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Youth Empowerment & Employment Hub (YEEH)
 

Primary Theme: Public Policy & Advocacy 

 

Secondary Themes: Equity, Diversity & Inclusion (EDI); Program Evaluation & Impact; Financial Management; Community Engagement 

 

Geographic Focus: State (Alabama) 

 

Summary: The Youth Empowerment & Employment Hub (YEEH) is a comprehensive, community-based initiative designed to replace youth incarceration with employment, mentorship, and family support. Developed by B22 PARK, INC., the program offers a cost-effective and socially responsible alternative to Alabama’s current juvenile justice system, with the potential to transform public safety and economic outcomes statewide. 

 

Key Data Points: Alabama spends over $160,000 annually to incarcerate a single youth, while YEEH costs less than $60,000 per youth per year. The program is projected to create over 3,000 youth jobs and 800 adult jobs, with a return on investment of $4–$5 for every dollar spent. Additionally, the initiative could save the state $22.95 million annually through welfare reallocation and generate nearly $10 million in youth tax revenue. 

 

Policy Relevance: YEEH supports legislative amendments to Alabama Codes Titles 25 and 44 to expand youth employment eligibility and formally recognize community-based employment hubs as alternatives to detention. The proposal includes a $320 million pilot investment and a phased rollout across nine counties, with the goal of statewide and national replication. 

 

Author(s) / Organization: Shamirah D. Ross-Gowdy, B22 PARK, INC. 

(1) EXECUTIVE SUMMARY 

The Youth Empowerment & Employment Hub (YEEH), headquartered and housed within the DaVille Community Center, is a transformative, community-based initiative designed to address the root causes of youth incarceration and economic instability. Targeting youth aged 14–18, YEEH aims to create over 3,000 meaningful youth employment opportunities statewide while integrating mentorship, education, and family support to foster long-term success.  

 

YEEH is not just a workforce development program — it is a strategic investment in youth potential and a cost-effective alternative to juvenile incarceration. While Alabama spends over $160,000 annually to incarcerate a single youth, YEEH offers a holistic, community-rooted solution for less than $60,000 per youth per year. This model not only saves taxpayer dollars, but also strengthens families, schools, and neighborhoods.  

 

Rooted in the philosophy that “it takes a village,” the DaVille Community Center provides wraparound services including tutoring, health and wellness programs, sustainable food systems, and an emergency shelter. Every adult staff member serves as a mentor, and every youth is encouraged to mentor a peer, creating a culture of mutual accountability and leadership. 

 

Innovative features include: 

  • The Responsible Parent Initiative, which provides stipends to parents of employed youth, reduces reliance on public assistance. 

  • The Academic Intervention School-Based Stipends, which reward schools for student employment and reinforce academic engagement. 

  • Data-Driven Forecasting, using juvenile court and school data in multiple counties to identify at-risk youth and allocate job opportunities accordingly. 

 

YEEH aligns with state workforce development goals, supports public safety, and promotes racial and economic equity. It is designed to be scalable, sustainable, and replicable across Alabama and beyond. With strong community partnerships, legal alignment, and a robust evaluation framework, YEEH is positioned to become a national model for youth development and justice reform. This program is designed to be constructed in multiple counties, while headquartered in Montgomery, Alabama. By investing in YEEH, Alabama can reduce incarceration, increase employment, and build a stronger, safer future — one youth at a time. 

 

(1.1) Key Stats: 

  • Up to $100,000 saved per youth annually 

  • 3,000+ youth and 800+ adult jobs created statewide 

  • 70% of incarcerated youth held for nonviolent offenses 

  • 50% reductions in juvenile court referrals  

  • 9x more impact from employment vs. incarceration 

  • $4–$5 ROI for every $1 invested 

Executive Summary

(2) STATEMENT OF NEED 

In Alabama, over 70% of incarcerated youth are held for nonviolent offenses — many of which could be addressed through community-based interventions like YEEH. Montgomery, Alabama (in addition to like counties), stands at a crossroads. As juvenile crime rates fluctuate (yet, showing a decline trend), the state continues to invest in incarceration over intervention — spending over $160,000 per year ($120,000, if private) to confine a single youth, while allocating only a fraction of that amount to education or community-based programs. This disparity reflects a systemic bias: a preference for punishment over prevention, and confinement over empowerment. Today, youth incarceration has also evolved into a lucrative business venture in Alabama. For-profit youth detention facilities have been repeatedly exposed for rampant abuse (while cutting corners to maximize financial profit) from excessive solitary confinement, physical and sexual abuse, and educational disruption – all contributing to recidivism.  

 

The Youth Empowerment & Employment Hub (YEEH) at the DaVille Community Center directly addresses this imbalance. By offering job training, mentorship, and structured employment to youth aged 14–18, YEEH provides a cost-effective, evidence-based alternative to incarceration. While it costs $20,075 annually to support a youth in an average community program, the state spends nearly eight times more to incarcerate them — often with devastating long-term consequences. 

 

Montgomery, just like other Alabama counties, faces high youth unemployment, underfunded schools, and limited access to after-school programs. In July 2024, Black youth unemployment reached 15.6%, nearly double the national average. Many teens lack access to first-job opportunities, which are critical for building work ethic, confidence, and career readiness. Employers increasingly seek job-ready youths, yet few programs offer both employment and soft skills training. YEEH fills this gap. 

 

The consequences of inaction are stark: 

  • Black students are 2.2× more likely to be arrested at school. 

  • Students with disabilities are 2× more likely to be suspended. 

  • Over 1.7 million students attend schools with police but no counselors. 

  • Youth crime peaks during after-school hours — when structured programs are most needed. 

  • Alabama has the 8th-highest youth incarceration rate in the U.S. 

  • 346 youths per 100,000 are incarcerated in Alabama—more than double the national average of 145. 

  • 70% of incarcerated youth in Alabama are held for nonviolent offenses, including truancy and minor drug possession. 

 

Beyond employment, the DaVille Community Center addresses broader community needs: 

  • Educational support: Low-income students are 2.5× more likely to drop out. Tutoring and homework help can improve academic performance by up to 20%. 

  • Daycare and aftercare: With annual costs exceeding $11,000 per child, 70% of parents struggle to find affordable childcare. 

  • Sustainable food access: 1 in 6 children in the U.S. live in food-insecure households. 

  • Emergency shelter: Family homelessness rose 16% between 2022 and 2023. 

 

Community centers like DaVille have been shown to: 

  • Reduce juvenile crime by up to 20%. 

  • Increase local engagement by 50%. 

  • Youth who are employed during high school are more likely to graduate, pursue higher education, and earn 20% more over their lifetime. 

  • Every \$1 invested in youth employment programs yields \$4–\$5 in long-term economic returns through reduced crime, increased tax revenue, and lower public assistance costs. 

 

By investing in YEEH and the DaVille Community Center, we are not merely creating jobs — we are rebuilding pathways to opportunity, restoring community trust, and redefining what it means to invest in our youth. This is not charity — it’s smart policy, grounded in data, driven by equity, and built for lasting impact.  

 

This stark contrast highlights the potential for nearly 9 times more impact when investing in youth employment over incarceration. If we can keep all of our employed youth out of prison, we are not just transforming lives — we are protecting a powerful return on investment for the state of Alabama. Every youth who stays employed and out of the justice system saves the state approximately $160,000 per year in incarceration costs. Multiply that by hundreds of youths, and the savings are in the millions. By continuing to fund youth employment programs, the state ensures: 

 

  • Lower crime rates through structured, supervised engagement 

  • Higher tax contributions from working youth 

  • Reduced dependency on public assistance 

  • Stronger families and communities 

 

This is not a one-time benefit — it’s a sustainable model. If we demonstrate that youth employment keeps young people out of prison, then the same funds that would have gone to incarceration can be reinvested annually into jobs, education, and community development. In short: if we keep our youth working, we keep our communities safer and our budgets smarter. Let’s make this a permanent part of Alabama’s future, setting a precedent for every other state. By doing so, we're doing good by our youths, rather than plotting against a fair chance at a future.  

 

(2.1) A Call for Moral and Legislative Consistency 

Alabama must confront a troubling contradiction in its current legal framework: the state permits the incarceration of children as young as 11 years old, yet restricts their access to meaningful employment and personal development opportunities. This disparity reflects a deeper systemic issue where punitive measures are prioritized over proactive investment in youth potential. 

 

If a child can be deemed old enough to be confined behind bars, surely, they are old enough to be guided, mentored, and empowered through structured employment and enrichment programs. The Youth Empowerment & Employment Hub (YEEH) offers a humane, cost-effective, and socially responsible alternative—one that uplifts rather than punishes and prepares rather than confines.  

 

It is time for Alabama to align its policies with its values by choosing opportunity over incarceration, and by recognizing that early investment in youth is not only just, but essential to the future of our communities. 

Statement of Need

(3) FORMAL POLICY ALTERNATIVES 

To evaluate the effectiveness of the Youth Empowerment & Employment Hub (YEEH), it is important to compare it with other common policy approaches:  

 

(3.1) Traditional Juvenile Detention  

Pros: Immediate removal from harmful environments.  

Cons: High cost (~$160,000/year), high recidivism, long-term negative outcomes.  

 

(3.2) School-Based Diversion Programs  

Pros: Keeps youth in school, reduces school-to-prison pipeline.  

Cons: Limited to school infractions, lacks employment or family support.  

 

(3.3) Job Corps-Style Programs  

Pros: Vocational training and education.  

Cons: Residential model not suitable for all; limited wraparound services.  

 

(3.4) Community Service Programs  

Pros: Encourages civic responsibility, low cost.  

Cons: Lacks structure, mentorship, or long-term impact.  

 

(3.5) Restorative Justice Programs  

Pros: Focus on healing and accountability.  

Cons: Not scalable for all offenses; requires community buy-in.  

 

Why YEEH is Superior: YEEH integrates employment, mentorship, education, and family support—offering a scalable, cost-effective, and community-rooted solution with measurable outcomes. 

Formal Policy Alternatives

(4) S.W.O.T. ANALYSIS 

The YEEH initiative is grounded in a holistic youth development model that integrates employment, education, mentorship, and wellness, offering a cost-effective alternative to juvenile incarceration with a strong return on investment. Its community-centered approach, inspired by the “it takes a village” philosophy, provides wraparound services and targets underserved populations, including Black, Hispanic, disabled, and low-income youth. Backed by data and aligned with state and national priorities, YEEH presents a scalable model with potential for replication. However, it faces challenges such as high startup costs, operational complexity, and dependence on sustained funding. Community buy-in and political support are essential, as skepticism and resistance to reform may arise. Despite these risks, YEEH has significant opportunities through policy alignment, grant funding, public-private partnerships, and positive media engagement. Opportunities also include leveraging federal workforce development grants, expanding into rural areas with limited youth services, and integrating with school-based career pathways. Success will depend on strong coordination, clear mission adherence, and robust evaluation to withstand scrutiny and ensure long-term impact.  

