into a new demonstration project. These Boston households have made strong financial gains, with the average monthly household income (excluding subsidies and FII payments) increasing by approximately 13 percent, from $2,499 to $2,820.

FAMILY INDEPENDENCE INITIATIVE



A RAFAEL: The biggest risk I have taken in my life is to leave the comforts of a corporate job to start a social enterprise with an innovative and unproven model. The payoff of that decision is immeasurable, both from a personal standpoint, as well as for those whom Genesys Works has been able to serve in the last nine years.

SOCiAL ENTREPRENEURRafael Alvarez Founder & CEO


New Profit supported Genesys Works in the creation of a binding Operating Agreement between the national office and its city-based subsidiaries, and helped the organization create a financial model to evaluate growth scenarios in preparation for its 2011 operating plan. New Profit also assisted in recruitment of national office talent, as well as introducing Genesys Works to new sources of philanthropic revenue.


MiSSiON To enable urban high school students to enter and thrive in the economic mainstream by providing them with the knowledge and work experience required to succeed as professionals.

MODELGenesys Works selects urban high school seniors to participate in a 14-month program that provides eight weeks of professional development and job training, after which students work in paid internships during the school year with one of the organization’s corporate partners.

HEADQUARTERSHouston, TX

DOMAiNWorkforce Development

YEAR FOUNDED2002




HIGHLIGHTS

Genesys Works opened its Chicago office, launching a summer training program with 32 students, representing eight Chicago public high schools.

Genesys Works added several key staff members to the organization, including: Christi Parker, Chief Development Officer, who previously served as the Senior Director of Development for the Texas Heart Institute; Wayne Carlson, Director of Finance & Administration, who oversaw the financial planning and analysis for a $2 billion unit of Hewlett Packard; and Randall Penn, Director of Development at Genesys Works’ Houston subsidiary, who most recently served as the Executive Director of Development for the University of Texas Health Science Center at Houston.

Genesys Works was featured as an example of a key “Skills to Success” partner in the United States in a television advertisement from Accenture.

REVENUE ($MM)

2009 $2.9

2010 $4.5

LIVES TOUCHED

2009 128

2010 186

GENESYS WORKS



A REBECCA: Health Leads made the difficult decision to discontinue operations of programs for youth with chronic medical conditions, based on unimpressive outcome measures and their limited impact relative to our desk programs. Moving forward with this decision empowered us to focus our resources, and launched us in the work of building a competency around being as deliberate in what we do NOT do as what we do.

SOCiAL ENTREPRENEURRebecca Onie Co-Founder & CEO


Health Leads, with support from New Profit, recruited and hired several key leadership positions this past year, including a VP of Program and Evaluation and a Director of Talent. In fall 2010, New Profit and Bob Kaplan, a New Profit investor and creator of the Balanced Scorecard, helped Health Leads develop a strong Balanced Scorecard for FY11. New Profit will continue to engage with Health Leads on board development, fostering creative and dynamic talent, and engagement with alums.

iGNiTiNG iMPACT 2010-11 | 21 *Formerly Project HEALTH

MiSSiON To create a health care system that addresses the social determinants of health as a standard part of patient care.

MODELIn clinics where Health Leads’ programs operate, physicians can “prescribe” food, housing, health insurance, job training, fuel assistance, or other resources for their patients as routinely as they do medication. Health Leads’ college volunteers then “fill” these prescriptions by connecting patients with key resources.

HEADQUARTERSBoston, MA

DOMAiNPublic Health

YEAR FOUNDED1996

FiSCAL YEAR END8/31




HIGHLIGHTS

In 2010, Project HEALTH officially rebranded itself as Health Leads to more accurately reflect its work with future health leaders and to connect patients with leads to resources to get healthier. Its new identity was the result of a year-long branding and marketing consulting engagement.

Health Leads ended the 2010 program year having served more than 5,800 patients, and having engaged 660 volunteers. During the first two quarters of FY11, Health Leads had 4,548 clients, creating 735 successful resource connections for these clients.

Health Leads received a 2011 Skoll Award for Social Entrepreneurship. CEO Rebecca Onie accepted the award at the Skoll World Forum in Oxford, England.


2006 $2.0

2010 $4.0


2006 2,239

2010 5,814

HEALTH LEADS*



iMentor, with support from New Profit, completed its first phase of strategic planning work. As part of this engagement, iMentor’s theory of change was reexamined, providing a foundation for revamping iMentor’s growth plan, and strengthening iMentor’s leadership team. New Profit is also beginning to work with iMentor on developing its evaluation efforts.


A MiKE.: Our Board chair, John Griffin, has played a huge role in pushing my career. My work with John has exponentially accelerated my development, and many of my most important lessons in leadership were shaped by my experiences working with John. I try to keep these with me every day: a passion for innovation and disruption, a laser-like focus on results, a huge appetite for learning, and a people-first orientation.

SOCiAL ENTREPRENEURMike O’Brien CEO


PATHWAYS FUND

MiSSiON To improve the lives of high school students from underserved communities through innovative and technology-enabled mentoring.

MODELiMentor provides a direct service, high school-based mentoring program focusing on mentees’ academic success, and a fee-for-service, web-based mentoring platform with the goal of bringing the iMentor model to schools and youth organizations across the country.

HEADQUARTERSNew York, NY

DOMAiNEducation

YEAR FOUNDED1999

FiSCAL YEAR END6/30



iMENTOR

HIGHLIGHTS

iMentor continued its growth in 2010, with the iMentorNYC program—a school-based mentoring program connecting high school students in New York City in one-to-one relationships with caring adult mentors—growing annual enrollment from 1,200 pairs to 1,800 pairs.

iMentor was named as a grantee of New Profit’s Pathways Fund, receiving $1.1 million to expand and deepen its programs in 2010.

In 2010, iMentor Interactive (iMi)—which allows partner organizations to run the iMentor model through an innovative combination of technology, curriculum, research, and ongoing support—secured strategic national partners, including City Year, Admission Possible, and KIPP NYC. 47% REVENUE ($MM)

COMPOUND ANNUAL GROWTH RATE

2008 $3.4

2010 $7.6


2008 738

2010 6,013



New Profit and Monitor assisted Jumpstart with executing against its strategy work, closing non-strategic sites, and deepening its impact in select communities. New Profit also engaged with Jumpstart’s board and senior leadership team to help effectively onboard Jumpstart’s new Chief Operating Officer and Interim CEO, Paul Leech.


