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STRIVE OVERALL SUMMARY STRIVE meets people where they are—with care, credibility, and purpose.
Deepen and diversify partnerships to remove systemic barriers. Ensure sustainable funding and operational resilience. Elevate alumni engagement and post- placement support. Strengthen internal alignment and data- informed decision making.
Expand STRIVE’s reach without compromising its roots. Advance STRIVE as a national model for equity and transformation. Design for the whole person—before, during,
Track beyond the job— focus on long-term stability and growth. Follow the journey— alumni outcomes are critical indicators. Use both metrics and stories to show impact. Maintain internal capacity to sustain results at scale. Track beyond the job—focus on long-term stability and growth. Stakeholders across all cities agreed that true success means more than job placement. It’s about sustained employment, wage progression, advancement opportunities, and meaningful, long-term life change. Follow the journey—alumni outcomes are critical indicators. Many emphasized the need to monitor and support alumni post- graduation—through coaching, mentorship, and data collection—
The wraparound model is transformational—not just transactional. STRIVE’s staff are the soul of the mission. STRIVE’s outcomes are real—and rooted in trust. STRIVE meets people where they are—with care, credibility, and purpose. Across every city, stakeholders emphasized STRIVE’s ability to serve participants with empathy, dignity, and cultural responsiveness, particularly those
and after placement. Elevate the voice of
participants and alumni in shaping STRIVE’s future.
Deepen and diversify partnerships to remove systemic barriers. Stakeholders consistently emphasized the need for stronger
Expand STRIVE’s reach without compromising its roots. Across cities, stakeholders aspire for STRIVE to scale—into rural regions, new cities, and more industries—while staying deeply embedded in the communities it already serves and maintaining the quality and care that define its impact. Advance STRIVE as a national model for equity and transformation. STRIVE is seen as more than a workforce program—it’s a vehicle
alliances—with mental health providers, legal aid, housing services, and inclusive
who are justice-involved, underemployed, or facing systemic barriers.
employers—to holistically support participants through and beyond the program. Ensure sustainable funding and operational resilience. Across all sites, leaders expressed concerns about reliance on
The wraparound model is transformational—not just transactional. STRIVE is lauded for integrating
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soft skills, career coaching, mental health support, and long-term follow-up—empowering participants far beyond job placement to achieve personal and professional transformation. STRIVE’s staff are the soul of the mission. Whether described as “credible messengers,” “deeply committed,” or “family,” STRIVE team members are repeatedly credited for building authentic relationships and fostering environments where people feel seen, heard, and supported. STRIVE’s outcomes are real—and rooted in trust. From high job placement rates to alumni returning as mentors or partners, stakeholders view STRIVE’s impact as both measurable and deeply personal. Its ability to build lasting trust with participants and employers sets it apart
restricted grants, staff burnout, and infrastructure gaps. There’s a clear opportunity to build more flexible funding models, invest in staff capacity, and stabilize internal systems as STRIVE scales. Elevate alumni engagement and post-placement support. Many believe STRIVE can greatly enhance its long-term impact by building structured alumni networks, mentorship programs, and systems to track and support participants well after they’ve completed initial training. Strengthen internal alignment and data-informed decision making. Stakeholders identified the need for better use of systems like Apricot, clearer role definitions across teams, and more intentional evaluation of program effectiveness—all aimed at improving quality, consistency, and collaboration.
for dignity, opportunity, and generational change. Stakeholders envision STRIVE influencing systems, setting
to understand how participants thrive months and years after program completion. Use both metrics and stories to show impact. While STRIVE is praised for being data-informed, contributors also called for intentional storytelling that captures qualitative success—confidence built, goals reached, lives changed—to complement quantitative metrics. Maintain internal capacity to sustain results at scale. Stakeholders consistently raised concerns about staffing constraints and burnout. They urged STRIVE to protect its capacity to deliver high-quality, individualized support, even as demand and visibility grow.
national standards, and redefining what inclusive success looks like. Design for the whole person— before, during, and after placement. There’s a strong desire for STRIVE to continue investing in holistic support: mental health services, family support, alumni coaching, and personal development that helps participants not just get a job, but build a life. Elevate the voice of participants and alumni in shaping STRIVE’s future. Stakeholders want to see STRIVE walk its talk by formally integrating alumni into decision- making, programming, and mentoring—ensuring those most impacted help lead the way forward.
