Urban Youth Mentoring

Resources for the urban pastor and community leader published by Emmanuel Gospel Center, Boston

Emmanuel Research Review reprint
Issue No. 41 — September/October 2008

Urban Youth Mentoring

Introduced by Brian Corcoran, Managing Editor, Emmanuel Research Review

The importance of mentoring youth has been identified in numerous studies which collectively establish the fact that the presence of a caring adult in the life of a youth is one of the key factors in influencing a child’s behavior. Therefore, in addition to parenting, mentoring youth in an urban context provides a highly strategic social-spiritual opportunity to shape future generations and address broader societal issues, including youth violence.

In this issue, reprinted from 2008, Rudy Mitchell, Senior Researcher, summarizes his research findings regarding various practical aspects on mentoring youth in an urban context. Rudy’s research draws from both secular and faith-based sources regarding preparation, planning, recruiting, screening, training, matching, support, monitoring, closure, and evaluation of youth mentoring programs. Also included is a selected resource list that provides additional information and examples.

Urban Youth Mentoring

by Rudy Mitchell, Senior Researcher, EGC

Mentoring, in combination with other prevention and intervention strategies, can make a significant contribution to reducing youth violence and delinquency. Research has shown that “the presence of a positive adult role model to supervise and guide a child’s behavior is a key protective factor against violence.”[1]

With careful planning; screening, training, and monitoring of volunteers; and sustained, long-term relationships by the mentors, the lives of at-risk youth can be changed. Christians can be involved by developing faith-based mentoring programs and by serving as mentors in existing programs. In either role they should make good use of the research and resources available in the general field of mentoring.

Preparation and Planning for a New Program

Starting a new mentoring program, even within an established organization, requires careful planning and design. It is important to have the support and active involvement of a board, either existing or newly created.

If you are working in an organization with an existing board, it is still valuable to have a separate advisory committee for the mentoring program.[2] These advisory groups can give guidance on how the initiative will fit in with other programs in the organization and community.

Another early planning step is to assess the needs of youth, survey the services of existing programs, and research the assets of the community. From this research, you can define what type of mentoring services to offer, what specific groups to focus on, and what outcomes may be most needed. One planning tool that can be helpful in defining outcomes is the Logic Model approach.[3]

Other aspects of planning are preparing training materials, developing policies, budgeting/fundraising, and planning record keeping. One must anticipate the need for adequate staffing in addition to recruiting the mentors.

It is important not to underestimate how much support, supervision, and counseling that staff may need to provide. Additional support and resources can be leveraged through collaborative partnerships with other community organizations, with schools, and with businesses.

Recruiting and Screening

When recruiting mentors, it is critical to find individuals who are willing and able to make long-term commitments and who will be dependable and consistent in meeting regularly with the mentee. Research has shown that when relationships break off after a short time, the result may be negative, not just neutral.[4]

During recruitment it is important to clearly present the expected time commitment and frequency of meetings with the mentees, as well as the overall expected duration of the mentoring relationship. Typically mentors are expected to meet with mentees at least four hours a month for one year (or one school year at school-based sites).[5] While the commitments need to be made clear when recruiting participants, the benefits also need to be highlighted.

Mentors should enjoy being with youth, be enthusiastic about life, and be good role models who can inspire youth. Good mentors also should be honest, caring, outgoing, resilient, and empathetic. Mentors will need to be open minded, non-judgmental, and good listeners, not seeking to always direct the agenda and activities.

Of course, mentors need to be carefully screened to be aware of past substance abuse problems, child abuse or molestation problems, criminal convictions, and mental problems. The essential parts of the screening process include a written application, an interview, several references (personal, employer), and criminal background checks (including sex offender and child abuse registries).[6] Some offenses would automatically disqualify a potential mentor, while other past events may raise red flags, but call for good judgment and general guidelines.

For programs not meeting at a fixed site, a home visit is recommended. In the screening process, it is valuable to learn about the motivations of potential mentors to make sure they are not just trying to fill their own unmet needs.

Potential mentors who are long-term members of a congregation and well known by the program staff can move through the approval process somewhat faster, although they still should be evaluated carefully and objectively using the essential and standard process.[7]

Training Mentors

Orientation of mentors can include a presentation of the programs goals, history, and policies. Benefits and hoped for outcomes can be described in ways that don’t generate unrealistic expectations. Orientation can also cover the general nature of the mentoring process.

It is valuable to have good printed literature on the program available at this time. Orientation is often used to recruit and introduce people to a mentoring program before they get involved.

Effective mentoring programs have good mentor training prior to establishing matches and have ongoing training or support. Training can cover communication skills, the stages of a mentoring relationship and how to relate to the mentee’s family. In the first stage of starting a match, the pair may need help in strategies for building trust and rapport, or suggestions for helpful activities.