A NALiA: For me, it is Sally Lilienthal, the founder of Ploughshares Fund. During her sixties, at a time when most people were looking to retire, she founded Ploughshares. She had no background in nuclear weapons or philanthropy, but she saw a problem that she thought was urgent and needed creative solutions. She took a risk and created what is now a globally recognized foundation.

SOCiAL ENTREPRENEURNaila Bolus President & CEO


MiSSiON Jumpstart is working toward the day every child in America enters school prepared to succeed.

MODELJumpstart recruits and trains college students and community volunteers to work with preschool children in low-income neighborhoods. Through a proven curriculum, these children develop the language and literacy skills they need to be ready for school, setting them on a path to close the achievement gap.


DOMAiNEducation

YEAR FOUNDED1993

FiSCAL YEAR END8/31

YEAR OF iNvESTMENT2000 original investment 2008 year of reinvestment



HIGHLIGHTS

Jumpstart’s core early education program reached nearly 8,500 children (an increase from 3,100 in 2007) in partnership with more than 250 early learning centers and 64 universities and colleges throughout the country. Children in the program improve their language and literacy skills by a full developmental level in just 20 weeks.

Jumpstart’s Read for the Record campaign reached more than two million children, breaking the reading record for the fifth year in a row. The campaign also raised more than one million dollars to support Jumpstart’s work.

Jumpstart launched an improved service model at all sites throughout the country. This research-based curriculum focuses on skills most critical for a child’s future academic success and allows each Corps member to serve a greater number of children.


2007 $15.0

2010 $15.7


2007 12,000

2010 13,000

JUMPSTART



A MARTiN: One of the biggest risks KickStart has taken is to adhere to the tenet of not giving away our products. Selling our low-cost technologies is more sustainable, lower cost, has more impact, creates less dependency, is fairer, and creates more dignity. The payoff of our methodology has been taking more than 600,000 people out of poverty efficiently and sustainably.

SOCiAL ENTREPRENEURMartin Fisher Founder & CEO


New Profit continued work with KickStart to implement strategy project recommendations. Through this process, KickStart hired a Chief Development and External Relations Officer, and has begun the search for a Managing Director/Chief Operating Officer in Africa.


MiSSiON To get millions of people out of poverty by developing and marketing affordable, durable, and easy-to-use technologies, while changing the way the world fights poverty.

MODELKickStart develops and markets new, low-cost technologies in Africa, which are bought by local entrepreneurs and used to establish highly profitable small businesses.

HEADQUARTERSSan Francisco, CA


YEAR FOUNDED1991

FiSCAL YEAR END6/30





2004 $2.6

2010 $6.0


2004 26,053

2010 69,000

KICKSTART

HIGHLIGHTS

In 2010, KickStart reached its milestone of “Half a Million People Out of Poverty.” KickStart has now helped move more than 559,300 individuals above poverty levels.

KickStart has sold 174,600 manual irrigation pumps, creating 111,800 enterprises across numerous African countries.

In September 2010, KickStart launched a pilot mobile layaway service to help small-scale farmers purchase irrigation pumps.

In August 2010, the International Food Policy Research Institute began KickStart’s first third-party evaluation to study impact over three years.


Q Can you name a time when you saw your organization’s mission being brought to life?

A RiCHARD: Over the past year, we committed to publishing our first ever College Completion Report. In this report, we told the story of our original two classes of KIPP eighth graders, who were now six years out of high school. We wanted everyone in our network to have a deep and vivid understanding of the long-term impact of our early work, both the successes and the challenges.

SOCiAL ENTREPRENEURRichard Barth CEO


KIPP, with support from New Profit, completed its work on the organization’s 2010-2015 strategic plan. New Profit also worked with KIPP to better understand and address the financial sustainability of KIPP’s regional networks in the coming years. This work will allow KIPP to be more cost-effective during a time when public education expenditures overall—including funding for charter schools—are expected to decline dramatically.

Photo by Ethan Pines


MiSSiON To create a national network of public schools that helps students from underserved communities develop the knowledge, skills, and character needed to succeed in college and the competitive world beyond.

MODELMore time in school, a rigorous college-preparatory curriculum, and a strong culture of achievement and support enable KIPP students to make significant academic gains and continue to excel in high school and college.


DOMAiNEducation

YEAR FOUNDED1994

FiSCAL YEAR END6/30




HIGHLIGHTS

KIPP opened 17 new schools in the 2010-2011 academic year, bringing the network total to 99 schools.

KIPP piloted a new initiative at 27 KIPP schools in five metropolitan areas called the Partnership for College Completion (PCC). PCC is an innovative partnership between KIPP, the United Negro College Fund, and the Corporation for Enterprise Development aimed at increasing the college completion rates of KIPP students. PCC combines several key elements into one comprehensive program: incentivized savings accounts, financial and college-readiness education, and scholarship assistance.

The KIPP Foundation was awarded $50 million through the federal Investing in Innovation (i3) program. Leading philanthropists pledged an additional $10 million in matching funds as required by the i3 grant.


2005 $65.8

2010 $290.0


2005 6,122

2010 21,827

KIPP SCHOOLS



A KiRSTEN: My mom is my hero. She moved from a really humble upbringing in a tiny, dusty town in the middle-of-nowhere West Texas to being a part of the education reform vanguard. She recently retired after 45-years as a public school educator, ending her career as the principal of arguably the country’s best high school. She is an activist and a barrier-buster, and she has always pushed me to take risks for my beliefs.

SOCiAL ENTREPRENEURKirsten Lodal CEO & Co-Founder


New Profit is helping LIFT develop the structure and composition of its board. New Profit is also supporting the organization to better articulate and measure its model for impact. This process includes refining and honing the organization’s program metrics, data collection, and evaluation process.


MiSSiON To combat poverty and expand opportunity for all people in the United States.

MODELLIFT’s trained volunteers work one-on-one with low-income individuals and families, helping them find jobs, secure safe and stable housing, access public benefits and tax credits, and obtain quality referrals for services such as childcare and healthcare. Simultaneously, the LIFT experience pushes volunteers to grapple with our country’s most pressing issues—race, inequality, poverty, and policy—and propels them to become part of the next generation of anti-poverty leaders.

HEADQUARTERSWashington, D.C.


YEAR FOUNDED1998

FiSCAL YEAR END6/30





2006 $1.5

2010 $1.9


2006 5,111

2010 6,976

HIGHLIGHTS

LIFT completed the first year of its strategic five-year growth plan, where LIFT’s team of seasoned Executive Directors scaled local operations by adding or significantly expanding capacity in each of its five core metro areas.