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ATLANTA SUMMARY Deep community engagement
Address urgent needs like housing, food insecurity, and mental health by expanding community partnerships. Pursue policy influence and employer engagement to deepen career pipelines and internship pathways. Ensure local flexibility in curriculum and service delivery while preserving program integrity. Strengthen alumni tracking and follow-up to support long-term outcomes beyond job placement.
Position STRIVE as a trusted, physical and cultural anchor in every underserved community it serves. overlooked rural areas while keeping participant transformation at the center. Develop long-term relationships with alumni, treating them as contributors and ambassadors. Support personal transformation and identity growth alongside employment training. Expand regionally into
Track employment retention and advancement beyond 90 days to assess long-term success. Use alumni engagement and referrals as key signals of trust and impact. Balance quantitative job placement data with qualitative stories of personal transformation. Build a long-term vision of generational change, not just individual job placement.
and culturally grounded programming that meets participants where they are.
Integrated wraparound
services—including mental health, financial coaching, and alumni support—that drive life- long impact. A mission-driven staff culture described as supportive, caring, and committed to participant success. Career coaching and job placement strategies that prioritize quality roles and long- term success.
Cathy
Bethune
Partner
Atlanta
STRIVE Atlanta is doing a phenomenal job of advancing economic equity by providing professional training for individuals to gain financial independence as a way of building future leaders, healthier communities, and connecting people to life-changing career opportunities. I am very passionate about empowering communities that is disproportionately impacted by breaking the cycle of poverty thru education, skill development, along
There is a continuous need for collaboration among all partners, stakeholders, and organizations across every sector in community to support the work and acceleration of STRIVE’s mission of workforce development addressing economic development, funding, resources, and additional initiatives.
I love that STRIVE is addressing essential needs, such as having a clothes closet for the population served. This is a primary concern for individuals seeks employment with limited to no resources not having appropriate attire for interviews or daily workdays among other barriers. Participants have daily challenges of surviving and supporting themselves and their families. Therefore, STRIVE can continue to direct and connect individuals to community non-profit
STRIVE’s growth and impact plan is certainly a way of tracking and keeping the community informed of successes, accomplishments, benchmarks, and results. Every milestone (graduation rate, placement rate, and retention rate) is a significant marker indicator to STRIVE’s tangible outcomes.
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with meeting basic and essential needs.
organizations that can help alleviate these concerns
Michele
Jacobs
Funder
Atlanta
Strive does great with serving young people who are experiencing extreme barriers to employment.
As organizations continue to serve young people, the gap that Strive needs to address how to offer high quality program with limited public resources. As the policy landscape continues to shift, it will impact federal funds for workforce development efforts especially for youth.
Strive should seek to follow their participants at least 6-9 months after they complete the program. It is going to be vital to ensure that participants have more on and off ramps as they achieve their job and career goals.
Increase the number of participants who sustain a job beyond 90 days.
True
Vaughn
Former Student ParƟcipant
Atlanta
[Transcribed] Hi. My name is true Vaughn and I'm currently an intern at strive Atlanta. I wanted to take a few minutes out of my day. In order to tell you all about how I feel about strive, I believe that strives perspecƟve is unique and allows for a type of growth that is not normally seen in other programs strive, excels at rebuilding communiƟes, by focusing on a people first doing. So they teach you how to fish so that you can eat your own catch. And I am most proud of being a part of an organizaƟon. IzaƟon that focuses on helping people mentally and physically like
[Transcribed] Here at the strive Atlanta locaƟon. We have a big focus on Modern TransportaƟon. There is a train staƟon, right next to our office and that becomes a very big draw for those that are driving less or even if you do have a car, we offer TransportaƟon support as well with that. That is one of our biggest draws, but one of our threats and one of the things that we struggle with is providing food and living condiƟons, we cannot provide a living condiƟon, a roof over your head without the help of others. OrganizaƟons at this moment and food is also something that is quite
[Transcribed] Strives to always seek to grow taller and wider. We should seek to be more effecƟve and more widespread in our teachings so that we can reach as many people as we want. I understand that I'm only speaking ideal turns, but of course that's always the goal to be the best that we can be. I believe this drive can make even more of a difference by championing enthusiasƟc and moƟvated. Someone willing to grow and learn must be given a chance to prove themselves. Beyond just the program itself. Most passionate about working with strive in order to provide perspecƟve, to
[Transcribed] We can measure and track our success with conƟnued growth on both the naƟonal and global scale. I'm sure many would be very excited at the idea of the first InternaƟonal strive locaƟon, wherever that may be. I also believe that we should pay aƩenƟon to any noƟceable effects. We have on unemployment per se, comparing City's major ciƟes with the shrive and to a major city without a strive locaƟon and comparing the unemployment rates there. I also leave that we will not reach our goals in any of our lifeƟme because our goals are always moving. Our
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shrive does, I believe that strives greatest accomplishment is branching out and reaching and serving the people. So I want to say congratulaƟons to strive for New Jersey locaƟon because now will be able to help more and more people than ever before. Thank you for your Ɵme and consideraƟon, and please be blessed.