 

(4.1) Integrating Court System Activity into Youth Incarceration Forecasting 

In addition to leveraging school records that highlight technical violations—such as chronic absenteeism, behavioral infractions, or academic disengagement—the Youth Empowerment & Employment Hub (YEEH) will incorporate historical and real-time data from Alabama’s juvenile court system. This includes arrest records, court referrals, adjudication outcomes, and sentencing decisions. By analyzing these data points, YEEH will identify patterns and trends in juvenile justice involvement across different regions and demographics. 

 

Rather than using this information solely to forecast future occupancy in juvenile detention centers, YEEH will repurpose these insights to proactively determine the number of targeted employment opportunities that should be made available to “at-risk” youth in surrounding communities. This approach transforms reactive incarceration forecasting into a preventive workforce planning model, ensuring that youth most vulnerable to justice system involvement are prioritized for intervention through meaningful employment, mentorship, and educational support. 

 

This data-informed strategy allows YEEH to: 

  • Map high-risk zones based on court activity and school data. 

  • Allocate job placements strategically to areas with the highest need. 

  • Track the impact of employment and mentorship on reducing court involvement. 

  • Support policy advocacy by demonstrating the cost savings and social benefits of early intervention over incarceration. 

 

By aligning juvenile justice data with community-based workforce development, YEEH not only addresses the symptoms of youth incarceration but also tackles its root causes—offering a scalable, data-driven model for statewide reform. YEEH will also collaborate with local juvenile courts and school districts to establish data-sharing agreements that ensure timely access to relevant youth data while maintaining privacy and compliance with FERPA and HIPAA.  

SWOT Analysis

(5) RELEVANT LEGAL FOUNDATIONS 

YEEH will work with legal advisors to ensure compliance with all applicable labor and youth protection laws, and to advocate for policy changes that support youth employment innovation.  

 

1. Alabama Code Title 44 – Youth Services 

  • Section 44-1-1 et seq. establishes the Department of Youth Services (DYS), which is responsible for the care, education, and rehabilitation of youth involved in the juvenile justice system. 

  • Policy Implication: YEEH aligns with DYS’s mission by offering a preventative, community-based alternative to incarceration and supports rehabilitation through employment and mentorship. 

2. Alabama Administrative Code – Chapter 950-1-4 

  • This chapter outlines the licensing and operational standards for youth services programs under the Department of Youth Services. 

  • Policy Implication: YEEH may need to be licensed or registered under these provisions if it provides housing, counseling, or other regulated services. Amendments may be required to expand eligibility to community-based employment hubs. 

3. Alabama Code Title 25 – Industrial Relations and Labor 

  • Section 25-8-33: Regulates the employment of minors, including permissible hours and types of work. 

  • Section 25-8-35: Lists prohibited occupations for minors under 18. 

  • Policy Implication: YEEH must ensure all employment tracks comply with these labor laws. Amendments may be proposed to expand allowable work experiences under supervised, educational programs like YEEH. 

4. Alabama Code Title 16 – Education 

  • Section 16-1-24.3: Encourages alternative education programs and partnerships with community organizations to reduce dropout rates. 

  • Policy Implication: YEEH supports this statute by integrating school-based stipends and academic support, reinforcing the connection between education and employment. 

 
(5.1) Recommended Amendments 

To fully implement YEEH, the following legislative or regulatory changes may be proposed: 

  • Amend Title 25-8 to: 

  • Allow expanded work-based learning for youth aged 14–18 under certified mentorship programs. 

  • Create a “Youth Workforce Innovation” exemption for programs like YEEH that meet educational and safety standards. 

  • Amend Title 44 to: 

  • Recognize community-based employment hubs as valid alternatives to detention or probation. 

  • Allocate funding from juvenile justice budgets to support preventative programs like YEEH. 

  • Amend Administrative Code Chapter 950-1-4 to: 

  • Include licensing provisions for hybrid youth development centers that offer employment, education, and emergency services. 

 

(5.2) Legal and Regulatory Barriers  

Con: Current Alabama labor laws restrict youth employment hours and types of work, which may limit program flexibility.  

 

Solution:  

YEEH will advocate for targeted amendments to Alabama Code Title 25-8 to create a ‘Youth Workforce Innovation’ exemption. This would allow certified mentorship programs to offer expanded work-based learning opportunities for youth aged 14–18, while maintaining safety and educational standards. 

 

(5.3) Comparative Analysis: YEEH vs. Existing Youth Programs in Alabama   

(5.3.1) WIOA Youth Programs (Workforce Innovation and Opportunity Act – Alabama)  

Similarities:  

  • Serves youth aged 14–24, including those with disabilities and barriers to employment.  

  • Offers work-based learning, occupational skills training, and career pathway development.  

  • Focuses on educational attainment and employment readiness.  

Differences:  

  • WIOA is federally funded and administered through Local Workforce Development Boards.  

  • Does not include wraparound services like emergency shelter, daycare, or family stipends.  

  • Lacks a justice reform component—not specifically designed to reduce incarceration or recidivism.  

  • No parental engagement or stipend model like YEEH’s Responsible Parent Program.  

  
(5.3.2) Juvenile Diversion Programs (Alabama Juvenile Justice Reform Initiatives)  

Similarities:  

  • Aims to reduce youth incarceration by offering alternatives to detention.  

  • Uses risk assessment tools to divert low-risk youth into community-based programs.  

  • Emphasizes rehabilitation over punishment.  

Differences:  

  • Primarily court-driven and reactive—youth must already be involved in the justice system.  

  • Does not include employment or workforce development as a core component.  

  • No structured mentorship, academic stipends, or family support services.  

  • Lacks a scalable statewide model like YEEH’s phased expansion plan.  

  

(5.3.3) Only Young Once Report (SPLC) – Policy Recommendations  

Similarities:  

  • Advocates for community-based alternatives to incarceration.  

  • Highlights the need for racial equity, education access, and economic opportunity.  

  • Supports data-driven reform and youth-centered policy.  

Differences:  

  • Not a program, but a policy framework and advocacy report.  

  • Does not implement services directly—YEEH is a hands-on operational model.  

  • SPLC’s recommendations are broader and not tied to a specific facility or employment hub.  

  

(5.3.4) DYS Diversion Grant Program  

Similarities:  

  • Aims to reduce youth incarceration through community-based alternatives.  

  • Supports local programs that serve at-risk youth.  

  • Encourages early intervention and rehabilitation.  

Differences:  

  • Primarily focused on diversion from detention—not employment or economic mobility.  

  • No structured employment, mentorship, or family stipend model.  

  • Funding is distributed to existing programs, not a unified statewide model like YEEH.  

  

(5.3.5) Juvenile Justice Title II Part B Formula Grant Program  

Similarities:  

  • Supports delinquency prevention and intervention.  

  • Encourages community-based alternatives to incarceration.  

  • Addresses racial and ethnic disparities in the justice system.  

Differences:  

  • Grant-based funding mechanism—not a direct service provider.  

  • No employment or workforce development component.  

  • No centralized hub model or wraparound services.  

  
(5.3.6) Alabama YouthBuild Programs  

Similarities:  

  • Provides job training, education, and leadership development for youth aged 16–24.  

  • Focuses on construction and skilled trades.  

  • Includes mentorship and community service.  

Differences:  

  • Limited to specific industries (e.g., construction).  

  • No justice diversion or family support components.  

  • Smaller scale and not integrated with state juvenile justice systems.  

  
(5.3.7) Alabama REACH (Raising Expectations, Access, and Community Help)  

Similarities:  

  • Supports youth from foster care or at-risk backgrounds.  

  • Offers academic support, mentoring, and life skills training.  

  • Focuses on long-term success and stability.  

Differences:  

  • Primarily for college-aged youth (18+).  

  • Not focused on employment hubs or justice diversion.  

  • University-based rather than community-based. 

 

(5.3.8) YouthBuild (U.S. Department of Labor)  

Similarities:  

  • Offers paid work experience and job training.  

  • Includes mentorship and life skills development.  

  • Targets disconnected youth, including those with justice involvement.  

Differences:  

  • Primarily focused on construction and skilled trades.  

  • Does not include wraparound services like daycare or emergency shelter.  

  • No parental stipend or school-based academic incentives like YEEH.  
     

(5.3.9) Reentry Employment Opportunities (REO) Program  

Similarities:  

  • Serves justice-involved youth and young adults.  

  • Provides job readiness training, career pathways, and supportive services.  

  • Focuses on reducing recidivism through employment.  

Differences:  

  • Targets older youth and adults (16+), not specifically high school-aged teens.  

  • No centralized community hub model.  

  • Lacks family engagement or school integration components.  
     

(5.3.10) Workforce Pathways for Youth  

Similarities:  

  • Supports career exploration, work-based learning, and soft skills training.  

  • Focuses on underserved youth and equity in workforce access.  

Differences:  

  • Delivered through national nonprofits, not local community centers.  

  • No justice reform or diversion focus.  

  • Does not include housing, food, or daycare services.  

  

(5.3.11) Annie E. Casey Foundation Workforce Development Models  

Similarities:  

  • Emphasizes trauma-informed care, mentorship, and paid internships.  

  • Prioritizes racial equity and community-based support.  

  • Offers job coaching and career planning.  

Differences:  

  • Not a single program—more of a framework or set of best practices.  

  • No statewide expansion model or policy advocacy like YEEH.  

  • Typically lacks school-based stipends or parental support programs.  

  

(5.3.12) National Youth Employment Coalition (NYEC) – Justice-Impacted Youth Initiative   

Similarities:  

  • Works to connect courts and workforce programs.  

  • Focuses on justice-impacted youth and employment outcomes.  

  • Promotes cross-sector collaboration.  

Differences:  

  • Operates as a policy and technical assistance network, not a direct service provider.  

  • No centralized employment hub or wraparound services.  

  • Does not offer stipends, daycare, or housing. 

Relevant Legal Foundations

(6) IMPLEMENTATION PLAN 

Each phase will include a formal evaluation checkpoint to assess progress, identify risks, and adjust timelines or strategies as needed.  

 

(6.1) Phase 1: Planning & Feasibility (Months 1–3) 

This initial phase focuses on laying a strong foundation through a comprehensive community needs assessment, including surveys, focus groups, and stakeholder interviews. A governance structure is established by forming a board of directors and advisory committees. Simultaneously, the team secures initial funding through grants, donations, and public-private partnerships. Site selection and zoning reviews are conducted to identify suitable locations that comply with regulations for mixed-use community facilities. 

 

Focus: Site selection, governance, funding, and zoning. 