Young people go through developmental stages which mentors need to be familiar with. Mentoring and other supportive services can be seen as valuable contributors to the overall youth development process. The training can also help mentors with cross-cultural and inter-generational understanding and communication.

Various types of problem situations and needs in the mentee’s life and in the mentoring relationship can be covered in preliminary and ongoing training. Mentors can also become knowledgeable of the social services which are available to help with potential problems.

Training can include ways to guide youth in setting goals, discovering their talents, and making decisions. Growing in these and other life skills, can build self-esteem, especially when appreciated and commended by mentors. It is important for mentors to understand current youth culture and the issues facing youth in the local community.

Some youth may experience emotional problems, and therefore, mentors may need some training in basic counseling skills and knowing when to make suggested referrals. During the training sessions, program policies and responsibilities should be reviewed, including regular reporting and child abuse reporting requirements. Programs with an academic focus may want to include a session on effective tutoring methods.

It is important to have a separate training session for the mentees as well. This will help them understand mentoring, what to expect of their mentor, and give practical suggestions on communication and activities.

Making Matches

The mentoring program needs to develop a weighted list of criteria for matching youth with mentors, criteria that correspond to the program’s priorities. While various criteria can be important, often the general quality of being an understanding listener turns out to make the most difference in developing a relationship.[8]

Basic criteria that can be critical include compatible time schedules and geographic proximity. If the mentoring involves social activities, it can be helpful to have common interests, hobbies, or recreational activities.

In more specialized programs, it may be necessary to match a youth who has certain career interests or academic needs with a mentor from that career field or academic skill set. Other criteria often considered in making matches are gender, language, race, cultural background, and life experiences.

It is also valuable to consider personality and temperament in making a match. Some complex personal qualities may be best sensed by intuition. Depending on the goals and values of the program, some criteria should be weighted more heavily than others.

The parents of the youth are generally given a voice in the process of choosing and approving a mentor. In any case written parental permission for general participation is necessary. Programs can also consider input and preferences from mentees and mentors.

Once the match is decided, the program should arrange a formal meeting for introduction at the organizational site. This meeting can include some icebreakers or activities, and can include a group of newly matched pairs.

Typically the best initial foundation of a good relationship is trust and friendship rather than achieving goals and tasks. “Research has found that mentoring relationships that focus on trying to change the young person too quickly are less appealing to youth and less effective. Relationships focused on developing trust and friendship are almost always more beneficial.”[9] Thus the initial activities and focus should seek to foster communication, trust, and rapport, rather than just accomplish tasks.

Ongoing Support, Training, and Monitoring

Ongoing support is one of the most important elements in a successful mentoring program. Mentors should be contacted within two weeks of the beginning of the relationship.[10] Program staff should then continue to maintain regular, personal communication weekly, bi-weekly, or monthly with the mentors.

In order to give adequate support it is recommended that a 20 to 1 ratio be maintained between mentors and support staff.[11] These personal contacts can help intervene to clear up misunderstandings, provide insights regarding cultural differences, and give encouragement.

In addition to good communication, the program can arrange regular meetings of mentors for discussion of problems, sharing ideas, and giving recognition and appreciation. Some of these mentor meetings can include additional training on issues facing a number of the mentors or youth.

Experienced mentors can help in training newer mentors. Online support groups could also be used to share ideas, ask questions, and discuss issues. Support staff may occasionally need to work out a new match, if the original match has been given plenty of time and effort, but is just not working out.

Closure and Evaluation

The mentoring program needs to have flexible procedures and support services to handle the closure of a match. A mentoring relationship may end naturally as a school year ends, or when one of the pair moves away. However, it may also end because of problems, incompatibility, disinterest, or violation of rules.

Because of the variety of reasons relationships end, the program needs to tailor its approaches to giving closure and support to the youth, mentor, and the family. It is just as important for the match to have a good closure as to have a good beginning.

Exit interviews are often used in closing a relationship. These may involve the mentor and mentee together or separately. Generally there should be a meeting with the family as well. These meetings can be a constructive learning experience, as reasons for the termination are clarified and discussed in a positive way. The youth should be encouraged to share feelings about what went well and what could have been improved.

It is helpful for the mentor and mentee to share what they enjoyed most in the relationship. When the match ends because the mentor is no longer able to continue, it is especially important to reassure the youth that the ending is not due to anything he or she did. Where appropriate, the staff can discuss possible future matches in the current program, or elsewhere (if one participant is moving).

Exit interviews can also play a valuable role in evaluation. Program evaluation can be done by your own staff, using or adapting the many survey tools available,[12] or by an outside evaluator (possibly drawing on an university department or a grad student intern).

One can evaluate the effectiveness of various processes of implementing the overall program, but it is even more important to evaluate the goals and outcomes you have established for and with the youth. These outcomes can guide the choice of measures and data needed for evaluation.