hard to provide an equal and fair manner. I do believe that I would like to see one day a special class devoted to people with mental health issues or illnesses. I believe we have the Future Leaders program which is for 18 and 24 year olds, but I think that we should also have a program set aside for people that might be specialized help rather than just only having the career path. And another organizaƟon that would like to see us work well with That I understand it. We need organizaƟon that can provide IT jobs, Healthcare food, and Marta is well, I understand that. But I also like to see us work with rehab centers as well. One day with the rehab centers, will
provide teachings learnings and growth two people in a subtle manner that strived. If it's ripe program provided to meet, I believe that's one of my most favorite Parts about strive. Thank you for listening.
goals are always to help the people to provide support and they were, we will help generaƟon through generaƟon. So our true goal is to last forever long we can and to affect the most people we can, there are no caps on our goals.
be able to provide support to anybody that is struggling with
addicƟon or mental health. Mental health is a big thing as playing a large part in the youth coming up. So I would like to be able to start focusing on that as well, thank you for your Ɵme and thank you for listening.
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Cherri
Harrison-West
Staff
Atlanta
STRIVE excels at tapping into underserved communities and finding the gems within that need connections to the industries with which we partner with for training and employment opportunities. STRIVE also excels at creating atmospheres and opportunities to make the aforementioned demographic feel good about themselves again! Our greatest accomplishments are our alumni. The success stories, and the stories of perseverance are a powerful reminder of why we exist and continue to thrive. I am most proud to work at STRIVE, and particularly at STRIVE Atlanta because I work with a team that understands the need to make the experience of each participant match, or exceed, what we share in our marketing materials. We stand out, and are unique, because we provide structure, training, opportunity, and a family-like atmosphere for all participants. It is our desire that participants focus on career trajectory at a company, instead of just "getting a job." We have a saying that often times a job equates to a J.O.B (Just Over Broke opportunity), but we also realize that getting a job is a reality for
The current state of the world, especially America, is why the work of STRIVE is so important. People have always needed to work, but as program funding is cut, and people are being forced to find jobs, STRIVE offers participants the ability to earn industry recognized micro- certifications that make them more viable in the interview process and the overall hiring process. STRIVE also helps to change the mindset of applicants who may believe that they can present themselves in a participants to "get comfortable with being uncomfortable," and in reality, that is the true nature of where we are in America! The feeling of comfortability is being pulled from under us at a rapid rate, and that is a major threat to the communities we serve. Other threats include the over saturated housing crisis for Atlanta's unhoused neighbors. As people strive to get back on their feet, it is like a hamster wheel race to train them, then realize that even after training, and the possibility of a role, they still cannot find transitional or temporary housing. It would be ideal if STRIVE could work with city lack luster manner and gain employment. We challenge
STRIVE should look to continue looking to push the needle of change and growth by looking to expand to more cities. As a person from the rural south who knows of first-hand disparities of hiring, it would be great to see STRIVE branch into rural regions where opportunity is often monopolized under the "good ole boy" system. I believe that STRIVE already makes a difference, and that is important to note. Again, I think that continuing to utilize data and follow employment trends when seeking out new places to open STRIVE sites will continue to impact the difference that we make. Areas like Greenville, South Carolina and Pooler, Georgia are just two that come to mind when thinking of factors like: demographics, pay disparities, lack of industry credentials, and gentrification takeovers. With that stated, I still believe in STRIVE's overall mission to create pathways for people who cannot see the possibilities, and to create walkable bridges for people that cannot see the forest for the trees! I am passionate about being #STRIVEStrong and helping to create alumni that are #STRIVEStrong.
