Urban Alchemy: Restoring Joy in America’s Sorted Out Cities, by Mindy Thompson Fullilove, M.D. New Village Press, 2013, 333pp. $19.95 (paper).

Reviewed by Miriam Axel-Lute

I’m particularly fond of the underlying premise of the book that you need to address the city and region as a whole-reconnect it, unsort it-to address the problems facing each part. “We can’t just treat the neighborhoods,” Fullilove quotes Cantal saying. “We have to remove the chasm that is dividing the poor neighborhoods form the other parts of the city. Doctors know that if you want to treat a boil on the skin, you have to treat the whole body. It’s the same for the city” (p. 19). This strikes me as the perspective that is missing in so many planning exercises.

http://www.shelterforce.org/article/3474/joyful_journey/

Overview
Wissahickon Charter School is looking for a Dean of Culture. The Dean of Culture is responsible for maintaining a safe and positive school environment through oversight of the behavior management  program. Working closely with the Lower School Director, Middle School Director, and Director of Learning Support, the Dean of Culture plays a key role in creating a learning community that promotes social-emotional growth and provides students with opportunities to learn from their decisions. The Dean of Culture develops and maintains behavior plans for individual students, tracks and analyzes student behavior data to inform decisions, and supports teachers and other staff members with the implementation of WCS’ behavioral management system. S/he also models how to build strong, mutually respectful relationships with students and families through the use of proactive strategies. The ideal candidate will be highly organized and persistent, and will have a record of positively impacting student behavior. S/he must also possess a deep-seated belief that all children can succeed. Reporting to the Chief Operating Officer, this is an outstanding opportunity to improve the social-emotional and academic outcomes of children from across the city of Philadelphia.

http://wissahickoncharter.org/wp/wp-content/uploads/2013/12/WCS-Dean-of-Culture-JD-2013_12_03-KK.pdf

Overview
Wissahickon Charter School is looking for a Lower School Director. The Lower School Director at Wissahickon Charter School (WCS) is the instructional leader for grades K-5 and a member of the schools’ leadership team. S/he is responsible for creating and implementing a curriculum that builds children’s intellectual, social, and character development. The Lower School Director supervises, coaches and evaluates all K-5 teachers and teaching assistants, enabling faculty to best address the wide range of learning styles, needs and interests of WCS students. To this end, s/he regularly collaborates with the Middle School Director, Director of Learning Support, and Dean of Culture to plan and execute cohesive, targeted professional development that moves the school towards accomplishing its’ academic goals. As a member of the leadership team, the Lower School Director plays a key role in establishing and sustaining a positive school culture for students and adults. The ideal candidate will have a record of successfully supporting and
developing students and teachers, and will possess a deep-seated belief that all children can learn. Reporting to the Chief Executive Officer, this is an outstanding opportunity to improve the academic and social-emotional outcomes of children from across the city of Philadelphia.

http://wissahickoncharter.org/wp/wp-content/uploads/2013/12/Lower-School-Director-JD-2013_12_03-KK.pdf

YSA and Disney Friends for Change are offering young change-makers an opportunity to receive a $500 grant to help make a lasting, positive change in the world. Applicants leading high-impact and/or large-scale projects may also request an additional $500 grant (up to $1,000, total) to support their work. Grants support projects taking place on or around Global Youth Service Day, April 11-13, 2014, Learn more at:

http://www.ysa.org/disney_friends_for_change_us_grants

http://www.instantpresenter.com/AccountManager/RegEv.aspx?PIID=EC56D9818146

Program Administrator Scope of Work
Drexel University is seeking a qualified and experienced Out of School Time Program Administrator for the Mantua In Action After School Program.

MIA Program Description
Drexel University is the anchor institution driving broad-based community change for its neighboring communities, Mantua and Powelton, which rank among Philadelphia’s most disadvantaged neighborhoods. Under the leadership of President John Fry, Drexel has significantly expanded and strengthened its approach to anchor institution collaboration in Mantua and Powelton and is proud of the role it has played to tie education and youth development to the neighborhood’s community development.