  • Permits & Licenses: 

  • Business License – Required to legally operate in Montgomery. 

  • Zoning Approval – Part of the site selection and compliance process. 

  • Preliminary Building & Occupancy Review – Early-stage feasibility review. 

  • Insurance Planning: 

  • Begin planning for General Liability, Property Insurance, and Directors & Officers (D&O) Insurance for board protection. 

 

(6.1.1) High Initial Costs and Funding Uncertainty  

Con: The proposal requires significant upfront investment (facility build-out, staffing, stipends, etc.), which may deter legislative or private funders.  

 

Solution:  

To ensure fiscal responsibility and minimize risk, YEEH will launch as a phased pilot program in select counties. This approach allows for real-time evaluation and refinement before statewide expansion. Funding will be diversified through public-private partnerships, philanthropic grants, and alignment with federal programs such as WIOA and Title II, reducing reliance on state appropriations. 

 

(6.2) Phase 2: Design & Licensing (Months 4–6) 

During this phase, architectural and engineering teams design the facility to accommodate employment hubs, classrooms, daycare, and shelter spaces. The organization obtains all necessary licenses and permits to operate legally and safely. Community engagement intensifies through town halls and information sessions, ensuring transparency, gathering feedback, and building local support for the project. 

 

Focus: Facility design, community engagement, and legal compliance. 

  • Permits & Licenses: 

  • Building & Occupancy Permits – Required for construction and renovation. 

  • Child Labor Certificates (Class I & II) – Apply in advance for youth employment. 

  • Youth Program License – Begin application with the Alabama Department of Youth Services. 

  • Child Care Facility License – Submit an application to the Alabama Department of Human Resources. 

  • Food Service Permit – Apply if food is served on-site. 

  • Insurance: 

  • Finalize Property Insurance and Workers’ Compensation Insurance. 

  • Secure Professional Liability Insurance for educators and counselors. 

 

(6.3) Phase 3: Construction & Staffing (Months 7–12) 

Construction or renovation of the selected site begins, led by hired contractors. Concurrently, recruitment efforts focus on hiring key staff, including program directors, youth mentors, educators, counselors, and administrative personnel. Program models and curricula are developed to support employment training, mentorship, academic enrichment, and wellness services. 

 

Focus: Facility build-out, hiring, and program development. 

  • Permits & Licenses: 

  • Emergency Shelter Certification – If overnight shelter is included, apply through HUD/local housing authority. 

  • Finalize all pending licenses from Phase 2. 

  • Insurance: 

  • Activate Automobile Insurance if transportation services begin. 

  • Implement Abuse and Molestation Coverage for youth safety. 

  • Ensure all staff are covered under Workers’ Compensation and Professional Liability. 

 

(6.4) Phase 4: Pilot Launch (Months 13–15) 

A soft launch introduces core programs to an initial group of 100–200 youth participants. This pilot phase emphasizes real-time monitoring and evaluation, collecting data on participation, satisfaction, and early outcomes. Feedback is used to refine and adjust programs before scaling up. 

 

Focus: Soft launch of programs, evaluation, and adjustments. 

  • Compliance Check: 

  • Confirm all licenses and permits are active and in good standing. 

  • Conduct internal audits to ensure insurance coverage and safety protocols are fully implemented. 

 

(6.5) Phase 5: Full Launch & Expansion (Months 16–24) 

The initiative scales to full capacity, serving over 3,000 youth and launching additional services such as daycare, emergency shelter, and food programs. Continuous evaluation and reporting ensure accountability and guide to strategic adjustments. Impact reports are published to demonstrate success and inform future expansion efforts. 

 

Focus: Full-scale operations, service expansion, and impact reporting. 

  • Ongoing Compliance: 

  • Maintain and renew all licenses and permits as required. 

  • Conduct annual insurance reviews and risk assessments. 

  • Prepare for inspections and audits from regulatory bodies. 

 

(6.6) Operational Complexity and Staffing Challenges  

Con: Coordinating employment, education, mentorship, and wraparound services across multiple counties is logistically demanding.  

 

Solution:  

To manage operational complexity, YEEH will implement a centralized data system and establish local implementation teams in each pilot county. Graduates of the program will be recruited into mentorship and staff roles, creating a sustainable pipeline of experienced, mission-aligned personnel. 

 
(6.7) Operational Model 

  • Youth Shifts: Part-time, after school, weekends, summer. (1,288×13.975=17,999.8≈18,000).  

  • Work Hour Restrictions 

During school sessions: 

  • Max 3 hours on a school day 

  • Max 18 hours per week 

  • No work during school hours (8 AM–3 PM) 

  • Only between 7 AM and 7 PM 

  • Will offer after-school transportation services, if needed. YEEH will also explore partnerships with local transportation providers to ensure youth can safely commute to and from work. 

During summer or school breaks: 

  • Max 8 hours per day 

  • Max 40 hours per week 

  • Work allowed between 7 AM and 9 PM 

  • Mentorship: Led by adult professionals or volunteers 

  • Compensation: Stipends, hourly wages, or internship credits 

  • Education: Workshops on entrepreneurship, resume building, and financial literacy 

 

(6.8) Short-Term Goals (0–2 Years) 

Establish Core Infrastructure 

  • Complete construction or renovation of the DaVille Community Center. 

  • Secure all necessary licenses, permits, and insurance. 

Launch Pilot Programs 

  • Employ 100–200 youth in initial sectors (e.g., hydroponics, car wash, salon). 

  • Begin offering tutoring, daycare, and food access services. 

Build Strategic Partnerships 

  • Formalize collaborations with local schools, businesses, and nonprofits. 

  • Secure multi-year funding commitments from public and private sources. 

Develop Monitoring & Evaluation Systems 

  • Implement data collection tools and feedback loops for continuous improvement. 

Community Engagement 

  • Host regular forums and events to build trust and visibility. 

 

(6.9) Long-Term Goals (3–10 Years) 

Scale Youth Employment 

  • Expand to serve over 8,000 youth annually across multiple industries. 

  • Develop apprenticeship and certification pathways. 

Achieve Financial Sustainability 

  • Establish an endowment and generate 30–50% of operating revenue through earned income. 

Expand Services 

  • Add mental health counseling, college prep, and housing support. 

  • Increase capacity for daycare and emergency shelter. 

Policy Influence 

  • Become a model for youth development and justice reform in Alabama and beyond. 

  • Advocate for systemic changes in education, employment, and juvenile justice. 

Replication 

  • Document and replicate the model in other cities facing similar challenges. 

 

By Year 5, YEEH aims to have a 90% youth employment retention rate and a 50% reduction in juvenile court referrals among participants.  

Implementation Plan

(7) COMPREHENSIVE BENEFITS 

Here’s a comprehensive list of benefits tailored to each key stakeholder group — government, city, families, and schools—to demonstrate why the Youth Empowerment & Employment Hub (YEEH) and DaVille Community Center are worth implementing. These benefits are not theoretical—they are supported by decades of research on youth development, economic mobility, and public safety outcomes. 

 

(7.1) Economic Benefits  

(7.1.1) For Government (State & Local)  

  • Reduces juvenile incarceration costs (saves up to \$100,000+ per youth annually).  

  • Increases tax revenue from youth employment.  

  • Reduces reliance on public assistance programs.  

  • Demonstrates effective use of public funds.  

  • Attracts federal and philanthropic grants.  

  • Improves long-term economic productivity.  

  • Reduces emergency healthcare costs through preventive care.  

  • Provides measurable outcomes for policy evaluation.  

  

(7.1.2) For the City of Montgomery  

  • Attracts new businesses and investors.  

  • Increases property values near the center.  

  • Creates local jobs in education, counseling, and operations.  

  • Promotes environmental sustainability through urban agriculture.  

  • Encourages innovation in public-private partnerships.  

  • Helps retain young talent in the city.  

  • Builds resilience against future social and economic challenges.  

  

(7.1.3) Additional Economic & Cost-Saving Benefits  

  • Lowers public spending on welfare (SNAP, WIC, TANF) through stipends and employment.  

  • Decreases property damage and theft by reducing youth crime.  

  • Saves money on school disciplinary actions by reducing suspensions and expulsions.  

  • Reduces costs of police response and court processing for youth-related offenses.  

  • Minimizes vandalism and loitering during peak after-school hours.  

  • Lowers insurance claims related to youth-related property damage.  

  • Reduces costs of homelessness services through emergency shelter and family support.  

 

(7.2) Tax Credit Incentive for Resident Contributions  

To ensure the long-term sustainability and community ownership of the Youth Empowerment & Employment Hub (YEEH), we propose that the State of Alabama authorize a state income tax credit for residents who contribute financially to the program. This credit would mirror the structure of existing tax incentives, such as those under the Alabama Accountability Act, which already allow residents to claim credits for educational contributions.  

  

(7.2.1) Purpose  

This tax credit would:  

  • Encourage widespread community investment in youth development.  

  • Reduce the financial burden on the state by leveraging private contributions.  

  • Create a sustainable funding stream for YEEH’s employment, education, and family support services.  

 

(7.2.2) How It Works  

  • Residents who contribute to YEEH would be eligible to claim a state income tax credit equal to 50% of their total donation, up to a specified cap.  

  • The state would match each dollar donated with a \$1-for-\$1 public match, doubling the impact of every contribution.   

  

(7.2.3) Timing & Eligibility  

  • The credit would apply to contributions made during the current tax year.  

  • Donors would submit a Schedule EC (as required by the Alabama Department of Revenue) along with their state tax return to claim the credit.  

  • The credit would be non-refundable but carryforward-eligible for up to five years.  

  

(7.2.4) Accountability  

  • All contributions would be tracked and reported through an annual impact report.  

  • Donors would receive a formal acknowledgment letter and tax receipt.  

  • The program would be subject to annual audits and oversight by the Alabama Department of Revenue.   

  

By allowing residents to claim this credit, Alabama would not only empower its citizens to invest directly in the future of their communities—it would also set a precedent for fiscally responsible, community-driven justice reform.  

 

(7.3) Welfare Reallocation Statement 

Through this program, a youth’s parent will receive a stipend to be paid when youths are paid their wages. To ensure that public resources are directed to those in greatest need, families whose youth are employed through the Youth Empowerment & Employment Hub (YEEH) will be required to pause their WIC, SNAP, and TANF benefits during the period of their youth’s employment. YEEH will coordinate with the Alabama Department of Human Resources to ensure that benefit pauses are temporary, reversible, and do not jeopardize long-term eligibility while their child is showing as “employed” under our program. Since these families are receiving direct financial support through YEEH wages and services, this policy allows Alabama to reallocate welfare funds to more vulnerable households, enhancing the overall efficiency and equity of state assistance programs. 