As our number of employed alumni continues to grow, I know that we are making a dent in the goal to increase gainful career opportunities for participants and achieve success. I know that 85,00 plus graduates over 40 years also speaks to our success, but with each cohort, I look at the 15-20 graduates, and listen to their stories about walking the stage for the first time, or succeeding at something for the first time, and that tells me that we are on track for success and doing the work that needs to be done! My vision for STRIVE in tangible outcomes would look like a garden of abundance for assistance with housing, then there is a section in the garden for that, and the same for other needs; the overall goal of achievement will be for each alum to pick from our garden until they are able to begin growing their own flourishing gardens and reap the benefits/fruits of their labor. participants and alumni. If a participant or alumni needs
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many of our participants. There are several workforce development programs in Atlanta, and we often get participants that have gone through other programs who let us know that we treat and prepare them differently for the workforce, and for life in general. It is always great to hear that we stand out, and that we are recommended to their friends and family.
governments to obtain a housing unit or units, but I know that type of partnership comes with a lot of red tape and is not possible overnight. Other great partnerships would
include direct pipelines for internships or employment
opportunities with at least 10-15 hire-ready employers in each area that we service.
Michele
Jacobs
Funder
Atlanta
Strive does great with serving young people who are experiencing extreme barriers to employment.
As organizations continue to serve young people, the gap that Strive needs to address how to offer high quality program with limited public resources. As the policy landscape continues to shift, it will impact federal funds for workforce development efforts especially for youth.
Strive should seek to follow their participants at least 6-9 months after they complete the program. It is going to be vital to ensure that participants have more on and off ramps as they achieve their job and career goals.
Increase the number of participants who sustain a job beyond 90 days.
Toya
Williams
Staff
Atlanta
What does STRIVE really excel at?
What current realities align well with STRIVE’s work and mission?
What should STRIVE aim to achieve in its future?
What measures will show we’re on the path to success? Indicators of success include participants returning to visit, expressing gratitude, and referring others to STRIVE. Strong job placement and retention rates demonstrate we’ve provided the tools they needed to succeed. Additionally, seeing alumni return as
STRIVE excels in being deeply rooted in the communities it serves. We foster a nurturing and supportive environment that feels like family— especially important for individuals who may lack that sense of connection elsewhere. One of our greatest strengths is the way we help participants explore their
STRIVE’s mission "providing pathways" aligns well with the
STRIVE should continue to deepen its presence in the communities that need it most becoming a physical and cultural cornerstone. The vision should be for STRIVE to become a recognizable, trusted space where people know they can walk through the doors and receive not just
growing need to create real, tangible pathways to opportunity. While we can’t undo years of hardship overnight, we can offer a structured route toward something better, especially in underserved
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identity and personal growth—how they show up for themselves and in the workplace. This self-awareness becomes a foundation for long-term change. Additionally, our two-year continued engagement model supports ongoing development and sustained success. Internally, STRIVE’s culture of listening to staff feedback and actively working to implement those ideas is exceptional and empowering.
communities.
services, but genuine care, community, and opportunity. Our impact should go beyond the brochure.
volunteers or even gain employment within STRIVE, is a powerful measure of our impact.
What threats do you see?
Being located in the same neighborhoods we serve can
How would you translate our vision into tangible outcomes? / How would we know we’ve achieved our goals? When we consistently see participants not only securing employment but thriving in their careers, engaging in their communities, and contributing back
How can STRIVE make the greatest difference?
sometimes create setbacks for our participants. Old habits and familiar, unhealthy environments can make it difficult for some to break free and visualize a better future. Additionally, the current economic climate, especially challenges around housing, food insecurity, and inflation makes it harder for individuals to stabilize and move forward. Are there gaps in our current work or processes that should be addressed? Yes. While our goals are consistent, the path to success can look very different depending on the region. Factors like limited public transportation, language barriers, cultural nuances, and access to support services vary widely— especially in cities like Atlanta. We must remain flexible in both our curriculum and delivery to adapt to local realities. For example,
By consistently showing up with authenticity, compassion, and practical support. STRIVE changes lives when it becomes more than a program, when it becomes a safe space, a launchpad, and a second chance. Staying deeply embedded in underserved communities and tailoring our services to their unique needs will allow us to make the most lasting difference.