Mantua In Action (MIA) was launched by a cross-sector partnership led by Drexel in 2012 to begin providing robust out-of-school time services to the community’s middle school youth during the summer and after school. Programming has been offered at several locations in the Mantua neighborhood, including the James Wright and Miles Mack Recreation Centers and McMichael School. Other partners include Philadelphia Parks and Recreation, Philadelphia Youth Sports Collaborative, as well as Mantua community organizations. MIA’s mission is to provide practical skills, knowledge, and positive learning experiences that middle school youth need to enter and succeed in high school. The program is funded through grant support from the Lenfest Foundation and Aberdeen Asset Management Charitable Foundation. The program has five objectives:
1. Provide academic assistance.
2. Introduce new sport and leadership activities that help youth see they can excel in non-academic areas.
3. Provide a chance for youth to develop positive relationships with adult role models and older youth.
4. Ensure a safe environment for Mantua’s youth during the summer and after-school hours.
5. Provide all participants with a healthy meal.

MIA Goals:
1. Increase the number of Mantua youth participants in MIA after school programs.
2. Expand the diversity of after school program offerings for youth.
3. Coordinate Philadelphia Parks and Recreation offerings through its youth development and wellness system in the following four core areas, with increasing numbers participating each year as part of Mantua In Action programming:
a. Sports, Athletics, Outdoor Activities: Basketball, Baseball, Soccer, Swim Teams
b. Visual Arts: Painting, Drawing, Photography
c. Performing Arts: Dance, Drama, Chorus
d. Homework Help, Extracurricular Activities: Mentoring, tutoring, chess, Scrabble.
4. Increase the number of Mantua youth who enter high school on grade level.
5. Provide youth participants with opportunities for leadership development and character development.
6. Provide youth with opportunities to develop 21st Century skills important to their education and the workforce: collaboration, communication, critical thinking and creativity.
7. Increase opportunities for problem solving and goal setting.
8. Provide opportunities to work with others to accomplish goals.
9. Enhance youth awareness of high school choices and career pathways.

SCOPE OF WORK
Drexel is looking to contract with an after school provider as a Program Administrator (PA) for the MIA program to:
1. Coordinate the Mantua In Action (MIA) Program with Philadelphia Parks and Recreation (PPR) at Miles Mack and James Wright Recreation Centers, as well as other locations as needed, for 5 days per week at 3 hours per day from 3pm to 6pm for the time period February 2014 to May 2014.
2. Report directly to Drexel Project Manager.
3. Work closely with Drexel Project Manager and PPR Program Director to ensure smooth coordination and grant deliverables.
4. Work with Drexel Project Manager to coordinate Drexel faculty, student mentors and tutors, as well as engaging MIA Junior Coaches in Drexel’s Sports Management Certification Program.
Program Providers
5. Coordinate, Schedule and Manage After School Program Providers, including the Philadelphia Youth Sports Collaborative, and other clubs for MIA. Handle contracts and invoicing for individual program providers. Work with PPR Program Direct tro coordinate scheduling at the PPR sites.

MIA Structure
6. Program Administrator is part of the MIA Leadership Team (See Exhibit A: MIA Organizational Chart) which will meet bi-monthly along with:
– PPR Program Director
– Drexel Project Manager
– PPR Director of Strategic Initiatives
– PPR Mantua Cluster Leader
– PPR Miles Mack Facility Manager
7. Monthly MIA Operations Team Meetings will include the MIA Leadership Team above along with:
– PPR Program Group Site Leaders
– Program Provider Representatives as well as Philadelphia Youth Sports Collaborative Representatives
– DB4 Representative
– Parent Representative
– Other Community Organization Representatives
– Junior Coaches Representative
8. A team of Junior Coaches, local young adults (18-24) from Mantua, will be hired by PPR to work at both sites. They will report to the PPR Facility Manager at each site. (See Exhibit A: MIA Organizational Chart.)

MIA Participant Oversight
9. Work with PPR to recruit participants for the MIA after school programs.
10. Develop an individualized case management system and track individual participation, including attendance, social and emotional behavior, 21st Century skills and academic achievement.
11. Develop partnership that will create enrichment opportunities and match youth with adult mentorship.
12. Provide professional development to MIA staff on a range of behavior management and youth development issues.
13. Provide academic assistance and homework help and coordinate Drexel student tutors to provide ongoing academic enrichment and support.
14. Work with PPR Program Director and PPR Mantua Cluster Leader to ensure effective use of Junior Coaches, local Mantua residents hired to assist with clubs and mentor MIA youth.
15. Visits all three sites daily.
16. Responsible for quality assurance of program. Develop evaluation system; define and track metrics. (See evaluation section below.)
17. Monitors providers and programs for viability and acceptance and provide feedback.
18. Coordinate Parent Engagement: work with PPR Team to insure consistent parent engagement, weekly communication and feedback, and once-a-semester meetings to showcase students’ abilities and progress. Guide and direct MIA staff on positive communication and interaction with parents.