 

(7.4) Welfare Benefit Pause May Harm Vulnerable Families  

Con: Temporarily pausing SNAP, WIC, and TANF benefits could unintentionally harm families who still face financial instability, even with stipends.  

 

Solution:  

To protect vulnerable families, YEEH will implement a needs-based exemption process for the temporary pause of SNAP, WIC, and TANF benefits. Transitional supports such as food vouchers and emergency assistance will be available to ensure no family experiences a net loss in stability. All pauses will be reversible and closely monitored in partnership with the Alabama Department of Human Resources. 

 

Based on current average monthly benefits in Alabama: 

  • SNAP: \$550/month per household 

  • WIC: \$150/month per household 

  • TANF: \$300/month per household 
     

If 3,000 youths are employed and their families pause these benefits for the duration of employment, the estimated annual savings to the state would be up to \$22,950,000 per year. These savings can be redirected to support other families in crisis, fund additional youth employment opportunities, or expand wraparound services across the state. 

 

These savings represent a strategic reallocation of public funds, allowing Alabama to:  

  • Support more families in urgent need  

  • Expand youth employment and training programs  

  • Invest in long-term economic development and crime prevention 
     

(7.5) Public & Community Benefits  

(7.5.1) For Government  

  • Lowers recidivism rates through early intervention.  

  • Aligns with state workforce development goals.  

  • Supports public health through wellness and nutrition programs.  

  • Enhances public safety by reducing youth crime.  

  • Promotes racial and economic equity.  

  • Reduces strain on the juvenile justice system.  

  • Encourages civic engagement and volunteerism.  

  • Builds public trust in government innovation.  

  • Strengthens inter-agency collaboration.  

  • Enhances Alabama’s national reputation for youth reform.  

  

(7.5.2) For the City of Montgomery  

  • Reduces youth unemployment and underemployment.  

  • Lowers crime rates, especially during after-school hours.  

  • Revitalizes underutilized urban spaces.  

  • Enhances community pride and cohesion.  

  • Reduces homelessness and food insecurity.  

  • Offers a safe space for youth and families.  

  • Increases civic participation and volunteerism.  

  • Strengthens local nonprofit and business ecosystems.  

  • Reduces demand on emergency services.  

  • Improves public transportation access to services.  

  • Enhances the city’s image as a youth-friendly community.  

  • Provides a hub for community events and engagement.  

  

(7.5.3) Public Safety & Crime Prevention  

  • Reduces recidivism by offering structured employment and mentorship.  

  • Decreases gang involvement by providing positive peer networks and role models.  

  • Lowers juvenile crime rates during high-risk hours (3–7 PM).  

  • Improves community-police relations through proactive youth engagement.  

  • Reduces school-to-prison pipeline by offering alternatives to suspension and arrest.  

  

(7.6) Safer Communities Through Employment, Not Incarceration 

The Youth Empowerment & Employment Hub (YEEH) is more than a workforce initiative—it is a public safety investment. By replacing punitive systems with proactive support, YEEH addresses the root causes of youth crime and builds safer, more resilient communities.  

  

(7.6.1) Reduced Recidivism  

Youth who are employed, mentored, and supported are significantly less likely to reoffend. YEEH’s structured employment model, combined with wraparound services, provides a clear path away from the justice system and toward long-term stability.  

  

(7.6.2) Lower Crime During After-School Hours  

Research shows that juvenile crime peaks between 3 PM and 7 PM—precisely when YEEH offers part-time jobs, tutoring, and mentorship. By engaging youth during these critical hours, YEEH reduces the likelihood of criminal activity and increases community safety.  

  

(7.6.2) Community Trust in Prevention Over Punishment  

Communities are calling for solutions that invest in youth rather than incarcerate them. YEEH restores public trust by demonstrating that prevention works—and that every dollar spent on youth employment is a dollar saved in future justice system costs.  

 

In short: safer streets, stronger families, and smarter spending. 
 

(7.7) Family & Educational Benefits  

(7.7.1) Benefits for Families  

  • Provides safe, structured environments for youth.  

  • Offers free or affordable daycare and aftercare.  

  • Reduces financial stress through youth earnings.  

  • Improves access to healthy food and nutrition education.  

  • Supports academic success through tutoring and homework help.  

  • Offers emergency shelter and crisis support.  

  • Builds youth confidence and life skills.  

  • Reduces risk of youth involvement in crime or gangs.  

  • Connects families to social services and resources.  

  • Encourages family engagement in education and career planning.  

  • Provides mental health and wellness support.  

  • Helps break cycles of poverty and incarceration.  

  • Offers career pathways for both youth and parents.  

  • Reduces transportation burdens with centralized services.  

  • Builds a sense of community and belonging.  

  • Supports parents with job readiness and training.  

  • Improves family communication and relationships.  

  • Offers culturally responsive programming.  

  • Provides mentorship and positive role models.  

  • Increases long-term family stability and opportunity.  

  

(7.7.2) Benefits for Teen Parents  

  • Free On-Site Daycare  

  • Flexible Scheduling  

  • Parenting Workshops  

  • Mentorship from Other Young Parents  

  • Priority Access to Housing and Transportation Support  

  

(7.7.3) Benefits for Schools  

  • Reduces dropout rates through engagement and support.  

  • Improves student academic performance.  

  • Decreases behavioral issues and suspensions.  

  • Provides after-school enrichment and supervision.  

  • Offers tutoring and homework assistance.  

  • Supports students with disabilities and IEPs.  

  • Reduces absenteeism through wraparound services.  

  • Enhances school-community partnerships.  

  • Provides career exploration and job readiness training.  

  • Offers internships and work-based learning opportunities.  

  • Supports teachers with additional academic resources.  

  • Reduces school-to-prison pipeline effects.  

  • Improves student mental health and well-being.  

  • Encourages parent involvement in education.  

  • Provides nutrition and wellness education.  

  • Offers summer learning and employment programs.  

  • Builds leadership and civic engagement among students.  

  • Helps schools meet state performance benchmarks.  

  • Reduces pressure on school counselors and social workers.  

  • Creates a more equitable and supportive learning environment.  

  
(7.8) Empowering Teen Parents Through Support Services  

YEEH recognizes the unique challenges faced by teen parents and is committed to supporting their success through targeted services and accommodations. Teen parents enrolled in YEEH will receive:  

  • Free On-Site Daycare: Available during school hours and work shifts to ensure teen parents can attend classes or job placements without childcare barriers.  

  • Flexible Scheduling: Work and training hours will be adapted to accommodate parenting responsibilities.  

  • Parenting Workshops: Focused on early childhood development, time management, and balancing school, work, and parenting.  

  • Mentorship from Other Young Parents: Peer support and guidance from those with lived experiences.  

  • Priority Access to Housing and Transportation Support: For teen parents facing housing instability or lacking reliable transportation.  

 

These services are designed to reduce dropout rates, increase employment retention, and promote long-term family stability. By investing in teen parents, YEEH helps break cycles of poverty and empowers young families to thrive. 

 

(7.9) Responsible Parent Stipend Program  

The Responsible Parent Stipend Program is a cornerstone of YEEH’s holistic approach to youth and family empowerment. Recognizing that economic stability at home is essential to youth success, this initiative provides direct financial support to parents or guardians of youth employed through the Youth Empowerment & Employment Hub (YEEH).  

 

(7.9.1) Purpose  

The stipend is designed to:  

  • Reinforce the role of parents as active partners in their child’s development.  

  • Offset household expenses during the youth’s employment period.  

  • Reduce reliance on traditional welfare programs by offering a dignified, work-based alternative.  

 

(7.9.2) How It Works  

  • For every pay period a youth is employed through YEEH, their parent or legal guardian receives a stipend payment.  

  • The stipend is separate from the youth’s wages and is not deducted from or tied to the youth’s earnings.  

  • The amount is standardized and based on the youth’s participation tier (e.g., part-time, full-time, seasonal).  

 

(7.9.3) Payment Schedule  

  • Stipends are issued biweekly, aligned with the youth’s payroll cycle.  

  • Payments are made via direct deposit to the parent or guardian’s designated bank account or prepaid card.  

 

(7.9.4) Rules for Deposit  

  • Parents must complete a Responsible Parent Agreement, which outlines expectations for engagement, communication, and support.  

  • Only one parent or guardian may receive the stipend per youth, and they must be listed as the primary caregiver.  

  • Parents must attend monthly check-ins or workshops to remain eligible for continued payments.  

 

(7.9.5) Separation from Youth Wages  

  • Youth wages are deposited into a separate account or payment method under the youth’s name.  

  • The stipend is treated as a household support benefit, not as compensation for the youth’s labor.  

  • This separation ensures financial autonomy for the youth while supporting the family unit.  

 

(7.9.6) Impact  

This program not only strengthens family engagement but also allows the state to reallocate welfare funds more efficiently. By providing stipends in lieu of SNAP, WIC, or TANF during the youth’s employment, the state can redirect resources to families in greater need—while empowering working families to thrive independently. 

 

(7.10) Metrics for the Responsible Parent Stipend Program 

(7.10.1) Financial Stability & Welfare Reduction  

  • % of participating families who reduce or pause SNAP/WIC/TANF benefits  

  • Average monthly household income increase during youth employment  

  • Number of families transitioning off public assistance due to stipend support  

  • Annual state savings from paused welfare benefits (e.g., \$22.9M projection)  
     

(7.10.2) Parental Engagement  

  • Attendance rate at monthly check-ins or workshops  

  • % of parents completing the Responsible Parent Agreement  

  • Parent satisfaction scores (via quarterly surveys)  

  • Number of referrals to additional family support services  

  

(7.10.3) Youth Employment Retention  

  • Youth retention rate in employment programs when parent receives stipend  

  • Correlation between parental stipend participation and youth job performance  

  • Reduction in youth behavioral infractions or program dropouts  

  

(7.10.4) Program Integrity & Compliance  

  • % of stipends issued on time and without error  

  • Number of compliance issues or disputes related to stipend eligibility  

  • Audit results on stipend disbursement and separation from youth wages  

  

(7.10.5) Long-Term Outcomes  

  • % of families reporting improved financial planning or budgeting  

  • Follow-up employment or education rates for youth 6–12 months post-program  

  • Reduction in juvenile court involvement among youth whose parents received stipends 

 

(7.11) Family Engagement & Co-Parenting Support Program 

As part of YEEH’s holistic approach to youth development, the Family Engagement & Co-Parenting Support Program will be a cornerstone initiative within the Childcare & Education Division. Recognizing that many of our youth come from single-parent households, this program is designed to strengthen the family unit by fostering healthy, cooperative relationships between co-parents. 

 

This initiative will provide: 

  • Co-Parenting Workshops: Facilitated by trained professionals, these sessions will offer practical tools for effective communication, conflict resolution, and shared parenting responsibilities. 