Typically, a baseline of information should be gathered when youth begin, and then progress can be measured after the matches have been going at least six months to a year.[13] If possible, try to also get information on a comparable group which was not mentored. Data sources may include the youth, mentors, family, school records, teachers, and police.

Don’t assume your program was the only cause of any improvement. However, as you follow the guidelines for effective practices and work collaboratively with the youths’ families, other organizations serving youth, and the schools, you can expect to see a positive difference in the lives of young people.

Footnotes

¹ Timothy N. Thornton., Carole A. Craf, Linda L. Dahlberg, Barbara S. Lynch, and Katie Baer, Youth Violence Prevention: A Sourcebook for Community Action (New York: Novinka Books, 2006), 150.

² Michael Garringer and Pattti McRae, editors. Foundations of Successful Youth Mentoring, rev. ed. (Washington, D. C.: Hamilton Fish Institute and the National Mentoring Center, 2007), 8.

³ W.K. Kellogg Foundation, Logic Model Development Guide, http://www.wkkf.org/Pubs/Tools/Evaluation/Pub3669.pdf (14 Nov. 2008).

⁴ D.L. DuBois, B.E. Holloway, J.C. Valentine, and H. Cooper. “Effectiveness of Mentoring Programs for Youth: A Meta-Analytic Review.” American Journal of Community Psychology 30, no. 2 (April 2002):157-197.

⁵ National Mentoring Partnership, How to Build a Successful Mentoring Program Using the Elements of Effective Practice (Alexandria, Vir.: National Mentoring Partnership, 2005), 10.

⁶ Garringer and McRae, 29.

⁷ Shawn Bauldry, and Tracey A. Hartmann, The Promise and Challenge of Mentoring High-Risk Youth: Findings from the National Faith-Based Initiative (Philadelphia: Public/Private Ventures, n.d.), 14-15.

⁸ Maureen A. Buckley and Sandra Hundley Zimmermann, Mentoring Children and Adolescents: A Guide to the Issues (Westport, Conn.: Praeger Publishers, 2003), 43.

⁹ Bauldry, and Hartmann, The Promise and Challenge of Mentoring High-Risk Youth, 20.

¹⁰ National Mentoring Partnership, How to Build a Successful Mentoring Program Using the Elements of Effective Practice, 105.

¹¹ Timothy N. Thornton., et al, Youth Violence Prevention, 171.

¹² National Mentoring Partnership, How to Build a Successful Mentoring Program Using the Elements of Effective Practice, 171-172. 13 Garringer and McRae, 58.

Resources and Links

Buckley, Maureen A., and Sandra Hundley Zimmerman. Mentoring Children and Adolescents: A Guide to the Issues. Contemporary Youth Issues. Westport, Conn.: Praeger Publishers, 2003.

This is a practical and comprehensive handbook which includes sample mentor and mentee applications, a full sample grant proposal/program design, and detailed quality standards for effective programs. The authors provide an annotated list of print and non-print resources, as well as detailed information on state and national organizations and key people. Several chapters give an overview of practical aspects of formal mentoring programs and summarize facts and research studies.

Dortch, Thomas W., Jr., and The 100 Black Men of America, Inc. The Miracles of Mentoring: How to Encourage and Lead Future Generations. New York: Broadway Books, 2001.

Drury, K.W., editor. Successful Youth Mentoring: Twenty-four Practical Sessions to Impact Kid’s Lives. Loveland, Calif.: Group Publishing, 1998.

DuBois, D.L., B.E. Holloway, J.C. Valentine, and H. Cooper. “Effectiveness of Mentoring Programs for Youth: A Meta-Analytic Review.” American Journal of Community Psychology 30, no. 2 (April 2002):157-197.

The authors reviewed 55 research evaluations of mentoring programs. They found that disadvantaged and at-risk youth benefit most from mentoring. Significant positive effects depend on the use of best practices and developing strong relationships. Poorly implemented programs can have a negative effect on youth; therefore, it is important for programs to use effective methods of planning, implementation, and evaluation.

Dubois, David L., and Michael J. Karcher, editors. Handbook of Youth Mentoring. Thousand Oaks, Calif.: Sage Publications, 2005.

This is one of the most comprehensive recent works on the theory, research, and practice of mentoring youth. Under the section on theory and frameworks, Jean Rhodes presents a theoretical model of mentoring where relationships of mutuality, trust, and empathy promote social-emotional, cognitive, and identity development. For formal mentoring programs, the handbook gives useful material on developing and evaluating a program, and on recruiting and sustaining volunteers. In addition to covering various types of mentoring (natural, cross-age, intergenerational, e- mentoring), the book also considers mentoring in various contexts (schools, work, after-school, faith-based organizations, and international settings), and with specific groups (at-risk students, juvenile offenders, gifted youth, pregnant/parenting adolescents, abused youth, and youth with disabilities).