Evaluation
19. Track individual students’ school attendance and quarterly report cards.
20. Administer pre-and-post-program assessments of 21st century skills (collaboration, communication, critical thinking and creativity), problem solving, goal setting, leadership skills, character development, and awareness of high school choices and career opportunities. Establish baseline metrics and goals based on the Department of Human Services’ Out of School Time Outcomes and Indicators.

Youth Outcomes
– Improved Life Skills
– Improved Relationships
– Increased school engagement
– Increased engagement in learning
– Aspire to educational excellence
– Prepared for Higher Education and Employment
– Awareness of Interest in Careers and
– Employment Pathways

Indicators
– Goal Setting
– Personal Accountability
– Work with others to accomplish goals
– Improved Interaction with Peers
– Improved Interaction with Adults
– Improved Quality of Homework
– Increase Opportunities for Problem Solving and Critical Thinking
– Awareness of High School Choices
21. Measure program enrollment and program capacity over time – in general and within each of the four core offerings (Sports and Athletics, Visual Arts, Performing Arts, Environmental and Outdoor Activities). Track program attendance regularly to identify fluctuations in attendance for different programs at different times of the year. Track changes in diversity of program offerings.
22. Distribute quarterly surveys to students and mentors to evaluate student satisfaction, the success of the mentoring program and other metrics for evaluation.
23. Utilize PPR data collection system as appropriate.
24. Meet with the Drexel Lenfest Grant evaluator to align MIA evaluation with general Out of School Time theory of change.

AWARD PROCESS
SELECTION CRITERIA
Submissions will be scored based on the following criteria:
– Organization must be a 501(c)3, non-profit organization.
– Organizational Capacity – Capacity to support implementation of quality and age appropriate out of school time (OST) programming. Experience delivering OST programs and services. Experience collaborating with schools, neighborhood and community organizations. Success in meeting goals and objectives. Capacity to set measurable goals and objectives and capacity to measure success in meeting program and youth outcomes. Capacity to participate in the advancement and implementation of meaningful and measurable outcomes – system-wide, by site, and by individual youth. Capacity to support increased school engagement, engagement in learning, improved life skills and educational excellence. Capacity to operate on a fee-for-service basis.

Where applicable, current organization performance with other OST or in-school programs.
– Target Community and Population – Familiarity with and understanding of the needs of the target community and population. Description of approaches to prioritize enrollment of the target population with an emphasis on meeting the needs of the families in the community. Strength of strategies and approaches that will be taken in the program in order to address those needs. Experience working with youth and families in the target community.
– Program Coordination – Effectiveness of collaborating with civic, non-profit and other agencies, with demonstrated experience ensuring community and family engagement, coordinating with schools for academic enrichment activities, recruiting and retaining youth, and managing a diverse, responsive and well-trained staff and volunteers. Ability to implement developmentally appropriate, intentional program activities designed to demonstrate connectedness to the MIA Goals.
– Budget – Appropriateness and reasonableness of the budget items for the services to be provided, clarity of the budget narrative, responsiveness to the budget guidance.
– Administration –Ability to provide sound fiscal oversight, reporting, support documentation and management of the award amount.

Drexel reserves the right to award in part, to reject any and all proposals in whole or in part for misrepresentation or if in default of any prior Drexel contract, or if the proposal limits or modifies any of the terms and conditions and/or specifications of the RFP. Drexel also reserves the right to waive technical defects, irregularities and omissions if, in its judgment, the best interest of Drexel will be served.
Drexel reserves the right to correct inaccurate awards resulting from its clerical errors. This may include, in extreme circumstances, revoking the awarding of a contract already made and subsequently awarding the contract to another entity. Such action on the part of the University shall not constitute a breach of contract on the part of Drexel, as the initial contract is deemed to be invalid from the outset and of no effect, as if no contract ever existed.

While cost is a consideration, Drexel reserves the right to select a proposal or proposals in whole or in part, which the University deems best meets the goals of this request regardless of cost. Drexel reserves the right to terminate the engagement due to any form of non-compliance or unsatisfactory performance. Drexel reserves the right to select more than one entity through the RFP process.

