Youth Development

Braven

Put Education to Work

Chicago, IL

Mission

The mission of Braven is to empower promising, underrepresented young people—first-generation college students, students from low-income backgrounds, and students of color—with the skills, confidence, experiences and networks necessary to transition from college to strong first jobs, which lead to meaningful careers and lives of impact. Our vision is that the next generation of leaders will emerge from everywhere and be as diverse as our future demands.

Ruling Year

2014

Founder & CEO

Aimée Eubanks Davis

Main Address

100 N. LaSalle Street Suite 310

Chicago, IL 60602 USA

Formerly Known As

Beyond Z

Keywords

workforce, higher education, training, persistence, college completion

EIN

46-4340594

 Number

7524144968

Cause Area (NTEE Code)

Youth Development Programs (O50)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Social Media

Blog

Programs + Results

What we aim to solve

While education has the potential to be the great equalizer in our country, there are far too many underrepresented students who do everything right and still graduate from college un- or underemployed. Each year 1.2 million college enrollees will be first-generation college students or come from low-income backgrounds. Only 25% of these students will go on to secure a high-quality job within 12 months of graduation. Meaning that each year, nearly 1,000,000 low-income or first-generation college students are not maximizing their talent and potential.

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Braven - Bay Area

Braven - Newark

Braven - Chicago

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of participants engaged in programs

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

This is the # of New Fellows served each fiscal year. In FY20, we will have served more than 800.

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

The mission of Braven is to empower promising, underrepresented young people—first-generation college students, students from low-income backgrounds, and students of color—with the skills, confidence, experiences and networks necessary to transition from college to strong first jobs, which lead to meaningful careers and lives of impact. Our vision is that the next generation of leaders will emerge from everywhere and be as diverse as our future demands. We are working towards one key outcome: Fellows graduate from college and secure a full-time job worthy of their Bachelor's degree or enroll full-time in graduate school.

Braven supports untapped students from college to career by partnering directly with universities and employers to offer a two-part experience that begins with a credit-bearing course followed by a post-course experience that lasts through graduation. Fellows emerge from Braven with the skills, confidence, experiences and networks they need to get a strong first job.

1. The Accelerator Course: The course is a hybrid online and in-person career-acceleration experience that students take for credit during their sophomore or junior year. Fellows complete weekly online modules and assignments to develop in five professional competencies: operating and managing, problem solving, working in teams, networking and communicating, and self-driven leading. Volunteer professionals from local employers, called Leadership Coaches, facilitate the in-person time and lead teams of 5-8 Fellows through weekly Learning Labs, sharing real-world application and feedback.

2. The Post-Course Experience: Post-Accelerator Fellows receive additional opportunities to develop leadership and career-readiness skills, engage in an enduring professional network, and stay on track to securing strong internships and jobs through 1) 1:1 on professional mentoring delivered by professionals who Braven recruits, 2) networking events, career panels, and job skills sessions run by a campus club led by Post-Accelerator Fellows, and 3) talent matching facilitated by Braven.

3. Employer & University Partnerships: Across the entire Braven experience, partnerships with employers play a key role. For employers, these partnerships offer access to rising diverse talent and enable them to provide employees with meaningful employee engagement experiences. And, for Fellows, these partnerships provide exposure to the workplace and access to a pool of strong internships and jobs.

We currently partner with Rutgers University-Newark (RU-N) and San José State University (SJSU) and a National Louis University (NLU) in Chicago and CUNY's Lehman College. To date we have supported over 1800 Fellows and Post-Accelerator Fellows and saw strong outcomes in strong first jobs, internship attainment and college persistence.

As mentioned above, we are working towards one key outcome: Fellows graduate from college and secure a full-time job worthy of their Bachelor's degree or enroll full-time in graduate school. We also measure our progress with key indicators on the pathway to that strong first job. For 2019 graduates, 71% had secured a strong first job or enrolled in graduate school with 6 months of graduation, outpacing their peers by 22 percentage points. (The national average for African-American and Latinx students at public universities is 49%; the national average for all students is 56%). Two key indicators on the path to strong first jobs are college persistence and internship attainment. Braven Fellows are also seeing strong results on these two metrics. Nationally, only 6 in 10 young people who start college finish within 6 years. 95% of our Fellows, who typically join us during sophomore or junior year, are persisting in or had graduated college. Internships serve as critical proof points of experience and open professional doors. Compared with peers nationally, Braven college graduates were more likely to have at least one internship during college. 73% of Braven college graduates had at least one internship during college. This is compared to 49% of all first -generation graduating seniors at large state schools.

In addition to the strong jobs, persistence, and internship outcomes that we shared earlier, we have also grown from 17 Fellows in the 2013-2014 school year to a network of over 1800 Fellows to date. Additionally, an exploratory study from Harvard found that Braven cohorts experienced statistically significant growth in the closeness of both friendship and advice networks. Social networks provide critical connections and important sources of professional and emotional advice. Too often students from low-income backgrounds don't have the same access to social capital as their wealthier peers. This study also found that Braven Fellows saw statistically significant growth in 5 key soft skills: job search self-efficacy, career self-efficacy, grit, sense of social and academic fit, and growth mindset.

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Financials

Braven

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Operations

The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

No

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

No

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

No

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

No

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

No

Organizational Demographics

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 02/04/2020

Leadership

The organization's leader identifies as:

Race & Ethnicity
Black/African American/African
Gender Identity
Female

Race & Ethnicity

No data

Gender Identity

No data

Sexual Orientation

No data

Disability

No data