LIFT partnered with leaders across the country to strengthen its impact in local communities. LIFT joined Mayor Thomas M. Menino and the City of Boston in opening a new Roxbury site to serve families in Boston Public Schools with the Circle of Promise, worked with Robin Hood to expand office capacity in the Bronx, and opened a new site in the Anacostia neighborhood of Washington, D.C. These partnerships and investments enabled LIFT to increase the number of clients served from 6,179 to nearly 9,000 during the past year, a 31 percent increase, and LIFT’s revenue increased 45 percent.

LIFT


Q What’s one of the proudest moments you’ve experienced at your organization?

A JOHN: We feel proudest of MLT’s impact when a Fellow or Alumnus shares his or her “without MLT, I would not be where I am today” story. Last week, we received a letter from an alumnus who had a particularly challenging background. Through his determination and willingness to follow MLT’s prescriptive approach to his career development, he secured a coveted spot at Goldman Sachs. He writes, “I owe it all to MLT.”

SOCiAL ENTREPRENEURJohn Rice Founder & CEO


With support from New Profit, MLT formed a Board Development Task Force to lead a process of evolving the role and structure of its board of directors. This initiative will equip the board to better guide the organization’s growth and impact.


MiSSiON To build the premier career development institution that equips high potential minorities with the key ingredients to unlock their career potential.

MODELIn collaboration with leading partners—including nonprofits, foundations, M.B.A. programs, and corporations—MLT provides the skills, coaching, professional career mapping, and relationships needed to equip minorities with the necessary skills to obtain executive leadership.



YEAR FOUNDED1994





HIGHLIGHTS

Management Leadership for Tomorrow’s (MLT) M.B.A. Fellows gained acceptance rates that are two-to-three times higher than overall admittance rates for top-ranked partner schools. Ninety-four percent of MLT’s admitted fellows will matriculate to the top 25 schools.

The number of MLT Career Prep Fellows securing full-time jobs upon graduation has increased from 80 percent to 91 percent in 2011. Google, Goldman Sachs, Booz Allen Hamilton, and Target were top hiring partners.

In spring 2010, MLT organized its first leadership series event for alumni, “Driving Social Impact as an Emerging Leader,” spurring great demand from MLT participants in social sector opportunities. 40% REVENUE ($MM)


2005 $1.2

2010 $6.5


2005 183

2010 423

MANAGEMENT LEADERSHIP FOR TOMORROW



A NiCOLE FARMER HURD: As an Assistant Dean, just starting my career, I had the amazing experience of working with Ed Ayers, an award-winning historian, former Dean of the College at the University of Virginia, and the current President of the University of Richmond. Ed pushed me with two charges that guide me to this day: “Be committed to both excellence and equity,” and “Follow your heart.”

SOCiAL ENTREPRENEURNicole Farmer Hurd, Ph.D. Executive Director


New Profit is working with National College Advising Corps to evaluate its organizational and national staffing structure, helping position the organization for significant growth in the months and years to come.


MiSSiON To increase the number of low-income, first-generation college and underrepresented high school students entering and completing higher education.

MODELNational College Advising Corps hires and trains recent college graduates to serve as full-time college advisers in underserved high schools where they help students with all aspects of the college admissions process.

HEADQUARTERSChapel Hill, NC

DOMAiNEducation

YEAR FOUNDED2007

FiSCAL YEAR END6/30



HIGHLIGHTS

In April 2011, Advising Corps was featured on NBC Nightly News with Brian Williams in the “Making a Difference” segment, highlighting the program’s large-scale impact on college enrollment and underscoring the need for focused, peer-led college advising in low-income communities.

Advising Corps has increased its national partnerships to 18 with the addition of five new Universities for the 2011-2012 school year, including Michigan State University, New York University, Texas A&M, Texas Christian University, and Trinity University.

Advising Corps recently received a national AmeriCorps grant and four state AmeriCorps grants to support some of its college advisers for the 2011-2012 school year.

REVENUE ($MM)

2010 $7.2

LIVES TOUCHED

2010 65,000

NATIONAL COLLEGE ADVISING CORPS

PATHWAYS FUND



A JEAN: My father, Jean S. Desravines, Sr. In order to ensure that I received a quality education, my father worked three jobs, which ultimately ended up costing him his life at the age of 59. It was a profound sacrifice that no parent should have to make. That’s why I’ve dedicated my career to playing a role to help fix public, urban education so parents don’t have to choose between their quality of life or a quality education for their children.

SOCiAL ENTREPRENEURJean Desravines CEO


New Profit provided thought partnership to New Leaders as it managed various aspects of the organization’s leadership transition in late 2010 and early 2011.

iGNiTiNG iMPACT 2010-11 | 37*New Leaders principals served the first students in 2002 after an initial program development period.

MiSSiON To ensure high academic achievement for every student by attracting and preparing outstanding leaders and supporting the performance of the urban public schools they lead.

MODELNew Leaders recruits and trains individuals to become urban principals, positions in which they and their schools receive support and knowledge-sharing opportunities from across the national New Leaders community.


DOMAiNEducation

YEAR FOUNDED2000

FiSCAL YEAR END6/30





2000 $1.7

2010 $38.9


2002 7,500*

2010 280,000

HIGHLIGHTS

New Leaders ushered in a new CEO, Jean Desravines. Jean had previously served New Leaders for five years as Chief Officer for Cities and Policy.

In 2010, New Leaders was the nation’s big winner for the School Leadership Program (SLP). New Leaders was the largest single recipient of funding from SLP, with new awards in New York and Memphis and a continuation award in New Orleans from the 2009 competition. New Leaders is projected to receive an estimated $8.5 million in five-year funding from the nation’s largest school leadership program to train principals and other school leaders who can drive dramatic student achievement gains in urban public schools.

The New Leaders community has grown from 13 leaders in two cities to more than 700 leaders in 12 urban areas. Nationwide, New Leaders leaders currently serve nearly a quarter million students.

NEW LEADERS



A ELLEN: Spinning out from within a university to become an independent nonprofit was a risky decision, but the right one in order to make sure every underprivileged child in America has a great teacher, and that there is intensive induction for new teachers throughout the nation. Our independent status has allowed us to expand across the country, to reach new teachers, and to increase our impact on student learning, all while maintaining the quality and integrity of our programs.

SOCiAL ENTREPRENEUREllen Moir CEO & Founder


At the end of 2010, New Teacher Center announced its goal to double its impact over the following three years. New Profit and a Monitor consulting team are carrying out a strategy engagement to hone New Teacher Center’s organizational strategy and implementation plan to bring about this growth and impact.