NARRATIVE INSTRUCTIONS
Please provide a 3-5 page narrative proposal with the following detailed information. Highlight the contents of the submission in a clear and concise manner.
Section A: Proposal Plan
1. Briefly describe your organization, its history, vision, mission, goals, and objectives. How long the organization has been in operation.
2. Briefly describe your organization’s success in achieving its goals and objectives.
3. Describe your organization’s experience administering out-of-school time programs, and any experience working in Mantua or West Philadelphia.
4. State how the goals for the proposed program align with your organization’s mission and goals? How will you measure success in meeting your proposed goal?
5. Describe plans, where applicable, to infuse STEM or STEAM in programming.
6. Describe your strategy for recruiting and retaining youth in the proposed program.
7. Describe your plan to engage families in the proposed program.
8. Describe any community or agency partnerships that your organization will bring to the proposed program, the purpose of these partnerships, and the intended benefit.
9. Describe your staff orientation process for the proposed program.
10. What activities will your organization conduct to ensure staff engagement and retention?
11. Provide a position description, including qualifications, of key staff positions that will support this program.
12. Include your approach to monitoring and supporting staff, providing professional development, and ensuring progress toward outcomes.

Section B: Data Collection
a) Describe your organization’s capacity for data collection, maintenance of records, confidentiality safeguards, and any activities that measure program outcomes.

Section C: Budget
Applicants must submit a budget showing expected revenues and expenses for the period February 2014 to May 2014.

Drexel reserves the right to provide awards for less than the requested amount, given funding availability and the assessed organizational capacity.

SUBMISSION, DEADLINE & QUESTIONS
Please mail one copy of the proposal in a sealed. No binders please. Also email a copy to ag87@drexel.edu. All proposals must be received by 4:00 p.m. on Monday, January 6, 2014. Proposals received after that time will not be considered.

Proposals should be delivered to:
Drexel University
c/o Anna M. Rivera
Director of Procurement Operations
222 Main Building
3141 Chestnut Street
Philadelphia, P A 19104
RE: RFP MIA Program Administrator

All proposals will be opened by University Procurement and recorded as received.

Questions about the Scope of Services or the RFP should be emailed to: Anna Rivera at ag87@drexel.edu no later than December 20, 2013.

All proposals shall remain firm and cannot be withdrawn for a period of 90 days after receipt of proposals. No proposal will be accepted after the above-specified time.

Executive Summary
This report presents the results of a survey of 25 of the cities whose mayors serve on The U.S. Conference of Mayors’ Task Force on Hunger and Homelessness. Officials were asked to provide information on the extent and causes of hunger and homelessness in their cities, and the emergency food assistance and homeless services provided, between September 1, 2012 and August 31, 2013. They also were asked for their assessment of the demand for services and the resources available to them in the year ahead. This year’s survey found continuing increases in demand for services and continuing shortfalls in meeting service needs. Among its key findings:

Hunger

– All but four of the survey cities (83 percent) reported that requests for emergency food assistance increased over the past year. Three cities said requests remained at the same level as the previous year and one said they decreased. Across the survey cities, emergency food assistance requests increased by an average of 7 percent.

– Among those requesting emergency food assistance, 58 percent were persons in families, 43 percent were employed, 21 percent were elderly, and 9 percent were homeless.

– Unemployment led the list of causes of hunger cited by the survey cities, followed by low wages, poverty, and high housing costs.

– The cities reported a 7 percent average increase in the number of pounds of food distributed during the past year. Collectively, the survey cities distributed a total of 557 million pounds of food.

– Across the responding cities, budgets for emergency food purchases increased by less than 1 percent. Collectively, the survey cities’ emergency food budget totaled $324 million.

The U.S. Conference of Mayors is the official nonpartisan organization of cities with populations of 30,000 or more. There are 1,398 such cities in the country today, each represented in the Conference by its chief elected official, the Mayor.

http://www.usmayors.org/pressreleases/uploads/2013/1210-report-HH.pdf

The Department of Conservation and Natural Resources’ Bureau of Recreation and Conservation 2014 grant program for public recreation and conservation projects opens January 15, 2014 and ends April 16, 2014. In partnership with the Pennsylvania Recreation and Park Society, DCNR is offering free, in-person grant workshops at six locations across Pennsylvania in February.

These workshops will provide information to potential applicants on DCNR grants available for public recreation and conservation projects. Grants are funded through a variety of grant programs including the Keystone Recreation and Conservation Fund, Environmental Stewardship Fund, Pennsylvania Recreational Trails Program, and the Land and Water Conservation Fund. Participants in these grant workshops will be provided with in-depth information on projects eligible for DCNR’s grant funds, how to develop a competitive “ready-to-go” application, eligible applicants, and matching fund requirements. Participants will also receive guidance and updates on the eGrants application process and the documents required for each type of project, and have the opportunity to interact with Bureau of Recreation and Conservation staff. Community leaders, municipal officials, consultants, land trusts, board members, trail managers, and park
and recreation professionals are encouraged to attend.