  • Mediation & Counseling Services: Neutral, supportive environments will be available for parents to work through disagreements and develop child-centered parenting plans. 

  • Legal & Social Support Partnerships: Collaborations with local legal aid organizations and family therapists will ensure parents have access to resources for custody arrangements, visitation rights, and emotional support. 

  • Parent Resource Hub: A dedicated space within the facility will offer literature, digital tools, and referrals to community services that support family well-being. 

 

By investing in the family dynamics that shape our youth, this program not only enhances the effectiveness of YEEH’s workforce development goals but also contributes to long-term community stability and reduced juvenile justice involvement. 

 
YEEH will offer Teacher Extension Services (TES) to support educators working with at-risk youth. This program provides: 

  • In-Classroom Support: Trained youth mentors and adult staff assist at-risk students during school hours, allowing teachers to focus on the broader classroom. 

  • Parental Engagement: After teachers submit documentation outlining a student’s challenges, YEEH staff will engage with parents or guardians to coordinate support services, reducing the burden on educators. 

  • Free Access for All At-Risk Youth: Regardless of employment status, all identified at-risk students are eligible for TES at no cost. 

  • Recruitment Pipeline: These services double as a recruitment tool, encouraging students to join YEEH programs and fill open youth positions. 

  • Retention – Youths must refrain from behavioral infractions to stay employed with YEEH, in addition to other job requirements: such as truancy, defiance, disruption, theft, drug related and bullying/fighting.  

 

(7.12) Civic Leadership & Public Service Division  

To further expand career pathways and instill a sense of purpose, discipline, and civic responsibility, the Youth Empowerment & Employment Hub (YEEH) will introduce a Civic Leadership & Public Service Division. This optional track is designed for youth interested in exploring careers in public service, including military, emergency response, and civil service roles.  

 

Key Features:  

  • ROTC & Military Readiness Partnerships: Collaborations with local ROTC programs and military recruiters to provide structured exposure to military careers, leadership training, and scholarship opportunities.  

  • Emergency Response Training: Youth can earn certifications in CPR, first aid, and disaster response through partnerships with the Red Cross, FEMA, and local fire departments.  

  • Public Safety Internships: Opportunities to shadow professionals in law enforcement reform units, fire services, and EMS—emphasizing community engagement and trauma-informed practices.  

  • Civic Education & Leadership Workshops: Curriculum includes U.S. government, ethics, conflict resolution, and public speaking to prepare youth for leadership roles in their communities.  

 

Equity & Inclusion Considerations: Participation in this division is entirely voluntary and designed to be inclusive of youth from all backgrounds. Trauma-informed care and mentorship will ensure that youth with justice involvement or adverse experiences are supported, not retraumatized.  

 

Outcomes:  

  • Increased access to scholarships and structured career pathways  

  • Strengthened community resilience through trained youth leaders  

  • Enhanced appeal to bipartisan stakeholders through service-oriented programming 

 

(7.13) Equity Impact Statement 

YEEH is designed to advance equity across racial, economic, and disability lines:  

  • Racial Equity: Targets Black and Hispanic youth disproportionately impacted by incarceration. Staff are trained in cultural competence and trauma-informed care.  

  • Economic Equity: Provides job access and stipends to low-income families, reducing reliance on public assistance and promoting financial independence.  

  • Disability Equity: Inclusive of youth with disabilities, with accommodations and support services. Collaborates with special education advocates to ensure accessibility.  

 

YEEH is a model for equitable youth development that centers justice, opportunity, and inclusion. 

Comprehensive Benefits

(8) RISK MANAGEMENT 

The YEEH initiative employs a comprehensive risk management strategy to ensure long-term stability and resilience. Financial risks, such as funding shortfalls or delayed grants, are mitigated by diversifying income sources, maintaining a 6–12 month reserve, and fostering transparent relationships with funders. Operational risks, including staff turnover and program inefficiencies, are addressed through competitive compensation, a supportive workplace culture, and data-driven program evaluations. Legal and compliance risks are managed by hiring legal advisors, conducting regular audits, and ensuring staff are trained in relevant regulations. A crisis response plan will be developed to address emergencies such as natural disasters, public health crises, or security threats. To mitigate safety and liability risks, YEEH maintains robust insurance coverage, enforces strict safety protocols, and provides trauma-informed care training. Reputational risks are countered through proactive communication, transparency, and the promotion of success stories. Finally, external risks such as economic or political shifts are addressed by building bipartisan support, forming community alliances, and designing adaptable programs. 

 

(8.1) Workforce Transition & Redeployment Plan 

(8.1.1) Reassignment to YEEH and Related Programs 

Many state employees currently working in juvenile justice or correctional facilities possess valuable skills in counseling, case management, education, and security. These individuals will be given priority consideration for roles within YEEH, including: 

 

  • Youth mentors and counselors 

  • Safety and security personnel 

  • Program coordinators and case managers 

  • Training and instruction staff 

 

This ensures their expertise continues to serve youth, but in a more rehabilitative and community-centered environment. 

 

(8.1.2) State-Funded Retraining & Upskilling 

A State Workforce Transition Fund can be established using a portion of the savings from reduced incarceration costs. This fund would support: 

 

  • Tuition assistance for certifications in education, social work, mental health, or vocational training. 

  • Paid apprenticeships within YEEH or partner organizations. 

  • Career coaching and job placement services tailored to each individual’s background and goals. 

 

(8.1.3) Expansion of Community-Based Roles 

As YEEH expands statewide, new roles will emerge in community outreach, program evaluation, logistics, and administration. Former state employees can be redeployed into these emerging sectors, helping to scale the initiative while maintaining employment continuity. 

 

(8.1.4) Early Retirement & Voluntary Exit Incentives 

For eligible employees nearing retirement, the state can offer early retirement packages or voluntary separation incentives, easing transitions while reducing workforce size without forced layoffs. 

 

(8.1.5) Transparent Communication & Support 

A dedicated Transition Support Office will provide clear communication, emotional support, and individualized planning for affected employees. This ensures the process is respectful, humane, and aligned with the values of public service. 

 

(8.2) Key Metrics for Success 

1. Employment Retention & Redeployment 

  • % of displaced state employees reassigned to YEEH or partner programs 

  • Time to reemployment for affected individuals 

  • Job satisfaction scores post-transition (via surveys) 

2. Training & Upskilling Outcomes 

  • Number of employees enrolled in retraining or certification programs 

  • Completion rates of training programs 

  • % of trainees placed in new roles within 6 months 

3. Financial Impact 

  • Cost savings from reduced incarceration vs. cost of transition support 

  • ROI of retraining investments (e.g., increased earnings, reduced unemployment claims) 

4. Program Growth & Absorption Capacity 

  • Number of new roles created through YEEH expansion 

  • % of new roles filled by former state employees 

5. Stakeholder Satisfaction 

  • Employee feedback on the transition process 

  • Community and partner feedback on redeployed staff performance 

  • Retention rates of redeployed staff after 12 months 

6. Policy & System Integration 

  • Adoption of formal transition policies at the state level 

  • Inclusion of workforce transition planning in future justice reform initiatives 

Risk Management

(9) EVALUATION & MONITORING 

(9.1) Purpose and Objectives 

The evaluation and monitoring framework is designed to: 

  • Measure the effectiveness and impact of YEEH and DaVille programs. 

  • Ensure accountability to funders, partners, and the community. 

  • Inform continuous improvement and strategic decision-making. 

  • Demonstrate return on investment (ROI) and long-term sustainability. 

 

(9.2) Key Performance Indicators (KPIs) 

Focus Areas & Indicators 

Youth Employment 

- Number of youth employed 
- Job retention rates 
- Employer satisfaction 
- Youth satisfaction with job experience 

​

Education & Academic Support 

- Improvement in grades/test scores 
- High school graduation rates 
- Attendance in tutoring/homework help sessions 

​

Mentorship & Life Skills 

- Number of mentorship hours 
- Youth self-reported confidence and goal-setting 
- Reduction in behavioral incidents 

​

Community Impact 

- Reduction in juvenile crime rates (reduced court involvement) 
- Community engagement levels 
- Number of families served through daycare, shelter, and food programs 

​

Operational Efficiency 

- Program cost per participant 
- Staff retention and satisfaction 
- Facility usage rates 

 
(9.3) Data Collection Methods 

  • Surveys & Questionnaires: Administered to youth, parents, staff, and partners quarterly. 

  • Focus Groups: Conducted biannually with youth participants and community members. 

  • Administrative Data: Attendance logs, employment records, academic reports. 

  • Case Studies: In-depth profiles of youth participants to illustrate qualitative impact. 

  • Third-Party Evaluation: Annual external review to ensure objectivity and credibility. 

 
(9.4) Monitoring Schedule 

Activity & Frequency 

Data collection (surveys, logs) 

Monthly 

​

Internal review meetings 

Quarterly 

​

Stakeholder reporting 

Biannually 

​

External evaluation 

Annually 

​

Impact report publication 

Annually 

 

(9.5) Tools and Technology 

  • CRM/Case Management Software: To track participant progress and service delivery. 

  • Data Dashboards: For real-time monitoring of KPIs. 

  • Secure Cloud Storage: For data privacy and compliance with HIPAA and FERPA where applicable. 

 
(9.6) Feedback and Continuous Improvement 

  • Youth Advisory Council: Provides regular feedback and co-designs program improvements. 

  • Community Forums: Held twice a year to gather public input and share results. 

  • Adaptive Management: Programs are adjusted based on data trends and participant feedback. 

 
(9.7) Reporting and Transparency 

  • Annual Impact Report: Shared with funders, stakeholders, and the public. 

  • Grant Compliance Reports: Tailored to funder requirements. 

  • Open Data Policy: Non-sensitive data shared with researchers and partners to promote learning and replication. 

  • YEEH will publish a public-facing dashboard to share real-time progress with the community and stakeholders. 

Evaluation & Monitoring

(10) YOUTH IMPACT CASE STUDIES – HYPOTHETICALS ON REAL DATA  

To illustrate the transformative potential of the Youth Empowerment & Employment Hub (YEEH), the following case studies present hypothetical composites based on real data, trends, and challenges faced by Alabama youth. These profiles demonstrate how YEEH’s wraparound services—employment, mentorship, education, and family support—can redirect at-risk youth from incarceration toward opportunity and long-term success.  

 

1. Malik – 16, Montgomery, AL  

  • Background: Chronic absenteeism, single-parent household, juvenile court referral for truancy.  

  • YEEH Intervention: Employed in hydroponics, improved GPA from 1.8 to 2.9, no further court involvement, family off TANF.  

  • Outcomes: 95% school attendance, GPA improved from 1.8 to 2.9, no further court involvement, family no longer reliant on TANF.  