MiSSiON To improve student learning by supporting the development of an inspired, dedicated, and highly qualified teaching force.

MODELNew Teacher Center focuses on improving student learning by accelerating the effectiveness of new teachers through high-quality mentoring and professional development, strengthening school leadership, and working to enhance teaching conditions.

HEADQUARTERSSanta Cruz, CA

DOMAiNEducation

YEAR FOUNDED1998

FiSCAL YEAR END6/30



LIVES TOUCHED

2009 26,818

2010 24,195

REVENUE ($MM)

2009 $17.7

2010 $20.2

HIGHLIGHTS

New Teacher Center launched its Teacher Assessment System, a project to enhance the organization’s core service to districts and sharpen its focus on teacher effectiveness and student achievement.

New Teacher Center worked with nine states last year to survey school-based educators and to provide data that supports improvements in teaching conditions and sound educational policymaking.

The Skoll Foundation named CEO and Founder Ellen Moir as one of four recipients of the 2011 Skoll Awards for Social Entrepreneurship.

The third year of a Mathematica Policy Research study of comprehensive teacher induction, like New Teacher Center’s, showed a statistically significant and sizeable impact on student achievement in math and reading.

NEW TEACHER CENTER



A LOUiSE: My Mom. At every step, she pushed me to take the risk and pursue this vision. Even though she is no longer with me, I feel grateful for that push every day.

SOCiAL ENTREPRENEURLouise Davis Langheier Co-Founder & Executive Director


In 2010, Peer Health Exchange engaged in theory of change work with support from New Profit. Following this work, the Monitor Group launched Peer Health Exchange’s strategic planning case team, which served to align Peer Health Exchange’s staff and board of directors around three distinct priorities. The goal of this project was to drive choices around refining the program, and to make economic projections that could inform ongoing strategic planning efforts.


MiSSiON To give teenagers the knowledge and skills they need to make healthy decisions by training college students to teach a comprehensive health curriculum in public high schools that lack health education.

MODELPeer Health Exchange recruits, selects, and trains college student volunteers to teach high school students a comprehensive health curriculum consisting of 12 standardized health workshops on topics ranging from decision making and sexual health to substance abuse and nutrition.


DOMAiNPublic Health

YEAR FOUNDED2003

FiSCAL YEAR END6/30




HIGHLIGHTS

Peer Health Exchange (PHE) reached more than 60 percent of ninth grade students in Boston, and over 40 percent in Oakland.

In fall 2010, 17 Peer Health Exchange partner colleges recruited 50 percent more applicants than available volunteer positions. PHE aims to achieve this level of “selectivity” at all of its 24 colleges.

In October 2010, Peer Health Exchange introduced a program innovation pilot where health educators text message student knowledge scores to the National office at the end of each workshop. The purpose of the pilot is to gather and use real-time data to make immediate curriculum and volunteer teaching improvements. 54% REVENUE ($MM)


2004 $0.18

2010 $2.5


2005 500

2010 11,565

PEER HEALTH EXCHANGE


Q What would you say was the biggest turning point in your organization’s history?

A BRETT: In 1977, when Paul Butler went to help save the St. Lucia parrot, Rare was just a lower case word used to describe the 100 birds left in the wild. Today, 2,000 St. Lucia parrots are testament to the success of the campaign Butler used to inspire the island community to take pride in a national treasure. When Butler joined Rare in 1988, endangered species, rural communities and Rare all inherited a more hopeful future.

SOCiAL ENTREPRENEURBrett Jenks President & CEO


With the support of a Monitor Group team, Rare provided leadership training for its executive leadership team. Monitor also assisted Rare’s leadership in rethinking the mandate, composition, and work of its board’s Program Committee.

iGNiTiNG iMPACT 2010-11 | 43*Rare began estimating annual lives touched in 2006.


2005 $5.4

2010 $15.0




HEADQUARTERSArlington, VA

DOMAiNEnvironment

YEAR FOUNDED1973

FiSCAL YEAR END9/30

MiSSiON To conserve threatened species and ecosystems around the world, Rare inspires people to care about and protect nature.

MODELRare trains local leaders to implement two-year social marketing initiatives called “Pride Campaigns,” which mobilize communities to preserve their valuable and unique natural heritage.

16% LIVES TOUCHED*COMPOUND ANNUAL GROWTH RATE

2006 2,800,000

2010 4,161,000

HIGHLIGHTS

Rare has launched more than 200 social marketing campaigns in 57 countries throughout the world, combating environmental threats like illegal logging, poaching, and overfishing, just to name a few.

On Abaco Island in the Bahamas, Rare’s “Size Matters” social marketing campaign gave local lobster fisherman the knowledge, tools, and desire to stop harvesting juvenile lobsters. The Bahamian government is looking to take the campaign national because it was so successful.

In China, campaign manager Lang Jianmin shifted local culture to recognize the importance of Siberian tiger conservation, including persuading a mayor of a local province to decry the eating of wild game in restaurants and at home because it endangers the iconic cat.

RARE



A JOHANN: Only three weeks ago in Manshera, Pakistan, I had the immense pleasure of witnessing girls who showed strong leadership skills by promoting gender equality and development within their own schools and communities. I genuinely believe that the leadership skills they gain from their participation in Right To Play programs will change the country over time.

SOCiAL ENTREPRENEURJohann Koss President & CEO


With the support of New Profit, Right To Play engaged in a process to strengthen its senior leadership team, and recruit a senior development professional in the U.S. office.


MiSSiON To improve the lives of children in some of the most disadvantaged areas of the world, using the power of sport and play for development, health, and peace.

MODELWorking in both the humanitarian and development context, Right To Play trains local community leaders as coaches to deliver programs in Africa, Asia, the Middle East, and South America.

HEADQUARTERSToronto, Canada


YEAR FOUNDED2000





HIGHLIGHTS

Right To Play celebrated its 10-year anniversary in 2010. By the end of the year, Right To Play had reached nearly 700,000 children in regular weekly activity throughout its programs. In addition, nearly 450,000 children participated in festivals, summer camps, and other activities.

Gender equity is a priority for Right To Play, and the participation of girls and women remained high throughout 2010. Girls represented nearly 50 percent of children participating in programs globally, and women represented more than 50 percent of Right To Play’s coaches, leaders, and teachers.

Awareness of HIV and AIDS continued to grow among children and youth participating in Right To Play’s Live Safe Play Safe programs, with 85 percent of participants in Liberia and Rwanda now aware of how to protect themselves from the disease.