The workshop dates and locations are as follows:

CONSHOHOCKEN, Montgomery County Public Safety Training Campus: Fire Academy Feb. 6

Pre-registration is required.
To register, go to http://www.apps.dcnr.state.pa.us/Calendar/list.asp?intDivisionID=24

For additional information, contact Linda Manning at linmanning@pa.gov or 717-783-4736.

Deadline: February 1, 2014

Meet the needs of American society in the areas of youth and scientific education by awarding grants to nonprofits, while strategically assisting communities in deriving long-term benefits. Apply

http://corporate.honda.com/america/philanthropy.aspx?id=ahf

This past year Campus Philly’s board of directors commissioned a strategic plan, funded by the John S. and James L. Knight Foundation, to guide us as we live our mission and strive for greater impact. The plan reflects changes in the external environment impacting Campus Philly’s mission and refocuses the organizations strategic priorities. The plan can be found on our website, feel free to read through it and let us know any thoughts or ideas of how our stakeholders can help us achieve our mission.

http://campusphilly.org/wp-content/uploads/2013/12/CampusPhillyStrategicPlan.pdf

Don’t miss the opportunity to improve your practice, increase your leadership skills, and further your commitment to changing communities and the world at MONUMENTAL, the 25th Annual National Service-Learning Conference and 26th Annual Global Youth Service Day!

MONUMENTAL, co-hosted by YSA (Youth Service America), provides more than workshops and keynote addresses; it is an extension of the classroom, allowing for the youth and adult attendees to be part of something bigger. Both youth and adults gain the tools, resources, ideas, and inspiration to return home to improve their practice, their schools, and their communities. The conference’s multiple day, concurrent session format offers a self-directed, facilitated learning environment with education sessions, discussion groups, and interactive workshops designed specifically for all levels of attendees engaged in service, learning, and youth development, focusing on current and emerging issues, best practices, and the challenges facing us today.

April 9-12, 2014
Washington, DC

http://servicelearningconference.org/

The World We Want Foundation promotes and supports Young Global Citizens making positive social change in their communities and around the world. They work with and through Partner Organizations and Mentors youth applicants provide; help young people design and conduct meaningful Social Action Projects and acquire substantive knowledge and 21st-century skills while creating social value; provide micro-grants to support their Projects; provide an online funding platform to encourage and allow others to help fund their Projects; and provide an online Showcase to share their Stories of Social Impact with the world.

http://theworldwewantfoundation.org/start-your-project

Echoing Green invests in outstanding emerging social entrepreneurs to help them launch new organizations that deliver bold, high-impact solutions to society’s most difficult problems. Echoing Green offers the following three distinct fellowship programs. The Global Fellowship supports young leaders worldwide who are deeply connected to the needs and potential solutions that may work best for their communities.  Fellowships are provided to individuals (at least 18 years of age) or partnerships (organizations led by two people). Fellows receive stipends ranging from $70,000 to $90,000 and technical support to turn their innovative ideas into sustainable social change organizations.

http://www.echoinggreen.org/fellowship

This 9–part series that starts Wednesday, January 29 and includes sessions such as:

First Step to Starting Your Business
“First Step to Starting Your Business” is a monthly workshop that covers accounting, legal, and zoning issues relevant to starting and operating a small business. The workshop is designed for both entrepreneurs thinking about opening their first business and existing business owners in need of a “checkup.”

To register for “First Step to Starting Your Business,” please visit: http://www.kutztownsbdc.org/upcoming.asp

For questions, please call the KUSBDC at 1-877-472-7232

http://www.kutztownsbdc.org/pdf/KUSBDC_Startup_Brochure.pdf

Summary
Sales of locally produced foods comprise a small but growing part of U.S. agricultural sales.  USDA estimates that farm-level value of local food sales totaled about $4.8 billion in 2008, or about 1.6% of the U.S. market for agricultural products. An estimated total of 107,000 farms are engaged in local food systems, or about 5% of all U.S. farms.