Freedman, Marc. The Kindness of Strangers: Adult Mentors, Urban Youth, and the New Voluntarism. Revised ed. New York: Cambridge University Press, 1999.

Over three hundred interviews were conducted to produce this important work on urban youth mentoring. It distills guidelines and principles for effective mentoring programs and gives overviews of some mentoring efforts around the country. While realistically looking at pitfalls and problems, the book offers a hopeful perspective on mentoring as one important part of the solution to youth violence and other problems.

Hall, Horace R. Mentoring Young Men of Color: Meeting the Needs of African American and Latino Students. Lanham, Md.: Rowman & Littlefield Education, 2006.

Hall advocates mentoring and other strategies to channel care and concern for young men to enable them to reach their potential despite the challenges they face.

National Mentoring Center—http://www.nwrel.org/mentoring/index.php

The National Mentoring Center (NMC) has been serving youth mentoring programs of all types since 1999. Originally created by the Office of Juvenile Justice and Delinquency Prevention (OJJDP), the National Mentoring Center offers training, resources, and online information services to the entire mentoring field. The NMC now houses the LEARNS project, which provides training and technical assistance to mentoring projects supported by the Corporation for National and Community Service. The NMC also works in partnership with EMT Associates to manage the Mentoring Resource Center.

Foundations of Successful Youth Mentoring is the Center’s cornerstone resource for developing all types of youth mentoring programs across a variety of settings. It is a useful resource for start-up efforts and established programs alike. This 114 page guidebook is available free from the website, and covers all aspects of developing a mentoring program, with included charts and sample forms.

National Mentoring Partnership/MENTOR—www.mentoring.org

An advocate and resource for the expansion of quality mentoring initiatives nationwide. This networking organization builds and supports state mentoring partnerships, sponsors the National Mentoring Institute, develops resources like the Elements of Effective Practice, and encourages research and support for mentoring. The website makes available many great resources including:

Elements of Effective Practice, guidelines and detailed action steps developed by leading national authorities on mentoring. They were recently revised, taking into account solid research to help mentoring programs plan effective organizations that will nurture quality, enduring mentoring relationships. Available free at: http://www.mentoring.org/downloads/mentoring_411.pdf.

How to Build a Successful Mentoring Program Using the Elements of Effective Practice. While the previous resource provides a detailed outline, this handbook discusses in detail the considerations and methods of carrying out the steps needed to develop a quality mentoring program. It covers design and planning, managing, implementing, and evaluating the program. Many specific forms, handouts, lists, and guidelines are included, esp. on the CD. This 188 page “toolkit” handbook can be downloaded free at www.mentoring.org/eeptoolkit or purchased in print and CD format.

The Mass Mentoring Partnership (Mass Mentoring)—www.massmentors.org is the state partner of the National Mentoring partnership.

Rhodes, Jean. E. Stand By Me: The Risks and Rewards of Mentoring Today’s Youth. Cambridge, Mass.: Harvard University Press, 2002.

Rhodes draws on her own research and also an analysis of research by Public Private Ventures to inform her well-written study. Well trained mentors who develop good, long-term mentoring relationships can make a difference in the lives of at-risk youth by improving their social skills, develop their thinking and academic skills through dialog, and by serving as advocates and role models. She also provides cautions about the risks of ineffective and damaging mentoring relationships.

Sipe, Cynthia L. Mentoring: A Synthesis of P/PV’s Research, 1988-1995. Philadelphia: Public/Private Ventures, 1996. Available as a free download at: https://pdfs.semanticscholar.org.

In addition to reviewing the major findings of Public/Private Ventures’ mentoring research, this synthesis summarizes ten different research reports of the period.

Thornton, T. N., C.A. Craf, L. L. Dahlberg, B.S. Lynch, and K. Baer. Youth Violence Prevention: A Sourcebook for Community Action. New York: Novinka Books, 2006. See pages 149-192.

One of the four major strategies to prevent youth violence covered in this sourcebook is mentoring. The material here is especially helpful because it reviews and summarizes a wide range of research and resources. It surveys community-based and site-based mentoring with reviews of research on Big Brothers/Big Sisters and the Norwalk Mentor Program. It deals with staff and mentor recruiting and training principles and resources, goal setting, activities, and evaluation. The guide to books, research, training materials, and organizations offers many useful resources.

Find more youth mentoring resources at Culture and Youth Studies: http://cultureandyouth.org/mentoring/

 

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A Timeline of BEC's Impact on Boston Communities

The impact

Since its founding, the BEC has helped make an impact on church-based programs in Greater Boston that help urban residents reach educational goals.

1999: helped launch church-based Higher Education Resource Centers (HERCs). The Boston HERC in the South End continues to serve college-bound, urban students through its Passport (college preparation) and City Passage (mentoring) programs. It also partners with several schools in the Boston Public Schools. Formerly, there were sites located in Dorchester, Worcester, Lawrence, and Brockton.