What do you consider STRIVE’s greatest accomplishments?
to STRIVE whether through mentorship, employment, or
One of STRIVE’s most significant accomplishments is expanding its impact beyond New York, bringing its transformative model to new cities and communities.
advocacy; we’ll know we’ve fulfilled our mission. Achieving generational impact, not just individual transformation, is the ultimate goal
What about STRIVE’s work makes you most proud? / What makes STRIVE’s work unique?
What about STRIVE’s purpose are you most passionate about?
What resonates most is STRIVE’s commitment to transformation— helping individuals not only find employment, but rediscover their value and potential. It's the holistic approach supporting the whole
What sets STRIVE apart is our commitment to wraparound
support—truly meeting the whole person where they are. Services like START, financial literacy, career
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development, job placement, and wellness support are not just add- ons; they’re fully integrated into the participant experience. That holistic approach is what makes our work both meaningful and effective.
educators/career instructors understand that while lesson plans are vital, flexibility and adaptability are equally important. Similarly, we need to ensure our training models allow for local adaptation, pivoting as needed without losing the core integrity of the program.
person that drives true change. STRIVE doesn’t just prepare people for work; it prepares them for life.
What partnerships could enhance our mission?
Increased partnerships with employers would be
transformational. The more job opportunities we can connect our participants with especially those aligned with their skills and growth areas the more successful our mission will be.
Dominique
Ellis
Funder
Atlanta
What does STRIVE really excel at?
What threats do you see?
What should STRIVE want to achieve in its future? Looking ahead, STRIVE has an opportunity to continue to position itself as a leading workforce development provider not only in Atlanta but across the region. As labor market needs shift, STRIVE should continue building a reputation for delivering strong employment outcomes through a model that is both people-centered and results-driven.
How would you translate our vision into tangible outcomes?
STRIVE Atlanta excels at delivering a structured, person-centered approach to workforce development. As a strong Financial Opportunity Center® (FOC) partner, they have successfully aligned their existing workforce model to integrate financial and career coaching alongside job readiness and training services. This thoughtful integration has resulted in a comprehensive service model that
A key challenge is that many funding and policy frameworks still emphasize short-term job placement metrics over long-term outcomes like retention, wage growth, and financial stability. This focus often fails to reflect the complex realities of the jobseekers STRIVE serves, who need sustained support to achieve lasting economic mobility.
STRIVE’s vision of creating pathways to economic mobility can be translated into tangible outcomes by focusing on long-term indicators of personal and financial stability. This includes not only job placement but sustained employment at a livable wage, measurable progress in credit and savings, reduced reliance on public benefits, and increased access to advancement opportunities
There’s also the broader threat of a
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supports participants in achieving both immediate employment and long-term economic mobility. The participant experience is seamless, but the design behind it is highly intentional. By combining job readiness with financial and career coaching, STRIVE equips individuals with the tools and support needed to achieve both employment and long-term financial stability. As a funder, we value the clarity and consistency in how their model is implemented, and we’ve seen firsthand how it drives measurable outcomes for the communities they serve. In addition, STRIVE is actively engaged in both local and national convenings, where they contribute practical insights from their day-to- day work with jobseekers. They bring a valuable perspective to these spaces, grounded in real experience, which helps inform more responsive workforce strategies and highlights what’s truly needed to support individuals on the path to economic mobility.
rapidly evolving labor market, where shifts in technology, automation, and credentialing can make it difficult for jobseekers to keep up, especially if programs don’t have the flexibility or resources to adapt quickly. As we navigate changes in political leadership and funding priorities, it’s important for organizations like STRIVE to have a stronger presence in workforce policy conversations, if possible. Ensuring that future funding supports practical, community- focused strategies will be critical to maintaining and growing the impact of the work.
within high-growth industries.
Expanding into additional communities with high levels of underemployment, particularly where access to quality workforce services is limited, could significantly extend STRIVE’s impact. In doing so, they should also aim to deepen partnerships with employers and key workforce stakeholders to not only prepare individuals for employment, but also to influence how systems and services are structured to better support long-term success. Continuing to strengthen and expand the Financial Opportunity Center® model should remain central to STRIVE’s future. When employment training is paired with financial coaching and supportive services, it creates a more complete pathway to lasting financial stability. That kind of integrated, outcomes- focused approach is where STRIVE has the potential to lead the field.
