Braven

Put Education to Work

Chicago, IL   |  www.bebraven.org

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 info

2014

Founder & CEO

Aimée Eubanks Davis

Main address

100 N. LaSalle Street Suite 310

Chicago, IL 60602 USA

Show more contact info

Formerly known as

Beyond Z

EIN

46-4340594

NTEE code info

Youth Development Programs (O50)

IRS filing requirement

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

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Communication

Blog

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

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

SOURCE: Self-reported by organization

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

Braven - Bay Area

In 2014, Braven launched its founding site in the Bay Area with partners across the region to ensure that all local talent thrives.

With shared desire to innovate for student success, San José State University (SJSU) became Braven’s founding university partner in 2014. Together Braven and SJSU have successfully empowered 600+ SJSU students toward graduation and career success, and in 2017 we signed a 5-year partnership agreement to ensure the work continues. We plan to serve 250 new Fellows during the 2017-2018 school year.

The Bay Area is home to the second highest concentration of Fortune 500 companies, many of which are looking for ways to impact their community, build their employees’ leadership skills, and create more diverse and inclusive workplaces.

Braven offers these local companies opportunities to do all three while also gaining access to rising talent. To date, partnerships in various capacities with LinkedIn, Teach For America, Google, Facebook, Schwab, Yahoo!, and Salesforce have empowered talent of all levels towards strong careers and lives of impact.

Population(s) Served

With a bold vision, strong leadership, and deep community engagement, Newark is working towards a strong economic future for all residents. Joining Newark in 2015, Braven is proud to be a partner in this community-wide effort.

Chancellor Nancy Cantor and her team at Rutgers University – Newark have partnered with Braven since Fall 2015, and, to date, Braven has served over 280 Rutgers – Newark students. Braven Fellows receive 2 elective credits for taking the Accelerator course. In the 2016-2017 school year, 91% of Braven Fellows identified as people of color and 69% were first-generation college students.

Population(s) Served

Braven launched in Chicago, our Founder Aimée’s hometown, in 2018 and is working with partners across the city to ensure that all local talent thrives.

We are embarking on a founding partnership with National Louis University’s Harrison Professional Pathways Program and will become a systemic career-acceleration approach for all sophomores. National Louis University’s forward thinking leadership and commitment to better preparing underrepresented students for careers make it an ideal founding partner. Students earn their Bachelor’s for $40,000 and choose one of six career pathways. The student body is 95% people of color and 85% Pell Grant eligible.

Population(s) Served

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of participants engaged in programs

This metric is no longer tracked.
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.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

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.

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.

Financials

Braven
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Braven

Board of directors
as of 5/19/2020
SOURCE: Self-reported by organization
Board chair

Richard Barth

KIPP Foundation

Richard Braddock

Priceline/FreshDirect

Phillip Clay

Massachusetts Institute of Technology

Susan Dunn

Jen Holleran

Startup:Education

Stephanie Khurana

Draper Richards Kaplan

Liz Thompson

Cleveland Avenue Foundation for Education

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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 and 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

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

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
Black/African American/African
Gender identity
Female

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data