  
2. Aaliyah – 17, Selma, AL  

  • Background: Learning disability, behavioral suspensions, food insecurity.  

  • YEEH Intervention: Culinary division job, mental health support, on track to graduate, plans to attend culinary school.  

  • Outcomes: Graduation on track, reduced disciplinary incidents to zero, family receives food support from YEEH’s sustainable food program.  

  
3. Jordan – 15, Birmingham, AL  

  • Background: First-time arrest for marijuana possession, no job history.  

  • YEEH Intervention: Car wash program, mentorship, saved \$1,200, plans to start a detailing business.  

  • Outcomes: Completed probation with no violations, saved \$1,200 for a used laptop and college application fees.  

   

4. Tiana – 14, Montgomery, AL  

  • Background: Lives in foster care, struggles with trust and stability.  

  • YEEH Intervention: Enrolled in daycare assistant training, gained confidence, now mentors younger girls, improved school attendance.  

  • Outcomes: Improved school attendance, gained confidence, mentors younger girls.  

   

5. Carlos – 18, Tuscaloosa, AL  

  • Background: Dropped out of high school, involved in petty theft.  

  • YEEH Intervention: Enrolled in GED and barbering program, now licensed, working full-time, reconnected with family.  

  • Outcomes: GED completed, licensed barber, working full-time, reconnected with family.  

   

6. Deja – 16, Mobile, AL  

  • Background: Teen mom, no childcare, missed school frequently.  

  • YEEH Intervention: Access to on-site daycare, employed in salon division, re-enrolled in school, plans to pursue cosmetology license.  

  • Outcomes: Re-enrolled in school, plans to pursue cosmetology license.  

   

7. Isaiah – 17, Huntsville, AL  

  • Background: Diagnosed with ADHD, labeled disruptive, multiple suspensions.  

  • YEEH Intervention: Placed in fitness and recreation division, improved behavior, now leads youth sports clinics, applying to college.  

  • Outcomes: Improved behavior, leads youth sports clinics, applying to college.  

   

8. Rosa – 15, Perry County, AL  

  • Background: No access to transportation or after-school programs, isolated.  

  • YEEH Intervention: Remote internship in digital marketing, provided with transportation stipend, now building a portfolio for college.  

  • Outcomes: Building a portfolio for college, provided with transportation stipend.  

  

9. Ty – 16, Montgomery, AL  

  • Background: Parent incarcerated, lives with grandmother, high risk of gang involvement.  

  • YEEH Intervention: Mentorship and job in urban agriculture, now leads peer workshops on conflict resolution, GPA up 1.5 points.  

  • Outcomes: Leads peer workshops on conflict resolution, GPA up 1.5 points.  

   

10. Jasmine – 17, Montgomery, AL  

  • Background: Homeless with her mother, missed over 40 days of school.  

  • YEEH Intervention: Emergency shelter access, tutoring, job in café division, stabilized housing, accepted into community college.  

  • Outcomes: Stabilized housing, accepted into community college.  

Youth Impact Case Studies

(11) FINANCIAL DOCUMENTATION OVERVIEW 

The financial framework for YEEH is presented through a series of detailed Excel spreadsheets. These documents provide a transparent, data-driven foundation for understanding the program’s budget, operational needs, and long-term sustainability. To provide a comprehensive understanding of the Youth Empowerment & Employment Hub (YEEH) facility layout, a detailed floor plan has been included in this proposal.  

 

(11.1) FY20XX_Sch100 | Projected Fiscal Year Budget & Estimated Start-Up Cost (attached) 

This schedule outlines the projected annual operating budget and one-time start-up costs associated with launching YEEH. It includes line-item estimates for staffing, equipment, facilities, training, and administrative expenses. This sheet serves as the financial blueprint for the program’s initial and ongoing funding needs. 

 

(11.1.1) Key Financial Metrics  

  • Total Annual Operating Budget:  
    $227,652,457.50  

  • Per-Youth Annual Cost:  
    $59,516.98  

  • Start-Up Costs (Facilities, Construction, Licensing):  
    $90,532,364.00  

  • Start-Up Cost Per Youth:  
    $23,668.59  

  • Total Cost Per Youth (Year 1):  
    $83,185.57  

  
(11.1.2) Projected Savings & ROI  

  • Annual Savings Per Youth (vs. Incarceration):  
    $100,483.02  

  • Total Annual Savings (3,825 Youths):  
    $384,347,542.50  

  • 10-Year Inflation-Adjusted Savings Per Youth:  
    $4,669,209,871.08  

  • Projected Welfare Reallocation Savings (Annual):  
    $22,950,000.00  

  

(11.1.3) Youth Revenue Generation  

  • Youth Tax Revenue (Annual):  
    $9,933,525.00  

  • Tax Revenue Per Youth:  
    $2,597.00  

  
 

(11.1.4) Return on Investment (ROI)  

  • Estimated ROI:  
    4x–9x (based on reduced incarceration, increased employment, and tax contributions)  

  

YEEH is a fiscally responsible, socially transformative investment in Alabama’s youth. With a cost-effective model and strong economic returns, it offers a scalable solution to reduce incarceration, empower families, and build safer communities. 

 

(11.2) FY20XX_Sch200 | Calculations/Formulas 

This section provides the underlying formulas and calculations used to derive figures in the budget and revenue projections. It includes cost-per-youth estimates, staffing ratios, inflation adjustments, and other financial assumptions. This ensures transparency and allows stakeholders to validate the methodology behind the numbers. 

 

For each year (5-10 years), the forecast includes:  

  • Youths Supported: Number of youth enrolled in YEEH per pilot county 

  • Taxpayer Savings: The amount of money the state saves by enrolling a youth in the YEEH program instead of incarcerating them  

    • (Cost to Incarcerate One Youth − Cost to Support One Youth in YEEH) × Youths Supported 

  • Tax Revenue: The estimated amount of state income tax collected from youth who are employed through YEEH.  

    • Average Tax Paid per Youth × Number of Youths Employed 

  • Public Assistance Savings: The reduction in state spending on welfare programs (like SNAP, WIC, and TANF) due to families receiving stipends through YEEH instead  

    • Monthly Assistance Cost × 12 × Youths Supported 

  • Inflation Rate: 3% annually 

 

Based on an annual income of \$18,000 per youth in the YEEH program, here’s the breakdown of estimated tax contributions in Alabama:  

 

  • State Income Tax, \$860.00  

  • Social Security Tax, \$1,116.00  

  • Medicare Tax, \$261.00  

  • Sales Tax (on 50% of income spent), \$360.00  

 

Total Estimated Tax Contribution, \$2,597.00  

  
Notes:  

  • State Income Tax is based on Alabama’s progressive tax brackets.  

  • Payroll Taxes (Social Security and Medicare) are federally mandated and withheld from wages.  

  • Sales Tax assumes 50% of income is spent on taxable goods at a 4% rate.  

 

(11.3) FY20XX_Sch300 | Detailed Inventory (attached) 

This schedule lists all physical assets and materials required for each division of YEEH, including furniture, technology, safety equipment, and instructional supplies. Each item is categorized by division and includes quantity, unit cost, and total cost, supporting procurement planning and grant justification. 

 

(11.3.1) Inventory, Equipment & Supplies Procurement Statement 
All inventory, equipment, and supply purchases for the Youth Empowerment & Employment Hub (YEEH) will be sourced exclusively through vendors holding active statewide contracts with the State of Alabama. These vendors are pre-approved by the Alabama Department of Finance – Purchasing Division and listed in the state’s procurement system, Alabama Buys (STAARS). 

 

This ensures: 

  • Compliance with state procurement laws and regulations 

  • Cost efficiency through pre-negotiated pricing and bulk purchasing 

  • Streamlined ordering via Alabama’s centralized procurement portal 

 

Common vendors under statewide contracts for office and educational supplies may include national suppliers such as Office Depot, Staples, School Specialty, and Grainger, depending on current contract awards. YEEH will adhere to all purchasing guidelines and commodity codes established by the state and will coordinate with the Purchasing Division to ensure all acquisitions are made through approved channels. 

 

 

(11.4) FY20XX_Sch400 | Revenue Streams (attached) 

This sheet identifies and projects all potential revenue sources, including earned income (e.g., café, salon services), and partnerships. It outlines both restricted and unrestricted funds and includes multi-year projections to demonstrate financial sustainability. 

 

(11.5) Federal Funding Alignment Summary 

YEEH aligns with several federal funding priorities:  

  • Workforce Innovation and Opportunity Act (WIOA)  
    Supports job training and employment for at-risk youth.  

  • Title II Formula Grants (Juvenile Justice and Delinquency Prevention)  
    Funds community-based alternatives to incarceration.  

  • Office of Juvenile Justice and Delinquency Prevention (OJJDP)  
    Prioritizes evidence-based programs that reduce juvenile delinquency.  

  • 21st Century Community Learning Centers (21st CCLC)  
    Supports academic enrichment and after-school programs.  

 

These alignments position YEEH to secure federal grants and partnerships that enhance sustainability and scalability. 

 

(11.6) Financial Summary 

The Youth Empowerment & Employment Hub (YEEH) presents a fiscally responsible and high-impact investment in Alabama’s youth. These figures demonstrate that YEEH is not only socially transformative but also economically sound, with a strong return on investment and long-term cost savings for the state. The following summary consolidates key financial metrics from the detailed schedules:   

 

Category & Amount 

Annual Operating Budget 

\$227,652,457.50 

​

Start-Up Costs (One-Time) 

\$90,532,364.00 

​

Total First-Year Investment 

\$318,184,821.50 

​

Per-Youth Annual Cost 

\$59,516.98 

​

Start-Up Cost Per Youth 

\$23,668.59 

​

Total Cost Per Youth (Year 1) 

\$83,185.57 

​

Annual Savings Per Youth (vs. Incarceration) 

\$100,483.02 

​

Total Annual Savings (3,825 Youths) 

\$384,347,542.50 

​

10-Year Projected Savings 

\$4.67 Billion 

​

Annual Youth Tax Revenue 

\$9,933,525.00 

​

Projected Welfare Reallocation Savings 

\$22,950,000.00 

​

Estimated ROI 

4x–9x 

 

(11.7) Scenario Analysis: Fiscal Sensitivity Modeling 

The following scenario analysis is designed to support risk-informed decision-making. Each scenario models a potential variation in program performance or economic conditions, using conservative estimates to ensure fiscal resilience. These projections help stakeholders anticipate challenges and plan mitigation strategies accordingly.  

 

(11.7.1) Scenario A: 75% Youth Employment Rate  

  • Youths Employed: 2,869  

  • Adjusted Annual Savings: \$288.3M  

  • Adjusted Tax Revenue: \$7.45M  

  • Impact: ROI remains strong, but reduced tax revenue and savings highlight the importance of retention and engagement strategies.  