There is no established definition of what constitutes a “local food.” Local and regional food systems generally refer to agricultural production and marketing that occurs within a certain geographic proximity (between farmer and consumer) or that involves certain social or supply chain characteristics in producing food (such as small family farms, urban gardens, or farms using sustainable agriculture practices). Some perceive locally sourced foods as fresher and higher in quality compared to some other readily available foods, and also believe that purchasing local foods helps support local farm economies and/or farmers that use certain production practices that are perceived to be more environmentally sustainable.

http://assets.opencrs.com/rpts/R42155_20130312.pdf

The Graduation Coach Campaign is an initiative of the Mayor’s Office of Education.  The Campaign provides adults with information, resources, and strategies to help guide students through school.  In order to boost graduation rates, the GCC is currently conducting an intensive grassroots campaign in the Kensington/North Philadelphia area.  Volunteers are needed for translation and/or proofreading of GCC bilingual publications.  Help families in an underserved community while also gaining translation experience!

Typical documents to be translated/proofread are only 1-2 pages long, though some larger projects may be available.  Volunteers are free to accept or decline any project.  However, if a volunteer accepts a project, it must be completed by the given deadline.

WORK FROM HOME on a flexible schedule!    Professional references will be provided for reliable, long-term volunteers.

NATIVE SPANISH SPEAKERS ONLY.

Call (215) 686-0314 or email Caroline.LaRochelle@Phila.Gov to learn more.

Whether it is funding for a project, a change in zoning rules, or big reform of City-wide development policies, elected officials make decisions every day that can either create a supportive environment for community development and revitalization, or hinder that work. Fresh off PACDC’s victory on our Philly Land Bank campaign, in this interactive session we’ll offer training on how to influence policy through direct advocacy and campaign strategies. We’ll start by giving you a nuts-and-bolts introduction to basic campaign planning, from establishing your goals, defining the problem you want to solve, developing a strategy, and selecting the most effective tactics that will help you win. Then the fun begins: Participants will put what they learned to work in a fun, fast-paced mock lobbying game to refine your skills for securing commitments for your key issue.

Tuesday, January 14th, 9:30 a.m.- 11:30 p.m.
1315 Walnut Street, Suite 1600, Philadelphia, PA

Cost: PACDC Member: $20, Non-Member $45

Register Online
http://pacdc.org/calendar-events

Questions about the institute? Contact
Pamela Bridgeforth, Director of Programs at pbridgeforth@pacdc.org.

SPRING 2014 Registration at The Frator Heru Institute: (On-site at The African American United Fund Bldg. / 2227 N. Broad St.)
Monday, January 20 – Thursday, February 6, 2014 [Weekdays Monday – Thursday] (6p.m. – 8p.m.)

http://www.thefratorheruinstitute.org/

http://www.pyninc.org/programs/reviewer_form.php

PYN will provide a pre-recorded webinar that is available the week of December 16th and can be viewed whenever is most convenient for you.  The webinar will have information about materials, the review process, and how to submit questions/comments during the review process.

Reviewer packets will be available electronically via the PYN website beginning Monday, January 6, 2014.  Reviewers will receive a memo that provides instructions, a Confidentiality Statement, a Conflict of Interest Policy form, a copy of the Summer WorkReady RFP, the Scoring Rubrics and a Score Summary Cover Page.

Reviewers will have two weeks to review the proposals and return them to PYN on or before Friday, January 17.   Additionally, Reviewers are asked to be available for a conference call on Friday, January 24, 2014 at 9:30 a.m. in case there is a need for scoring reconciliation. The full timeline is provided below for your reference.

Proposal Review Timeline:

Deadline to Register as a Reviewer:                                                      Friday, January 3, 2014

Proposals Submission Deadline:                                                             Friday, December 20, 2013

Proposals Become Available to those Scoring:                                 Monday, January 6, 2014

Reviewer Scores Due to PYN:                                                                  Friday, January 17, 2014

Scoring Reconciliation Conference Call:                                               Friday, January 24 at 9:30 a.m.

(only if needed)

** This is set to be a record year for the number of submitted proposals, so we are still looking for more reviewers.  If you know anyone that would be interested in volunteering to review, please pass along this link and encourage them to contact me.

Raphaela Browne
Director, Program Services
Phone: 267.502.3751
rbrowne@pyninc.org

Career Day preparations are in full swing! Please save the date for January 23rd from 10:00-1:30 in the gym. There will be representatives from various different career fields that will talk to students about what they do and how they can prepare to do the same. If you know of anyone who might be interested in showing off their career, please have them contact Margaret McLaughlin at mclaughlin.marge@phennd.org. Lunch will be provided for volunteers, and worksheets will be provided to students.  Questions can also be directed to Margaret.