2003: created the New City Scholars Program through a partnership with Gordon College. This successful program, which is now called the Clarendon Scholars Program, is run by Gordon, and is in its 9th year.

2007: helped Greater Boston Vineyard start a two-year college readiness program called REACH. The program was part of Vineyard Community Offerings, which has expanded to bless the community in various ways.

2009 and 2010: developed learning relationships with leaders from over 50 churches and ministries to understand how they are already serving their students and to assess the needs for further support.

2009-present: convened and supported a growing network of Christian leaders for reflection, learning, prayer, peer support, and coordinated action. Over 70 individuals representing more than 30 churches and organizations have participated in BEC learning community events and trainings.

2009-2014: helped the Greater Boston Chinese Community Services with ongoing program and staff development at its Episcopal Quincy Chinese Center. We helped to create and launch a two-year college preparation program for immigrant Chinese high school students. To date, the Xaris Zone college preparation program has served more than 60 students and helped more than 40 of them enter four- and two-year colleges.

2011-2012: took a leadership role to support the Boston Public Schools (BPS) Circle of Promise Initiative's efforts to foster partnerships between schools and faith-based institutions. We helped to plan, prepare, and facilitate a May event that gathered more than 150 school principals, staff, faith leaders, and congregants to hear about different models for partnerships and for dialogue. We helped the BPS to complete follow-up work for this event and to create documents and tools that provided interested schools and institutions with concrete next steps. We also co-presented at a BPS conference and co-hosted a workshop for BPS schools and faith-based partners.

July 2012-June 2014: serves as the Community Liaison for the BPS' Office of Community Engagement and Circle of Promise (CECoP), helping to support existing partnerships and matching more school and faith-based institutions.

July 2014-present: supporting and mobilizing churches to engage in partnerships with public schools. Also, facilitating a BEC cohort of leaders to strengthen their systemic understanding of the impact of their work.

The Boston Education Collaborative's Partnership with Boston Public Schools

Resources for the urban pastor and community leader published by Emmanuel Gospel Center, Boston

Emmanuel Research Review reprint
Issue No. 84 — November 2012

Introduced by Brian Corcoran, Managing Editor, Emmanuel Research Review

This issue takes a look at the history and recent collaboration between the Emmanuel Gospel Center’s Boston Education Collaborative (BEC) and the Boston Public Schools Faith-Based Partnerships. An increasing number of congregations and faith-based organizations are thinking about how they can assist public schools and various aspects of educational justice, and the BEC's story provides a model which can inform the church broadly when navigating the complexity of collaboration between private, faith-based organizations and an urban, public school system.

This issue also features an article by Lydia Johnson Reynolds on the partnership with the Boston Public Schools’ “Circle of Promise” initiative and the BEC's “Reflection and Learning Sessions” that provide tools, encouragement, networking, and support for people from churches and nonprofits working with students. We’ve also included a video interview with Ruth Wong, Director of the Boston Education Collaborative, and a link to download the BEC’s Guidebook for Boston Public Schools Faith-Based Partnerships.

The Boston Education Collaborative, a program of the Emmanuel Gospel Center, works with churches, schools, and nonprofits to empower underserved urban students with the education they need for transformation—in their lives and in their communities.

Building upon educational research and needs assessments, the BEC supports urban churches and organizations in strengthening their existing programs, starting new initiatives, evaluating the short- and long-term impact of their programs, coordinating learning groups, and organizing trainings. Churches and Christian organizations have been instrumental in having a positive impact in the lives of urban students and their families. However, these churches and organizations often face the challenges of:

• working in isolation from other Christian organizations;

• lacking the capacity to fully support their staff with professional development;

• lacking the know-how or connections to access resources;

• and funding instability and frequent staff turnover.

To be effective, these churches and Christian organizations need:

• a current understanding of urban education and the ways they can engage in the process of empowering urban students through education;

• support around resources, curriculum, and training;

• mental and physical space to evaluate and reflect on their programs;

• and opportunities to network with other churches and Christian nonprofits that also have educational programs.

Now in its 13th year (writing in 2012), the BEC has worked through various means towards its central mission of “working with churches, schools, and nonprofits to empower underserved urban students with the education they need for transformation—in their lives and in their communities.” Some of this experience has been featured in past Emmanuel Research Review issues and other publications.

In the August 2005 issue of the Emmanuel Research Review, “The Role of Churches in Mapping Out a Road to Higher Education,” Rudy Mitchell, Senior Researcher at EGC pointed out that “Churches and Christian ministries can play a significant role advising, motivating, and equipping young people to obtain a college education,” and he shared a case study by Edward R. Davis and Amy L. Sherman on church-based Higher Education Resource Centers (HERC) entitled, College Prep Ministry in Boston: León de Judá, which the BEC helped launch.