2004 $6.7

2010 $30.2


2004 150,000

2010 700,000

RIGHT TO PLAY



A ELiSABETH: When I visited our first community college site in New York City, I was amazed at the challenges students overcome to stay in school. I met a student who was homeless, but was still trying to become a nurse. Our site helped her find housing, food stamps, emergency financial assistance, and a Metrocard to get to classes. Her courageous story made all the difference to me.

SOCiAL ENTREPRENEURElisabeth Mason CEO & Co-Founder


New Profit is working with Single Stop to develop a national growth strategy, as well as a board development initiative to position the organization for future growth. This work will help guide Single Stop as it works to rapidly scale its community college model on a national level.


PATHWAYS FUND

MiSSiON To unlock access to billions of dollars in existing resources to help struggling students stay in school, complete their post-secondary education and move their families toward economic mobility.

MODELSingle Stop USA provides at-risk students with access to financial resources and additional services, helping lessen the burden of non-academic pressures like lack of adequate housing, childcare, or health insurance.



YEAR FOUNDED2007




HIGHLIGHTS

Single Stop launched a new site at Miami Dade College—the largest post-secondary institution in the country.

Single Stop is currently working with McKinsey & Company and other key experts in the education and policy field, with the goal of developing a national growth strategy through its community college delivery model.

Single Stop hired a new Chief Technology Officer to provide expertise on managing its proprietary software, Benefits Enrollment Network.

Single Stop is in the process of designing an implementation study to better understand its community college model, with plans to scale this model rapidly over the next few years.

REVENUE ($MM)

2010 $21.9

LIVES TOUCHED

2010 121,282

SINGLE STOP USA



A JONAH: One of the first big risks I took was in 1998, when I moved to Portland, Oregon to pilot Stand’s grassroots organizing model myself. As the D.C.-based director of a national organization, it was a gamble to make the move, but that decision really turned Stand for Children into something and put us on the path to make the impact we’ve had today.

SOCiAL ENTREPRENEURJonah Edelman Founder & CEO


With support from New Profit, Stand for Children continued to build out its senior leadership team. New Profit made key introductions to fundraising prospects and supported talent/recruitment initiatives, including the hiring of a Director of Recruitment. This work is part of an effort to increase capacity and enable successful execution of Stand for Children’s growth plan.


MiSSiON To develop leaders who use the power of grassroots action to help all children get the excellent public education and strong support they need to thrive.

MODELStand for Children builds local chapters of concerned citizens, providing them with training and coaching in leadership and policy advocacy to improve public education at local and state levels.

HEADQUARTERSPortland, OR

DOMAiNEducation

YEAR FOUNDED1999





HIGHLIGHTS

Stand for Children expanded into three additional states—Illinois, Texas, and Indiana—increasing their presence to nine states.

Stand for Children’s efforts in pushing education reforms during the November 2010 elections reached more than 55,000 targeted voters through grassroots volunteer outreach.

In January 2011, Jonah Edelman was highlighted by Time Magazine in an article, “School of Thought: 11 Education Activists for 2011,” for his work to reform education. In April 2011, Jonah was featured in a New York Times article, “Son of Advocates Makes Education His Mission.


2007 $2.7

2010 $10.3


2007 3,150

2010 4,771

STAND FOR CHILDREN


Q What’s a specific example of how your organization has inspired social change?

A WENDY: The most striking learning that has emerged in these early days of Teach For All is how universal the problem of educational inequity is in its existence and its nature, and thus how much can be learned from country to country. We are seeing the foundations of ever-accelerating movements for expanding educational opportunity all around the world.

SOCiAL ENTREPRENEURWendy Kopp CEO & Co-Founder


With the support of New Profit and a Monitor Group case team, Teach For All assessed and refined its service delivery model for network members. New Profit is also currently working with Teach For All on strengthening the organization’s governance and performance management.


MiSSiON To expand educational opportunity internationally by increasing and accelerating the impact of independent social enterprises that enlist their nations’ most promising future leaders in addressing educational need.

MODELEncompassing 19 countries in Europe, Asia, the Americas, and the Middle East, Teach For All partner organizations recruit outstanding university graduates and young leaders in many disciplines and career interests to commit two years to teach in high-need areas and work as lifelong leaders for expanding educational opportunity.


DOMAiNEducation

YEAR FOUNDED2007

FiSCAL YEAR END9/30




TEACH FOR ALL

HIGHLIGHTS

In 2010 six new countries—Bulgaria, China, Israel, Malaysia, Pakistan, and Spain—joined Teach For All’s network.

Teach For All piloted Synergies, which provides the opportunity for program participants and alumni around the world to connect in person and virtually to further deepen their impact. In 2010, 148 participants came together to share and learn in an international workshop with the common purpose of providing excellent education to all students.

Teach For All established three regional hubs in Latin America, Europe, and the Middle East to bring deeper geographic knowledge and support to its network of partnerships in those regions. 95% REVENUE ($MM)*


2008 $2.5

2010 $9.5


2008 330

2010 56,000

*CAGR calculation based on 2008 revenue because it was Teach For All’s first year of financial activity.


Q Can you name one of the proudest moments you’ve experienced at your organization?

A ERiC: The night before filming our first public service announcement, I sat down to dinner with the Fellows who were to be featured in the piece. Sonia had lost her hearing. Phil had sacrificed a leg. Steve had given his vision, and all of the others carried various physical and mental scars from their service to our country. And yet, all of them had risen to our challenge to serve again in their communities.

SOCiAL ENTREPRENEUREric Greitens CEO & Founder

N

S

W

SW

NW

MISSION CONTINUES

THE

IT’S NOT A CHARITY. IT’S A CHALLENGE.


In 2010 New Profit began an engagement with The Mission Continues to assist the organization in honing its theory of change, developing a scaling strategy, and building organizational capacity.


REVENUE ($MM)

2010 $1.6

LIVES TOUCHED

2010 60

MiSSiON To build an America where every returning veteran can serve again as a citizen leader, and where together we honor the fallen by living their values through service.

MODELThe Mission Continues links post-9/11 wounded and disabled veterans with community service fellowships, which aid in the effective reintegration of veterans into civilian life.

HEADQUARTERSSt. Louis, MO


YEAR FOUNDED2007



THE MISSION CONTINUES

HIGHLIGHTS

The Mission Continues has awarded nearly 100 fellowships in 20 states, and these fellows have completed more than 55,000 community service hours. It has also mobilized more than 14,000 volunteers, who have completed 243 service projects across the nation.

The Mission Continues was honored with the prestigious Manhattan Institute Social Entrepreneurship Award, which recognizes the organization as one of the five most socially innovative organizations in the country.