From a systems perspective, seeing stronger employer engagement, increased referrals from partner organizations, and growth in participant satisfaction are also key indicators that STRIVE’s model is working. As a funder, we look for consistent, data-driven outcomes paired with real stories of transformation. When those two things align, it’s a strong signal that the work is on track and making a lasting difference. Success is also reflected in what happens beyond the program. It’s when a participant returns not for services, but as a guest speaker, a mentor, or even a partner employer. It’s when alumni refer others because they trust the process. And it’s when STRIVE becomes a go-to resource for employers seeking skilled, motivated talent.
What partnerships would lead to great success for our mission?
To maximize impact, it will be important for STRIVE to continue deepening and expanding partnerships with employers and industry leaders, particularly in high- growth sectors like healthcare, logistics, clean energy, and technology. These relationships help
ensure that training remains relevant, that job placement
Ultimately, STRIVE’s vision becomes tangible when its model is not only
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pipelines are strong, and that participants are connected to real opportunities with potential for advancement. There’s also a need to continue strengthening partnerships that address the broader ecosystem of support jobseekers need outside of technical training. Collaborating with transportation providers, affordable childcare organizations, housing programs, and financial institutions can help remove key barriers that often prevent individuals from completing training or maintaining employment. At the same time, expanding relationships with adult education providers, apprenticeship programs, and local colleges could create more flexible, stackable learning pathways, ensuring participants have opportunities to continue advancing over time. These wraparound and educational partnerships are just as essential as employer engagement in supporting long-term success and mobility. In addition to programmatic partnerships, there could be opportunities to explore more collaborative approaches to fundraising, such as with the ability to sustain and expand the Financial
delivering results but also influencing how workforce programs are designed, funded, and measured. That’s when the impact extends beyond individuals and begins to shape lasting change in communities and systems.
What do you consider STRIVE’s greatest accomplishments?
STRIVE has achieved several meaningful accomplishments that reflect both strategic growth and a deep commitment to community impact. Their expansion into Clayton County, with a focus on connecting residents to careers in logistics and eventually healthcare, demonstrates a clear understanding of workforce demand and local needs. These sectors offer strong pathways to economic stability and STRIVE is helping to make those opportunities truly accessible. Most opportunities in today’s job market require digital access. With support from AT&T through LISC, STRIVE Atlanta launched a digital lab that gives participants hands-on experience with tools and technology essential to today’s workforce. It’s a smart, forward- thinking addition that reflects their commitment to preparing clients for long-term success.
Jomal Vailes has been a strong leader and partner. He is present,
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engaged in planning conversations, and intentional about building the partnerships needed to sustain STRIVE’s impact. Just as important is the dedication of the frontline staff who bring the mission to life every day. Their commitment to helping participants succeed is evident in both the outcomes and the relationships they build. I also had the opportunity to attend a STRIVE graduation, and it was a powerful reminder of the personal transformation this program supports. Hearing participants share their journeys, the challenges they have overcome, the confidence they have built, and the goals they now see as possible, reinforce the real impact of this work
Opportunity Center® model. Joint fundraising with aligned partners or employer sponsors could help build a stronger funding base for the coaching and support services that are essential to STRIVE’s outcomes.
As STRIVE continues to grow, being intentional about building both service and funding partnerships will be key to sustaining impact and scaling success.
Nyna
Dang
Staff
Atlanta
What makes STRIVE's work unique? Offering lifetime support and soft skills training to students and alumni differentiates STRIVE from other workforce development organizations.
What current realities in our communities and world align well with STRIVE's work and mission? STRIVE's work and mission aligns with priorities of all political views so I think we have a strong case of support from federal, state, and local public funds.
What about STRIVE's purpose are you most passionate about? I am most passionate about helping people who face barriers put in place by an unjust society and helping provide who are justice impacted.
How would we know when we're achieved our goals? We know we have achieved our goals when we see students placed in jobs that advance their life.