In the September-October 2010 issue of Inside EGC, in an article called “The Boston Education Collaborative: Helping Urban Churches Motivate & Support Underserved Students,” Steve Daman, senior writer at EGC, wrote about the beginning of the BEC’s “Reflection and Learning Sessions” which are built “upon research and needs assessment studies at EGC… to support urban churches and organizations in strengthening their existing education programs, starting new initiatives, and evaluating the short and long-term impact of their programs” through “coordinating learning groups, and organizing peer trainings for Christians involved in education.”

In the April 2011 issue of the Emmanuel Research Review, “The Boston Education Collaborative Church Survey Report,” by Laura Neal and Ruth Wong, provides a preliminary investigation and overview of how Boston-area churches are currently engaged in education, what areas of programming they are interested in further developing, and what resources are needed for them to become more involved in education. Even with some of the world’s most famous learning institutions in our backyard, Boston-area churches continue to assist and complement local public and private educational systems by providing a diverse spectrum of programs that reach beyond spiritual formation.

An Interview with Ruth Wong, BEC Director and Coordinator of Boston Public School Circle of Promise

In this interview, Ruth Wong talks about how she became involved in the BEC, the BPS Circle of Promise, and how their collaborative partnership is impacting students, teachers, and local schools. As an increasing number of congregations and faith-based organizations are thinking about how they can assist public schools and various aspects of educational justice, the BEC’s story provides a model which can inform the church broadly when navigating the complexity in collaboration between private, faith-based organizations and an urban, public school system. As Ruth points out, The Office of Community Engagement and Circle of Promise has an online survey for (Boston) Faith-Based Institution’s Resource Assessment: www.svy.mk/faithpartner

(See also Boston Public Schools’ blog “All About BPS”  entry for Friday, December 7, 2012, titled “Ruth has Faith” http://www.allaboutbps.blogspot.com/2012/12/ruth-has-faith.html)

Guidebook for the Boston Public Schools Faith-Based Partnerships

The Guidebook for the Boston Public Schools Faith-Based Partnerships is a brief guide and resource for schools and faith-based institutions alike. It relies on the BPS’s Office of Community Engagement and Circle of Promise (CECoP’s) cumulative learning from interviews with leaders of partnering institutions, literature reviews of cases, articles, and publications local and abroad, and practical experiences in initiating and supporting such partnerships. Contact Ruth Wong (link below) for a free downloadable copy.

The Boston Education Collaborative's Partnership with Boston Public Schools

Exciting New Partnership for the BEC and Boston Public Schools

by Lydia Johnson Reynolds

When Boston’s Mayor Thomas M. Menino and Boston Public Schools (BPS) Superintendent Carol R. Johnson launched a new initiative called the Circle of Promise in January of 2010, BPS appointed Brian Barnes, a former BPS teacher and administrator as the coordinator for the program. Brian’s main initial emphasis was to support existing partnerships and create new partnerships within the Circle's geographic area, which includes 47 schools.

In the process of reaching out to principals and leaders of many faith-based institutions in Greater Boston, Brian contacted EGC because he knew about the Boston Church Directory, a publication and online resource of EGC, which he thought would be a helpful resource in finding potential community partners. Erik Nordbye, ministry associate in field research in our Applied Research department at that time, not only helped him with the directory information but also passed along his information to Ruth Wong, director of EGC’s Boston Education Collaborative (BEC), whose mission aligns well with the Circle of Promise goals.

Ruth contacted Brian and subsequently became a part of his advisory committee, working along with him and others toward some of the key early efforts of the Circle of Promise. EGC’s network and Brian’s own network complemented one another well, and Brian and Ruth had a natural sense of shared purpose in bringing together faith-based and school partners. Ruth was particularly excited for this partnership because the BPS Office of Community Engagement and Circle of Promise (CECoP) was extending an invitation to the entire community to support schools and families.

In May of 2011, CECoP, along with faith and community partners, hosted a kickoff event (left image) attended by Superintendent Johnson and about 200 people, including more than 20 school leaders and about 50 faith-based organizations. From surveys at this event and its follow-up, CECoP began to focus on efforts to meet these two main identified needs: matching the resources of the community organizations with needs within the schools (and vice versa) and technical assistance in setting up and evaluating partnerships.

Throughout the following school year they continued to survey people engaged in existing partnerships and gathered again in March of 2012 to talk further about sustainable partnerships. Of course these partnerships look really different from school to school, but those engaged in them were able to learn from each other’s experiences. They invited one of EGC’s nearest neighbor—St. Stephen’s Episcopal Church—to share about how their partnership endured through multiple leadership changes at the Blackstone Elementary School. In addition to the March workshop, Brian and Ruth presented about the Circle of Promise at a BPS-wide conference, and the CECoP even hosted the US. Department of Education and President Obama’s Office of Faith Based and Neighborhood Partnerships for a visit to see the work that has been done so far.