 

(11.7.2) Scenario B: 5% Inflation Rate (vs. 3%)  

  • Adjusted 10-Year Cost Increase: +\$45M  

  • Impact: Slight erosion of long-term savings, mitigated by annual budget indexing and reserve fund.  

 

(11.7.3) Scenario C: Delayed Start-Up by 1 Year  

  • Impact: \$90M in savings deferred; potential increase in youth incarceration costs by \$160M.  

  • Mitigation: Phased pilot launch and micro-tax funding can reduce delay risk.  

 

(11.7.4) Scenario D: 10% Overrun in Construction Costs  

  • Adjusted Start-Up Cost: \$99.6M  

  • Impact: \$9M increase absorbed by reserve fund or contingency grants. 

 

The projected reserve fund (outlined in Section 12.1) is specifically designed to absorb financial fluctuations such as construction overruns, inflationary pressures, or delayed funding. This ensures that YEEH remains financially stable even under less-than-ideal conditions. 

Financial Document Overview

(12) YEEH SUSTAINABILITY PLAN 

(12.1) Financial Sustainability 

  • Diversified Funding Streams: YEEH will maintain a balanced portfolio of revenue sources, including federal and state grants, philanthropic donations, earned income (e.g., services from the salon, culinary division, and daycare), and corporate sponsorships. 

  • Public-Private Partnerships: Strategic alliances with local businesses, educational institutions, and nonprofits will provide both financial and in-kind support. 

  • Revenue-Generating Programs: Select divisions (e.g., Culinary, Salon & Barbershop, Fitness & Recreation) will offer paid services to the public, generating income to reinvest in youth programming. 

  • Operating Reserve: A 6–12 month reserve fund will be maintained to buffer against funding delays or economic downturns. 

 

(12.1.1) Alternative Funding via Statewide Micro-Tax 

Based on the estimated total cost (including start-up costs) of \$320 million for the YEEH program and approximately 2.1 million taxpayers in Alabama:  

  • 1st year cost per taxpayer (operating and start-up): \$152.38  

  • Biweekly deduction per paycheck (assuming 26 pay periods/year): \$5.86  

  • This amount is under \$160/year, making it a feasible and modest contribution.  

  
Based on the estimated total cost (not including start-up costs) of \$228 million for the YEEH program and approximately 2.1 million taxpayers in Alabama:  

  • Annual cost per taxpayer (operating): \$108.57  

  • Biweekly deduction per paycheck (assuming 26 pay periods/year): \$4.18  

  • This amount is under \$110/year, making it a feasible and modest contribution.  

  

If direct state appropriations are unavailable or delayed, the Youth Empowerment & Employment Hub (YEEH) can be funded through a statewide micro-tax initiative. This approach distributes the cost equitably across Alabama’s taxpayers, ensuring immediate and sustainable funding for the program.  

 

Key Features  

  • Annual Contribution: \$85.71 per taxpayer  

  • Biweekly Payroll Deduction: \$4.18 (based on 26 pay periods/year)  

  • Tax Credit Option: Contributions are credited during tax season, reducing net tax liability  

  • Immediate Revenue Flow: Funds are collected throughout the year, enabling real-time program implementation  

 

Implementation Pathway  

  • Legislative Proposal: Introduce a bill authorizing the Youth Empowerment Micro-Tax, modeled after existing payroll-based deductions (e.g., unemployment insurance).  

  • Taxpayer Protections: Include opt-out provisions for low-income individuals and exemptions for retirees or those below the poverty line.  

  • Transparency & Accountability:  

    • Public-facing dashboard showing fund usage  

    • Annual impact reports and audits  

  • Sunset Clause: Include a 10-year review clause to assess effectiveness and adjust funding mechanisms.  

 

Benefits  

  • Equitable: Shared responsibility across the state  

  • Efficient: Minimal administrative burden via payroll systems  

  • Empowering: Citizens directly invest in youth development and public safety 

 

(12.2) Programmatic Sustainability 

  • Scalable Curriculum & Models: All training and mentorship programs will be designed for replication and scalability, allowing for seamless expansion across Alabama and beyond. 

  • Data-Driven Decision Making: Continuous evaluation and feedback loops will ensure programs remain relevant, effective, and responsive to community needs. 

  • Youth-to-Staff Pipeline: Graduates of the program will be encouraged to return as mentors, instructors, or staff, creating a self-sustaining leadership model. 

 

(12.3) Community & Stakeholder Engagement 

  • Ongoing Community Involvement: Regular town halls, advisory boards, and feedback sessions will keep the community engaged and invested in YEEH’s success. 

  • Alumni Network: A robust alumni network will foster long-term relationships, mentorship, and fundraising opportunities. 

  • Transparency & Reporting: Annual impact reports and financial disclosures will be shared publicly to build trust and accountability. 

 

(12.4) Environmental Sustainability 

  • Green Infrastructure: The facility will incorporate sustainable design elements such as solar panels, energy-efficient systems, and green spaces. 

  • Sustainability Education: The Agriculture & Sustainability division will teach youth about environmental stewardship, food justice, and sustainable practices. 

 

(12.5) Policy & Institutional Integration 

  • Policy Advocacy: YEEH will work with local and state officials to embed youth employment and development into long-term policy frameworks. 

  • Institutional Partnerships: Formal agreements with school districts, juvenile justice systems, and workforce agencies will ensure program continuity and integration. 

YEEH Sustainability Plan

(13) ADVISORY BOARD STRUCTURE  

(13.1) Tier 1: Internal Leadership (B22 PARK, INC) 

These are the core decision-makers and program architects responsible for vision, strategy, and daily operations. 

  • Executive Director or Founder – Leadership 

  • Leads the strategic vision and ensures alignment with the organization’s mission. Oversees governance, funding, and high-level partnerships. Serves as the primary spokesperson and decision-maker. 

  • Program Director (YEEH) – Youth employment and training insights 

  • Provides operational insight into youth employment and training programs. Ensures program quality, monitors outcomes, and advises on curriculum and staffing needs. 

  • Community Engagement Lead – Liaison with families and local partners 

  • Provides operational insight into youth employment and training programs. Ensures program quality, monitors outcomes, and advises on curriculum and staffing needs. 

 
(13.2) Tier 2: Governmental Oversight & Policy Partners 

These members provide regulatory guidance, policy alignment, and access to public resources. 

(13.2.1) Montgomery City Council 

  • City Council Member (District Representative) 

  • Represents the interests of the local government and ensures the program aligns with city priorities. Advocates for municipal support and funding. 

  • Youth Services Liaison (if available) 

  • Connects YEEH with city-run youth programs and services. Helps integrate efforts and avoid duplication. 

(13.2.2) Alabama Department of Corrections 

  • Juvenile Justice Program Officer 

  • Connects YEEH with city-run youth programs and services. Helps integrate efforts and avoid duplication. 

  • Community Corrections Representative 

  • Supports reintegration efforts and connects YEEH with alternative sentencing programs. Offers insight into community-based justice models. 

(13.2.3) Alabama Department of Human Services (DHS) 

  • Child Welfare Specialist 

  • Ensures the program meets child protection standards. Advises on trauma-informed care and family support services. 

  • Workforce Development Liaison 

  • Aligns YEEH with state workforce initiatives. Helps secure training resources and job placement pipelines. 

(13.2.4) Alabama Department of Education 

  • State Education Equity Officer 

  • Ensures the program addresses educational disparities. Advises on inclusive practices and compliance with state education equity goals. 

  • Career & Technical Education (CTE) Director 

  • Supports integration of vocational training and certification pathways. Helps align YEEH with school-based CTE programs. 

 
(13.3) Tier 3: Educational Partners 

These advisors ensure alignment with school systems and advocate for student needs. 

  • High School Teacher or Counselor – With experience in underserved communities 

  • Provides frontline insight into student needs, especially in underserved communities. Helps identify at-risk youth and support academic interventions. 

  • School Principal or Administrator – From a partner school 

  • Facilitates school partnerships and ensures alignment with school policies. Supports student referrals and program integration. 

  • Special Education Advocate – To represent students with disabilities 

  • Ensures that students with disabilities are represented and supported. Advise on accommodations and inclusive programming. 

 
(13.4) Tier 4: Community & Grassroots Representatives 

These members bring lived experience, local insight, and community trust to the table. 

  • Faith Leader or Pastor – Trusted community voice 

  • Brings moral and spiritual guidance. Helps build trust and mobilize community support. 

  • Youth Representative – A current or former program participant 

  • Offers firsthand perspective on program impact. Ensures youth voice is central to decision-making. 

  • Parent Advocate – Representing families served by the center 

  • Represents family concerns and priorities. Provides feedback on services and helps build parent engagement. 

  • Local Business Owner – Especially one offering youth employment 

  • Advises on workforce needs and offers employment opportunities. Helps shape job training to meet market demand. 

  • Nonprofit Leader – From a youth or family services organization 

  • Advises on workforce needs and offers employment opportunities. Helps shape job training to meet market demand. 

  • Neighborhood Association President – For grassroots input 

  • Provides grassroots insight and helps with local outreach. Ensures the program reflects community values and needs. 

 
The success of the Youth Empowerment & Employment Hub (YEEH) and the DaVille Community Center depends on the collective strength, wisdom, and dedication of our entire community. This initiative is not the work of one organization or agency—it is a shared mission, powered by a coalition of public servants, educators, families, local leaders, and youth themselves. Each member of the Advisory Board brings a unique perspective and vital expertise: 

 

  • Our organization provides the vision, operational leadership, and day-to-day program delivery. 

  • Montgomery City Council ensures alignment with local policy, infrastructure, and community priorities. 

  • The Alabama Departments of Corrections, Human Services, and Education contribute critical insights into justice reform, family support, and educational equity. 

  • Teachers and school leaders help bridge the gap between classroom and career, ensuring students are supported holistically. 

  • Community members, parents, and youth keep the work grounded in lived experience, ensuring it remains responsive, inclusive, and empowering. 

 

Together, we will: 

  • Monitor progress through transparent evaluation and data sharing. 

  • Adapt programs based on real-time feedback and community needs. 

  • Advocate for resources and policy change that sustain and expand our impact. 

  • Celebrate successes and learn from challenges—always with the goal of building a stronger, safer, and more equitable future for Montgomery’s youth. 

 

This is more than a project—it’s a movement. And by standing united, we will keep it on track, on mission, and on course to transform lives for generations to come. 

Advisory Board Structure

(14) NEXT STEPS 

(14.1) Community Engagement Portal & Application Pool 

To galvanize public support and ensure transparency, the YEEH initiative will launch a dedicated Community Engagement Portal on the DaVille Community Center’s website. This portal will serve as a digital hub where Alabama residents can: 

  • Sign a Petition: Residents can show their support for the implementation of YEEH by signing a digital petition. This petition will be used to demonstrate widespread community backing when presenting the proposal to city and state officials. 