In 2010, The Mission Continues received a $5 million multi-year grant from Goldman Sachs Gives, the donor-advised fund for the employees of Goldman Sachs. In addition to the grant, The Mission Continues has served as a thought partner to Goldman Sachs on their broader veterans initiative.



A PAMELA: To ensure the potency and fidelity of our school transformation model, we had to forsake some immediate opportunities for growth and expansion and commit instead to a deep internal review of our program. This was definitely a risk, but the only way to guarantee that our model can truly address the challenges that poverty brings to schools every day. In the end, the outcomes of our review have changed everything about how our organization operates and achieves impact for the better.

SOCiAL ENTREPRENEURPamela Cantor, M.D. President & CEO


New Profit assisted Turnaround for Children with organizational design, interviewed candidates for key leadership positions, and advised the leadership team on strategic expansion. New Profit also supported a goal-setting project across the organization that will lead to refinements to the organization’s structure and a performance management system to support continued growth.


MiSSiON Turnaround for Children increases the capacity of high-poverty public schools and districts to develop and maintain critical systems, knowledge, and skills that optimize school and student performance.

MODELTurnaround deploys a team of skilled educators and mental health professionals to deliver a sequence of capacity-building activities during an intense, three-year school or district partnership. The Turnaround intervention is composed of five key elements, including powerful behavioral and academic interventions for high-need students, appropriate and effective classroom practices, and a positive overall school climate.


DOMAiNEducation

YEAR FOUNDED2002

FiSCAL YEAR END6/30




HIGHLIGHTS

In fall 2010, Turnaround for Children successfully expanded its work to three schools in Orange, NJ and three in Washington, D.C.

Turnaround for Children received four significant multi-year grants: a $1.5 million grant from the Carnegie Foundation for capacity building over a two-year period; a $2.75 million, three-year grant from the Leona and Harry Helmsley Charitable Trust to create a new Bronx program; $1.33 million from philanthropist David Tepper for a new program in New Jersey; and a $1.3 million award from the Carroll and Milton Petrie Foundation to complete an existing program in Bronx schools.

In spring 2011, Turnaround completed a reevaluation and codification of its school intervention model, emphasizing whole school transformation via dual engagement with student support and academic systems.

REVENUE ($MM)

2009 $6.8

2010 $8.5

LIVES TOUCHED

2009 16,590

2010 11,530

TURNAROUND FOR CHILDREN


Q Can you name one of the proudest moments you’ve experienced at Year Up?

A GERALD CHERTAviAN: It is [our students’] depth and resiliency that inspires all of us who have the privilege to work at Year Up. I truly mean it when I say that it is an honor to serve our students and to be inspired by them each and every day.

SOCiAL ENTREPRENEURGerald Chertavian Founder & CEO


New Profit is collaborating with Year Up on developing a compelling human capital strategy that will guide the next phase of the organization’s growth. New Profit is also assisting Year Up with building diversity and cultural competency into all of its board and organizational systems.


YEAR UP

PATHWAYS FUND

MiSSiON To close the Opportunity Divide by providing urban young adults with the skills, experience, and support they need to reach their potential through professional careers and higher education.

MODELYear Up provides disconnected 18-24 year olds with six months of professional skills and technical training, followed by a six-month paid apprenticeship at a leading company.



YEAR FOUNDED2000






2004 $3.5

2010 $36.3


2004 120

2010 1,023

HIGHLIGHTS

Year Up was awarded the Opportunity Knocks “Best Nonprofit to Work For” People’s Choice Award (2010) and was named “One of the Best Nonprofits to Work For” by the Nonprofit Times (2011).

An independent evaluation conducted by Economic Mobility Corporation showed that Year Up graduates earned 30 percent more than non-participants.

Year Up was named as a grantee of New Profit’s Social Innovation Fund program, the Pathways Fund. Year Up received $1.1 million in 2010 to expand and deepen its programs.



A DOROTHY STONEMAN: I always viewed marriage as the riskiest decision I would ever have to make—to dare to choose another human being to partner with for the rest of a long life. In 1974 I married John Bell, who has supported all my ventures, and joined them, and contributed his own talents, creating a huge pay-off in a happy life full of entrepreneurial freedom and a wonderful family.

SOCiAL ENTREPRENEURDorothy Stoneman President & Founder


New Profit is working with YouthBuild to strengthen its sustainability model, and develop an effective communications strategy for both external and internal stakeholders. This work will help the organization navigate through the launch of its post-secondary education initiative among its sites.

iGNiTiNG iMPACT 2010-11 | 59*The revenue is based on the total organization, not the specific program that New Profit is funding.

MiSSiON To unleash the intelligence and positive energy of low-income youth to rebuild their communities and their lives through a set of interventions that will ensure high rates of post-secondary completion and credential attainment by program graduates.

MODELYouthBuild USA’s post-secondary education initiative supports low-income youth during the transition from high school to and through college to productive employment. YouthBuild programs partner with colleges to support YouthBuild students, helping them apply, enroll, and complete two- and four-year degrees.

HEADQUARTERSSomerville, MA


YEAR FOUNDED1990




HIGHLIGHTS

YouthBuild’s post-secondary education initiative nearly tripled in 2011, growing from seven sites to 19 through the funding from New Profit’s Pathways Fund and Open Society Foundations.

YouthBuild is launching a third-party randomized control trial evaluation with funding from the U.S. Department of Labor and AmeriCorps. The social policy research organization MDRC will be the evaluator of this multi-year study.

In May 2011, four youth members of the YouthBuild National Alumni Council participated in a panel discussion on education at the White House.

REVENUE ($MM)

2010 $24.4*

LIVES TOUCHED

2010 10,000

YOUTHBUILD USA

PATHWAYS FUND


America Forward is a nonpartisan initiative that works with policy makers, social entrepreneurs, and leaders in business and philanthropy to unite public and private expertise and resources with the impact of social innovations. Together, we work to create more opportunities for children and families across the country to receive a quality education, essential health care services, and skills to succeed in the workforce.

Through the leadership of a coalition of entrepreneurial nonprofits and their partners, America Forward has played a pivotal role since its launch in 2007 in connecting on-the-ground, replicable solutions of social innovators to policy makers looking for the most effective ways to use resources.

AMERICA FORWARD

America Forward’s Policy PrinciplesTwenty-first century government should support

innovation, partner with results-driven organizations, demand accountability, and release the civic energy needed

to expand the human and financial resources required to solve problems. To that end, America Forward has

developed four principles to inform policy making.