As Brian prepared to start a doctorate program this school year, he recommended Ruth to replace him in his BPS position due to her substantial contributions to the project. Brian also valued EGC’s substantial reputation in the community, commenting that “EGC historically has been in the business of supporting youth in this city, so the work [of the Circle of Promise] is validated even more by its involvement.”

Ruth was appointed Coordinator for the 2012-2013 school year and will continue in her role as the Director of the BEC. Ruth sees her BPS role as a critical stabilizing factor for supporting partnerships through turnover within either the schools or the community organizations, and is excited to continue engaging new partners both within the Circle and throughout Boston. “These two positions fit together in a way that allows Ruth to readily pursue both, and we're excited for the opportunity for strategic partnership with the BPS,” says Jeff Bass, EGC Executive Director.

EGC is excited for this opportunity for extensive partnership with BPS with the alignment of the BEC’s work and that of BPS’s Office of Community Engagement and Circle of Promise through Ruth’s engagement in both. It’s always interesting to see how the various phases of ministry unfold over the years! Here is another element to add to the ongoing narrative of the BEC timeline.

Since its founding, the BEC has helped make an impact on church-based programs in Greater Boston that help urban residents reach educational goals.

• 1999: helped launch church-based Higher Education Resource Centers. Three continue to serve college-bound, urban students in the South End, Dorchester, and Worcester.

• 2003: created the New City Scholars Program through a partnership with Gordon College. This successful program, which is now called the Clarendon Scholars Program, is run by Gordon, and is in its 7th year.

• 2007: helped Greater Boston Vineyard start an ongoing, two-year, college readiness program.

• 2009 and 2010: developed learning relationships with leaders from over 50 churches and ministries to understand how they are already serving their students and to assess the needs for further support.

• 2009-2011: convened and supported a growing network of Christian leaders for reflection, learning, prayer, peer support, and coordinated action. Over 40 individuals representing more than 25 churches and organizations participated in BEC learning community events and trainings.

• 2009-2011: helped the Episcopal Quincy Chinese Center with program and staff development. We helped to launch a college preparation program for immigrant Chinese high school students.

• 2011: took a leadership role to support the Boston Public Schools (BPS) Circle of Promise Initiative’s efforts to foster partnerships between schools and faith-based institutions. We helped to plan, prepare, and facilitate a May event that gathered more than 150 school principals, staff, faith leaders, and congregants to hear about different models for partnerships and for dialogue. We are continuing work with the BPS to complete follow-up work for this event and to help with partnership matches.

The Circle of Promise        

The Circle of Promise strategy is a shared initiative of Boston’s Mayor Thomas M. Menino and Boston Public Schools (BPS) Superintendent Carol R. Johnson as part of BPS’s larger five-year plan to improve academic outcomes for students within the geographic area shown in the red circle (left image). There are 47 schools within the Circle, covering all grades. Ten of the current 11 “turnaround” (designated by the Massachusetts Department of Elementary and Secondary Education as significantly underperforming for several years) schools within the Boston school system are located within the Circle.

What’s new about the work being done within the Circle is that BPS is working to extend its community engagement work to include the largely untapped resource of faith-based institutions. Dr. Johnson recognized that faith-based institutions—including churches, mosques, synagogues, various other religious centers, and faith-based nonprofits—are a part of the fabric of Boston with a long history of supporting and nurturing the growth and education of this city’s children.

The Circle is part of the BPS’s Office of Community Engagement and Circle of Promise (CECoP), which is currently focused on two main areas: improving the school choice process and fostering partnerships between schools and community organizations. EGC’s Boston Education Collaborative has been a part of the work in both of these areas, including helping to build faith and community partnerships with schools, serving on the stakeholders’ group for the school choice process, and helping co-facilitate discussions at community meetings.

BEC Reflection and Learning Sessions provide tools, encouragement, networking, and support for people from churches and nonprofits working with students

The BEC began offering Reflection and Learning Sessions (R&Ls) in fall of 2009 as a way to support people from churches and Christian non-profits as they, in turn, support students. Since then, the BEC has hosted these informal sessions quarterly as an opportunity for the attendees to take a step back from their work lives, reflect on what’s been happening, and learn from it. R&Ls have also given attendees time for fellowship together and opportunities to network among their peers. The BEC has added an evening session, which duplicates the morning session, in order to accommodate participants who can’t attend during the day.

Each session includes some fellowship time followed by a topic for discussion or presentation. Usually about 10-12 people attend the morning sessions and three to five attend the evening ones. During the first year of the R&Ls, the discussion theme was “transformation.” This past year the discussions centered on systems thinking topics, and participants were able to do some systems mapping of elements of their work.