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BIRMINGHAM SUMMARY Commitment to serving justice-involved and
Expand partnerships with legal aid, mental health providers, and inclusive employers. Stabilize internal operations by investing in competitive compensation and infrastructure. Promote site-specific achievements and alumni stories to build morale and visibility. Create sustainable funding strategies that reduce burnout and support long-term growth.
Scale STRIVE’s presence across Alabama while maintaining program fidelity and community roots. Develop accessible models such as a STRIVE University to eliminate transportation barriers. Reframe the narrative around 'hard to employ' by addressing solvable, systemic challenges. Strengthen alumni integration and leadership in program growth and outreach.
Pair measurable employment metrics with real-life stories to reflect deeper impact. Track participant growth over 1–3 years to assess success beyond graduation. Implement SMART goals and
underrepresented populations with care and respect.
Programs that build confidence, foster
perseverance, and empower participants to succeed. Wraparound model offering no-cost training, emotional support, and career pathways. Deep community trust driven by STRIVE’s authenticity and thoughtful local leadership.0
intentional pauses between cohorts to prevent burnout.
Ensure alumni support
systems are strong enough to reduce stagnation and promote upward mobility.
Quiwintre
Frye
Executive Director
Birmingham
STRIVE excels at serving the students by providing career readiness, credentials for career pathways, and wraparound services. The alumni program is a unique feature that continues to build with students even after they have completed the program. It is gratifying to see students complete the program with
STRIVE as a whole organization is growing faster than the framework and vision that is built to support it. We are very good at serving the students and communities where we are planted. If we continue to do so without proper evaluation tools and processes, we are at risk of building unstable sites/organizations. Effective advisory boards could be beneficial partnerships to help lead our missions at each site.
STRIVE should work to stabilize each site with feasible operations, building, and strong organizational charts. The work with the community will get done but the sites need to be designed to sustain growth.
increased confidence and determination to succeed.
Forte'
Partner
Birmingham
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[Text Answer] STRIVE Excels: The jury is sƟll out in Birmingham. I believe supporƟng students in non-academic barriers to success is important. Gas cards and clothing my seem small to many but they can greatly impact a student. Greatest accomplishments: The ability to place students in paid roles. There are few opportuniƟes across Birmingham and Alabama. Proud: GraduaƟon is a hallmark for me. I love seeing the pride exhibited by the graduates and their families supporƟng them in a major accomplishment. Unique: EffecƟve Workforce development has been needed for decades; the STRIVE game changer is conversion into employment at no cost to the student. There are many Ɵmes we miss things in K-12 to develop the holisƟc self. Nevertheless, a college credenƟal is not within financial reach as we consider poverty level in Alabama.
[Text Answer] Current realiƟes: In America, this is a step to help end generaƟonal poverty and unemployment. For those impacted by the jusƟce system, few resources are available for rehab or restoraƟve jusƟce. Threats: Keep the student's success and the community return in the forefront of communicaƟon. As neighbors, we want to know if the programs work for people that look like me. From a business side, how does this contribute to the talent pool, address worker shortages and reduce criminal acƟvity -while leading to a beƩer place for all to live, work, play and grow? Gaps or Process: 1.) From a mobile web side, it would be nice to see the team that is doing the work and not just top leadership. It creates a deeper sense of togetherness and helps one to understand who drives the work. 2.) Highlight student achievement site specific and not a blanket success story. GraduaƟon or hands
[Text Answer] Future: ConƟnued success and existence in locaƟons. We love long term relaƟonships; it takes Ɵme to demonstrate progress. Most Difference: Employment placement for parƟcipants and improved quality of life for the learners. STRIVE's Purpose: Upward mobility and financial empowerment for the students and their families. With a wide financial gap, this is a major key in society.
[Text Answer] Measures: QuanƟƟvely and qualitaƟve data collecƟon is important because it captures and records the story of hope. Translate Outcomes: In reaching students, the quality of relaƟonships vs number served is more important- in my eyes. OŌen Ɵmes, programs are stressed to hit a quota and miss engaging the student 1:1. It also creates a large burden on the team. Goals: They are ever changing and should not be staƟc. It also helps to amplify the students and teams voice in reaching goals..... What is important to them, while being good
financial stewards with the investments STRIVE has been
entrusted with is criƟcal. In creaƟng goals, I hope that STRIVE takes the Ɵme to plan and evaluate oŌen with breaks in-between student cohorts. RejuvenaƟon is important in long- term success, community trust and reduces burn out.