1 SCALE PROvEN PROGRAMS. End investment inertia and open doors for new, high-impact organizations to receive the resources they need. This includes identifying ways to measure what works and allowing for regular competition in the nonprofit sector.

2 iNSPiRE iNNOvATiON. Social problem solving needs a system of research and development, testing, application, and scaling similar to the system in place for the private sector.

3 MAKE MARKETS. The social sector requires human and financial capital. We need to remove barriers that prevent nonprofits from receiving these important resources.

4 ENGAGE EvERYONE. We can make public dollars go farther by leveraging private sector resources, engaging in partnerships, and inspiring a commitment to service among all citizens.

AMERICA FORWARD COALITION ORGANIZATIONS


Major Accomplishments of America Forward include:

� Contributions to the creation of the White House Office of Social innovation and Civic Participation, which works to catalyze and coordinate efforts throughout the federal government and across sectors to incorporate the principles of innovation, accountability, and results into how we address America’s greatest social problems;

� The development of the Social innovation Fund (SiF), established under the bipartisan Edward M. Kennedy Serve America Act. The SIF, a private-public investment vehicle, demonstrates an innovative approach to social problem solving in which the federal government serves as a catalyst of innovation by leveraging the capabilities and resources of philanthropy to identify, invest in, scale, and measure the effectiveness of social innovations;

� The incorporation of policy ideas and language from the America Forward Education Coalition into legislation for the reauthorization of the Elementary and Secondary Education Act (ESEA), also known as No Child Left Behind.

AMERiCA FORWARD ON ESEA: COMPETiTiON, FLEXiBiLiTY, AND DATA-DRivEN RESULTS. America Forward has united a coalition of 25 education innovators to call for the timely reauthorization of the Elementary and Secondary Education Act and to ensure the principles of transparency, effective teachers and leaders, flexibility paired with accountability, and support for data-driven innovations are included in the legislation. Ideas and language put forth by this coalition have been incorporated into the ESEA legislation.

THE WASHINGTON FORUM: LOCAL RESULTS. NATiONAL iMPACT. In November 2011, America Forward hosted its inaugural Washington Forum, an event designed to unleash the potential of innovation and entrepreneurship. The event brought together leaders from various sectors for a day of intimate dialogue on how we can most efficiently and effectively address our nation’s social challenges. Speakers included Washington Post columnist Jonathan Capehart, Fortune magazine columnist Nina Easton, businessman and philanthropist Desh Deshpande, and scores of entrepreneurs from the nation’s leading nonprofits.

THE AMERiCA FORWARD BRiEFiNG BOOK. As we move into 2012, America Forward will relaunch its briefing book, America Forward: Local Impact. National Results., to share a social innovation and impact platform with policy makers, entrepreneurs, and leaders across sectors. The book spotlights America Forward coalition members, policy ideas, and case studies on cross-sector partnerships.FOR MORE INFORMATION ON AMERICA FORWARD, VISIT WWW.AMERICAFORWARD.ORG

FROM FAR LEFT TO RIGHT: Peace First, Diplomas Now, Youth Villages, Save the Children USA, Admission Possible, College Forward

www.americaforward.org


The Gathering of Leaders is more than a conference. It’s a community of visionaries and leaders with a shared commitment to move the nation forward. It’s an entrepreneurial mindset where candid dialog and discussion spark ideas and solutions for overcoming our toughest challenges. It’s a place where outrageous aspiration is the norm, and where the belief in transformative change infuses every interaction.

Each year, the Gathering convenes some of the best minds in business, philanthropy, government, academia, and the nonprofit sector to catalyze the development of the ideas, relationships, and resources needed to build stronger nonprofit organizations and create widespread change.

Since 2005, the Gathering has served as a platform for accelerating the pace of social change. The event’s ideas-to-action focus encourages participants to identify opportunities to align all sectors for progress in solving our greatest social problems, using our collective resources to their greatest effect.

THE GATHERING OF LEADERS

DAviD GERGENDirector of the Center for Public Leadership at Harvard’s John F. Kennedy School of Government

iNDRA NOOYiChairperson and CEO, PepsiCo

SEN. MARK WARNER(D-Virginia)

BiLL KRiSTOLFounder and Editor of The Weekly Standard

CORY BOOKERMayor of Newark

LiZ SMiTHCEO, OSI Restaurant Partners

SEN. JEANNE SHAHEEN(D-New Hampshire)

CLAYTON CHRiSTENSENProfessor, Harvard Business School and Author of The Innovator’s Dilemma

JAMES SHELTONAssistant Deputy Secretary for Innovation and Improvement U.S. Department of Education

SHiRLEY FRANKLiNFormer Mayor of Atlanta

STEvEN JOHNSONAuthor, Where Good Ideas Come From

Who Attends the GatheringApproximately 200 leading innovators are invited to attend the Gathering of Leaders each year. Along with many extraordinary social entrepreneurs, thought leaders who have made past Gatherings a premiere event for social change include:


FEATURED FROM LEFT TO RIGHT: Gathering attendees Michael Gilligan, Susan Donahue, Jon Schnur, Dr. Michael Lomax, Wendy Kopp, Richard Barth, Mayor Anthony Foxx, Greg Propper, Michael Brown

Noted Accomplishments of the Gathering

The Gathering represents a central hub for leading

social entrepreneurs to network with one another,

launch partnerships and collaborations, and initiate

national projects and campaigns. Some of the

outcomes from the Gathering include:

� Serving as a catalyst for key organizational partnerships. The Gathering continues to serve as a venue for new partnerships and collaboration between social entrepreneurs. In recent years, organizations including iMentor and Admission Possible have used the Gathering as a launching pad for strategizing and creating joint initiatives.

� Support of the Save Service in America campaign. In 2011, Gathering participants brainstormed a response to the news that funding for national service and other key programs likely would be eliminated in an anticipated proposal for the federal budget. Days later, a mobilization effort was able to rapidly launch because of the groundwork laid at the Gathering. As a direct result, federal funding was largely preserved for thousands of Americans in service in communities across the country and for the Social Innovation Fund.

� New funding avenues for leading social innovators. Throughout the Gathering’s eight-year history, more than $100 million from private philanthropy has been generated to support the work of social entrepreneurs advancing cutting-edge solutions to social problems. Gathering participants also generated ideas and initiatives that led to hundreds of millions of federal social innovation funds.

� The emergence of the America Forward Coalition. America Forward, a nonpartisan coalition of nearly 50 organizations, emerged from Gathering discussions and has become a leading force in helping pass the Edward M. Kennedy Serve America Act, establishing the Social Innovation Fund, and leading a team of educational leaders championing the Elementary and Secondary Education Act.