Here are stories of a few participants impacted by the sessions.

• Andrew Walker is a Sunday School teacher at First Lutheran Church of Boston. Andrew has participated for the last school year, requesting time off from his daytime job to attend. “[The sessions have been] very instructive and a great opportunity for conversation with other people in similar pursuits,” he says. Andrew particularly appreciated learning about EGC’s systems thinking tools and says he is “eager for more” in the coming year.

• Jovan Zuniga is the Director of the Salvation Army’s Bridging the Gap program in Boston. Jovan, whose program serves court-involved youth, has attended the R&Ls since August 2010. “I always make room for the sessions because I value the chance to step out of what I do and reflect,” he says. Jovan has used the R&Ls as an opportunity to evaluate the effectiveness of his work and think together with his peers on how to go back and be more effective. “The sessions enable me to gather with others doing similar work, which is encouraging and educational. Overall, the meetings make my work better.”

• David Edwards is the Director of the Bridging the Gap program in Cambridge. David has also participated in the R&Ls since August 2010, and has really valued the support—particularly spiritual support—and networking opportunities made possible by the R&Ls. He took what he learned in the sessions on systems thinking this last year back to work, and it has strongly influenced the way he works now. He mentioned the bonus of not only reflecting together with his colleagues during the sessions but also connecting outside of the R&L sessions and being able to partner together and share resources to address specific work challenges.

Christian educators, youth workers and program staff in Greater Boston are invited to participate in the R&Ls. For more information, contact Ruth Wong at rwong[at]egc.org.

Helping Urban Churches Motivate & Support Underserved Students

BEC: Helping Urban Churches Motivate & Support Underserved Students

Perhaps because Boston is home to over 50 colleges and universities (inside the I-95 belt), or perhaps because education has always been an important value in the New England culture, the desire to give our children a good education remains a top priority for Bostonians. And today it’s not just parents, educators, and politicians who focus on education, but urban churches and faith-based nonprofits also have education on their minds. Churches in Boston are looking for ways to motivate and support students in their communities, wanting to help them gain the skills they need to become successful, responsible individuals who have a positive impact on the city. And EGC is looking for ways to help churches meet these important goals.

Building upon research and needs assessment studies at EGC, the Boston Education Collaborative (BEC) was founded to support urban churches and organizations in strengthening their existing education programs, starting new initiatives, and evaluating the short- and long-term impact of their programs. To do this, we also have added a couple new initiatives—coordinating learning groups, and organizing peer trainings for Christians involved in education.

NEW RESEARCH

Over the past few years there have been shifts in the ways the BEC supports churches in educating their children as well as transitions as in our program staff, so we have used these changes as an opportunity to get a fresh start, to understand the needs and dreams of churches today, and to discern how we can best serve churches in meeting their objectives. This past year, the BEC conducted surveys to increase our understanding of the current education landscape and to provide insight into real leverage points and strategies to help churches best engage in education.

From the nearly 50 surveys gathered so far, we found that half the churches surveyed already offer programs geared toward education, with tutoring and extracurricular programs the most common. Most churches are saying that the greatest challenges to education faced by the people in their communities are financial aid for college, academic tutoring, and getting into college. Two other areas that many churches say need more attention are parent involvement and mentoring.

BUILDING BRIDGES FOR SHARED LEARNING

At the beginning of the last school year, the BEC planted a few seedlings. We began growing learning communities among people working at churches and Christian nonprofits as a way to encourage a spirit of mutual learning and support. We are not ignoring the needs identified by the churches, but neither are we taking the position of solution providers. Rather, we would like to see these churches build collaboration as a way to support each other and share insights as they address the needs they see. So the first thing we did was to launch what we call “Reflection & Learning Sessions.” These informal groups meet quarterly, and provide attendees with space to reflect on their work as well as the opportunity for peer fellowship and networking. Secondly, we launched two topic-specific “Learning Groups” last March to offer practical tools and resources that participants can use for tackling challenges in their work. So far, these gatherings have brought together over 40 different individuals who represent over 20 churches or faith-based organizations. Feedback has been very positive, and attendees say that these sessions are meeting their churches’ needs and providing them with practical, emotional, and spiritual support.

WHAT’S NEXT?

Where do we go from here? We will continue to convene and support a growing network of Christian leaders for reflection, learning, prayer, peer support, and coordinated action in education. We have started and we will continue to conduct youth focus groups to learn about the youth’s educational experiences and their perspectives about the role that churches can play in addressing educational needs. And we will be more intentional about bridging churches to each other, as well as introducing them to secular agencies that can serve as resources, to the school systems, and to other Christian, education-focused nonprofits.

If you would like more information about the BEC, contact Ruth Wong, director, Boston Education Collaborative, at rwong@egc.org or at 617-262-4567 x194. Visit https://www.egc.org/education/.

by Steve Daman