  • Pre-Apply for Jobs: Local parents and guardians will be given priority access to adult-led positions through a Pre-Application Pool. This feature allows interested individuals to submit their credentials and express interest in specific divisions before formal hiring begins. 

  • Stay Informed: The portal will also provide updates, all government responses to the proposed policy, FAQs, and opportunities for community feedback, ensuring ongoing engagement and transparency. 

 

(14.2) Community Resistance or Misunderstanding  

Con: Some community members may be skeptical of the program’s goals or fear increased youth activity in public spaces.  

 

Solution:  

To build trust and address community concerns, YEEH will host regular town halls, publish real-time data dashboards, and empower youth ambassadors to share their experiences. These efforts will ensure transparency, foster local ownership, and dispel misconceptions about the program’s goals and impact. 

 

(14.3) Policy Introduction & Statewide/National Expansion Model 

(14.3.1) Introduction to State and City Leadership 

To introduce YEEH to the State of Alabama and the City of Montgomery, we will: 

  • Host Stakeholder Forums: Invite city council members, state legislators, school board officials, and community leaders to a series of presentations and site tours. 

  • Present Data-Driven Projections: Share cost-benefit analyses comparing the cost of juvenile incarceration with the long-term economic benefits of youth employment. 

  • Leverage Community Support: Present petition signatures and testimonials from residents, educators, and local businesses. 

  • Pilot Program Proposal: Propose a 12-month pilot starting in Montgomery as the headquarter with built-in metrics for success, including employment rates, school attendance, and recidivism reduction. 

 

(14.3.2) Bipartisan Framing  

YEEH is designed to transcend political divides by aligning with values shared across party lines. For fiscal conservatives, it represents a smarter use of taxpayer dollars—offering a $160,000-per-youth savings by replacing incarceration with employment and mentorship. For public safety advocates, it reduces crime through structured engagement and early intervention. For economic developers, it builds a stronger workforce by preparing youth for real-world jobs. And for those who champion family values, it strengthens households through parental stipends, co-parenting support, and youth empowerment. This is not a partisan issue—it’s a practical, moral, and economic imperative for Alabama’s future. 

 

Risk of Political Pushback  

Con: The program’s progressive framing (e.g., racial equity, justice reform) may face resistance in conservative political environments.  

 

Solution:  

YEEH is framed to appeal across the political spectrum: it reduces government spending, enhances public safety, and strengthens families. By emphasizing cost savings, workforce readiness, and community resilience, YEEH offers a practical, bipartisan solution to youth incarceration. 

 

(14.3.3) Policy Action Summary: Legislative Request for YEEH Implementation 

To fully realize the Youth Empowerment & Employment Hub (YEEH) model and ensure its success, we respectfully request the following legislative actions from the Alabama Legislature:  

  

(14.3.3.a) Pilot Program Authorization  

  • Request: Authorize pilot programs in the following Alabama counties: Montgomery (headquarters), Baldwin, Houston, Jefferson, Lee, Madison, Mobile, Shelby and Tuscaloosa.  

  • Purpose: To serve over 3,000 youth nationwide with measurable outcomes in employment, school attendance, and recidivism reduction.  

  • Oversight: Administered in partnership with the Alabama Department of Youth Services and the Department of Education.  

  

(14.3.3.b) Budget Line-Item Request  

Amount: \$320 million (initial funding)  

Use:  

  • Facility build-out and staffing  

  • Youth wages and stipends  

  • Equipment, inventory and supplies 

  • Parent stipends and wraparound services  

  • Data collection and evaluation  

 

Justification: This investment is projected to yield over \$4.5 billion in long-term taxpayer savings and economic returns within 10 years after its implementation.  

  

(14.3.3.c) Statutory Amendments  

We propose the following targeted amendments to enable and sustain YEEH:  

a. Amend Alabama Code Title 25-8 (Labor)  

  • Expand permissible work-based learning for youth aged 14–18 under certified mentorship programs.  

  • Create a “Youth Workforce Innovation” exemption for programs like YEEH.  

b. Amend Alabama Code Title 44 (Youth Services)  

  • Recognize community-based employment hubs as valid alternatives to detention or probation.  

  • Allow juvenile justice funds to be allocated to preventative programs like YEEH.  

c. Amend Administrative Code Chapter 950-1-4  

  • Include licensing provisions for hybrid youth development centers offering employment, education, and emergency services.  

  

(14.3.4) Statewide Expansion Model 

  • Phase 1: Launch in Montgomery (headquarters), Baldwin, Houston, Jefferson, Lee, Madison, Mobile, Shelby and Tuscaloosa - with full implementation across all 11 divisions. 

  • Phase 2: Expand to other counties not listed within 18–24 months. 

  • Phase 3: Establish regional hubs in each of Alabama’s seven congressional districts, adapting the model to local needs and economies. 

  • Phase 4: Integrate into Alabama’s Department of Youth Services and Department of Education as a permanent, state-funded initiative. 

 

(14.3.5) National Expansion Model 

  • Replication Toolkit: Develop a comprehensive toolkit including curriculum, staffing models, and operational guidelines. 

  • Partnerships: Collaborate with national organizations like the Boys & Girls Clubs of America, Urban League, and AmeriCorps. 

  • Federal Advocacy: Seek federal funding through the Department of Labor and Department of Education to support replication in other states. 

  • Franchise Model: Offer a licensing model for other cities to adopt YEEH under local branding, with fidelity to core principles. 

Next Steps

(15) LEGISLATIVE SUMMARY: YEEH 

(15.1) Goals 

  • Reduce youth incarceration rates in Alabama. 

  • Provide meaningful employment for youth aged 14–18. 

  • Strengthen families through stipends and support services. 

  • Promote racial and economic equity through community-based development. 

 

(15.2) Costs 

  • Per Youth: <$60,000 annually (vs. $160,000 for incarceration). 

  • Initial Funding Request: $320 million (to be finalized). 

  • Projected Savings: $100,000+ per youth annually. 

 

(15.3) Benefits 

  • 3,000+ youth and 800+ adult jobs created statewide. 

  • Reduced recidivism and school dropout rates. 

  • Increased tax revenue from youth employment. 

  • Reduced reliance on SNAP, WIC, and TANF. 

  • Strengthened families and safer communities. 

 

(15.4) Legislative Requests 

Pilot Program Authorization 

  • Launch in 9 counties: Montgomery (headquartered), Baldwin, Houston, Jefferson, Lee, Madison, Mobile, Shelby, Tuscaloosa. 

  • Serve 3,000+ youth with measurable outcomes. 

 

Budget Line-Item Request 

  • Use funds for facility build-out, staffing, youth and parent stipends, wraparound services, and evaluation. 

 

Statutory Amendments 

  • Title 25-8: Expand youth work-based learning under certified mentorship. 

    • Permit expanded work-based learning for youth aged 14–18 under certified mentorship programs.  

    • Create a “Youth Workforce Innovation” exemption for programs like YEEH that meet educational and safety standards. 

  • Title 44: Recognize employment hubs as alternatives to detention. 

    • Recognize community-based employment hubs as valid alternatives to detention or probation.  

    • Allow juvenile justice funds to be allocated to preventative programs like YEEH. 

  • Admin Code 950-1-4: License hybrid youth development centers. 

    • Include licensing provisions for hybrid youth development centers offering employment, education, and emergency services.   

 

(15.5) Impact 

  • Lower crime rates and higher graduation rates. 

  • Stronger families and reduced public assistance dependency. 

  • Sustainable, scalable model for youth development and justice reform. 

Legislative Summary

(18) FREQUENTLY ASKED QUESTIONS (FAQs) 

(18.1) For Parents & Guardians  

Q1: What is the Responsible Parent Stipend and how do I receive it?  
The stipend is a biweekly payment issued to the parent or guardian of a youth employed through YEEH. It is separate from the youth’s wages and is intended to support household stability. To receive it, you must complete a Responsible Parent Agreement and attend monthly check-ins.  

​

Q2: Will receiving the stipend affect my SNAP, WIC, or TANF benefits?  
Yes, temporarily. While your child is employed through YEEH, your benefits will be paused—not canceled. YEEH will coordinate with the Alabama Department of Human Resources to ensure your eligibility is preserved.

 

Q3: Can both parents receive the stipend?  
No. Only one parent or legal guardian listed as the primary caregiver may receive the stipend.  
 

(18.2) For Youth Participants  

Q4: How many hours can I work while in school?  
During the school year, you may work up to 3 hours on school days and 18 hours per week. During breaks, you may work up to 8 hours per day and 40 hours per week.  

 

Q5: Will I get paid?  
Yes. Youth participants receive hourly wages. Wages are deposited into a separate account under your name.  

 

Q6: What happens if I get into trouble at school or work?  
YEEH has a zero-tolerance policy for behavioral infractions such as truancy, theft, or fighting. Continued employment is contingent on maintaining good standing.  
 

(18.3) For Educators & Schools  

Q7: How does YEEH support schools?  
YEEH offers Teacher Extension Services (TES), which provide in-classroom support, parental engagement, and tutoring. Schools also receive financial stipends for each student employed through YEEH.  

 

Q8: Can students with IEPs or disabilities participate?  
Yes. YEEH is inclusive and provides accommodation through its Special Education Advocate and support staff.  
 

(18.4) For Government & Policymakers  

Q9: How does YEEH reduce public spending?  
By diverting youth from incarceration (which costs \$160,000/year per youth) to comprehensive employment programs (costing under \$60,000/year), YEEH saves the state millions annually. Additional savings come from paused welfare benefits and reduced recidivism.  

 

Q10: What legal changes are needed to support YEEH?  
Amendments to Titles 25 and 44 of the Alabama Code are recommended to expand youth employment eligibility and recognize community-based employment hubs as alternatives to detention.   
 

(18.5) For Donors & Funders  

Q11: Can I get a tax credit for donating to YEEH?  
Yes. Residents can claim a state income tax credit equal to 50% of their donation, up to a cap. The state will match each dollar donated, doubling the impact. (Pending statement, approval upon agreement)  

 

Q12: How is my donation used?  
All contributions go toward youth wages, family stipends, educational programming, and operational costs. Annual impact reports and audits ensure transparency.  
 

(18.6) For Community Members  

Q13: How can I get involved?  
You can sign the community petition, volunteer, attend town halls, or apply for staff or mentor roles. Visit the Community Engagement Portal on the DaVille Community Center website for updates.  

 

Q14: Will this program be available in other cities?  
Yes. After the initial pilot in certain counties with the highest at-risk youths based on 2023 arrests in the state, YEEH plans to expand to more counties, with a long-term goal of statewide and national replication.  

FAQs
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