INVESTORSNew Profit’s investors are deeply committed to building a network of excellence and creating the highest possible social impact with their philanthropy. Their generosity and support allow us to invest in exceptional nonprofits, scale solutions to our nation’s most challenging social problems, and create a culture that redefines how philanthropy can drive social change. We are immensely grateful for their contributions to our work.

Anonymous

Carol and Howard Anderson

Avis Family Foundation

Andrew and Melora Balson BAIN CAPITAL

Steve and Deb Barnes BAIN CAPITAL

Thomas C. Barry

Josh and Anita Bekenstein BAIN CAPITAL

David and Jocelyn Belluck RIVERSIDE PARTNERS

Blue Ridge Foundation

The Bromley Charitable Trust

Michael and Lisa Bronner

Kevin and Julie Callaghan BERKSHIRE PARTNERS

Carnegie Corporation of New York

Randi and Larry Cohen Family Foundation

George and Patsy Conrades AKAMAI TECHNOLOGIES, INC.

Doran Family Charitable Trust

Dorot Foundation

Nancy C. and Dale Dougherty Foundation

Kate and Bill Duhamel

Paul and Sandy Edgerley BAIN CAPITAL

Michael and Barbara Eisenson CHARLESBANK CAPITAL PARTNERS

Bruce and Bridgitt Evans SUMMIT PARTNERS

David H. Feinberg THE FEINBERG LAW GROUP, LLC

Domenic and Molly Ferrante BROOKSIDE CAPITAL, LLC

Joe and Ruthanne Fuller MONITOR COMPANY GROUP, L.P.

Mark Fuller and Jo Froman MONITOR COMPANY GROUP, L.P.

Sue and Mike Hazard

The Jenesis Group

Steve Jennings and Monica O’Neil

Bill Johnston and Leslie Sennott

JPMorgan Chase Foundation

Professor Robert S. Kaplan and Ellen L. Kaplan HARVARD BUSINESS SCHOOL

Kathleen Kelley

Florence Koplow

Lawrence and Michelle Lasser

Jonathan and Jeannie Lavine BAIN CAPITAL/SANKATY ADVISORS

Seth and Cindy Lawry

Matt and Reneé Levin BAIN CAPITAL

Lovett-Woodsum Foundation

Leon Lowenstein Foundation, Inc. on behalf of Tom and Kathryn Bendheim

Bob and Ralinda Lurie

Mannion Family Foundation

Douglas and Audrey Miller INTERNATIONAL PRIVATE EQUITY LIMITED

Stephen and Kristin Mugford

Scott Nathan and Laura DeBonis

Mark Nunnelly and Denise Dupré BAIN CAPITAL


Open Society Foundations

Steve and Judy Pagliuca BAIN CAPITAL

James and Kim Pallotta

Saul Pannell and Sally Currier

Peery Foundation

The Pershing Square Foundation

Sarah Peter

Rainwater Charitable Foundation

Geoffrey and Laura Rehnert AUDAX GROUP

Elizabeth G. Riley and Daniel E. Smith

Robin Hood Foundation

The Samberg Family Foundation

Maurice and Luly Samuels CONVEXITY CAPITAL MANAGEMENT

SeaChange Capital Partners

Ruchir Sehra and Karen Underwood

Jeffrey Shames MIT SLOAN SCHOOL OF MANAGEMENT

Brian and Stephanie Spector

Sperling Family Charitable Foundation

State Street Foundation

Peter and Laurie Thomsen

Lizzie and Jonathan M. Tisch

Tower Family Fund

Jeffrey C. and Suzanne C. Walker

D. Brooks and Linda Zug HARBOURVEST PARTNERS, LLC

Anonymous Jill and Ned BicksWilliam BoeschStephen Charkoudian and Evelyn TalmoBaltimore Community FoundationR. Todd and Lisa CronanHoward and Ivy CubellPhilip DreyfussM. Dozier GardnerPaul GroganKevin HettrichAmitabh JhawarAshish KaramchandaniAlessandro G. Lazzarini

John LeClaire and Ruth HodgesDr. Michael LomaxAltaf MackeenVera MakarovNicholas MarchittoCrystal McDermottGilbert MennaBansi NagjiThomas NagleMax NibertStephen RoszakNathan SandersJulie Sherman and Ben SeigalDave SteinIan Matthew ThompsonNeil and Lisa Wallack

SUPPORTERSEach year both individuals and foundations inspired by New Profit’s work make financial contributions to our fund. We are honored by these contributions, and deeply appreciative of their support.

PARTNERSNew Profit benefits from valuable partnerships with companies and foundations that share our commitment to helping social entrepreneurs and their organizations realize their full potential for social impact.

Monitor Group SIGNATURE PARTNER

Goodwin Procter LEGAL COUNSEL

John S. and James L. Knight Foundation

Corporation for National and Community Service/Social Innovation Fund


Portfolio Management 13%

Action Tank 14%

Monitor Group Services 13%

Administration and Fundraising 11%

Grantmaking 49%

Expense Breakdown GRANTMAKiNG $9,764,351

ACTiON TANK $2,708,985

MONiTOR GROUP SERviCES $2,543,028

ADMiNiSTRATiON AND FUNDRAiSiNG $2,309,049

PORTFOLiO MANAGEMENT $2,528,392

TOTAL $19,853,805

Revenue Breakdown iNDiviDUALS AND FAMiLY FOUNDATiONS $16,013,718

MONiTOR GROUP SERviCES $2,543,028

CORPORATiON AND FOUNDATiONS $1,452,525

FEDERAL GOvERNMENT: SOCiAL iNNOvATiON FUND $177,909

OTHER iN-KiND SERviCES $81,634

TOTAL $20,268,814

FINANCIALS

Corporation and Foundations 7%

Federal Government:Social Innovation Funds 1%

Monitor Group Services 13%

Other In-Kind Services <1%

Individuals and Family Foundations 79%

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NEW PROFiT. visionaries welcome. iMPACT REQUiRED.

2010-2011 ANNUAL REPORT

Written and produced by New Profit Inc.

[email protected]

Designed by J Sherman Studio LLC

[email protected]

mailto:[email protected]

mailto:[email protected]

ii | NEW PROFiT iNC.

Two Canal Park, Cambridge, MA 02141

617.252.3220 | www.newprofit.com

Cover photo by Todd Parola. Image from BUILD Metro D.C.’s 2010 annual Youth Business Plan competition held at George Washington University School of Business.

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