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on acƟvity pictures would be morale boosters. 3.) Talent Growth and RetenƟon-I have reviewed several opportuniƟes at STRIVE, the salaries are not compeƟƟve and do not reflect a true investment in the community. The lack of remote work or a hybrid opƟon reduces high performers and/or more experienced candidates. Partnerships: Ready for the challenge? Across the Alabama Black Belt.
Micala
Hopson
Staff
Birmingham
What does STRIVE really excel at?
What partnerships would lead to great success for our mission?
How can STRIVE most make a difference?
How would we know when we're achieved our goals?
Strive excels at ensuring that employee feedback is heard and encourages employees to express struggles and challenges.
The primary partnerships that would have significant impact are ones with law firms and legal aid to help with record expungements and navigating on going legal battles and making students knowledgeable of the law and their rights.
Strive can make the most impact by continuing to do the work we are doing, and working with employees and community partners to truly address need and make a significant and lasting impact in the communities we serve, and working to expand our reach as much as possible.
We will know we are achieving our goals with each graduate, each placement, and each promotion that we have help to facilitate.
Angela
Abdur-Rasheed
Partner
Birmingham
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STRIVE excels at galvanizing and equipping participants. While many workforce development organizations struggle to connect with the populations they desire to serve and those who can empower them, STRIVE has mastered the ability to forge fruitful relationships beneficial for all.
One threat I see is the potential for STRIVE to reach roadblocks, like some other agencies in recruiting applicants to sustain the work of the program.
STRIVE should strive (pun intended) to expand the scope of trainings and certifications they offer to expand to other industries key to the Birmingham economy and important to future participants. I'm excited at the growth of STRIVE since its Birmingham impact
The number of graduates and the number of graduates placed in careers is a trackable measure of success. Tracking success of recruiting, participants, placements and advancements, even post- graduation would be a way to capture outcomes of achieved goals.
Saundra
Taylor
Staff
Birmingham
I feel that STRIVE really excel at helping those people overcome their barriers and help them realize that they can succeed. It makes me proud to see how the people evolve from the time they start until the time they finish. To see their confidence build and to see them accomplish what they felt like was the impossible. Although there are a lot of companies based off of our model, I feel like it's the genuine work that we put in to make sure that the students are successful. I do like that they have a long-term relationship with us.
I'm not sure if I would see it as a threat, but just to see so many companies being developed after our model. Having said that we would need to continue to be consistent and true to the "WHY" we are doing this work.
STRIVE should try to achieve a university. This way it can be on a bigger scale and provide access in a general area to where people can attend without so many transportation barriers. STRIVE purpose to help those with barriers is good enough, not everyone is in a situation to succeed but may want to break the cycle of not succeeding.
Graduation rate and long-term employment, with the knowledge if they have advanced in a supervisory role. We will know that we have achieved our goals by growth and more partnership. When you do well everyone always want to be a part of that success.
Sarah Wilson
Wilson
Funder
Birmingham
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[Transcribed] Hi, my name is Sara Wilson. I proudly serve as the deputy director of the Department of innovation and Economic Opportunity with the city of Birmingham. I have had the pleasure of working with queue entry and her team at strive over the last. I would say, two years basically, since strike came to Birmingham and it has been nothing but a collaborative and pleasant experience, I think what is so exciting about the work that strive is doing and one of the Biggest I would say accomplishments, is that ever since its Inception in Birmingham and its launch strive has completely 100% ingrained itself in community. A lot solution that they just want to throw at the at the opportunity. And I think strive completely took a different approach and really asked a lot of questions in the beginning and was always very true. And very honest Who they wanted to reach. And I think that that's an accomplishment, I think one of the other things that's really striking for me, is the fact that now after having been in the market for a couple of years, strives name comes up as a problem solver as an of times organizations, even nonprofits that are most well- meaning, come in and have a
[Transcribed] I think we have a ton of opportunity as we look at this work and the communities that we serve, I think strives Mission and the work that they do align with these needs and in terms of threats I just I think that the needs of the people that we serve are complex. It's not just a matter of solving for transportation and solving for childcare solving for housing. It's like when you dig deep and you really peel back the layers of what people are actually experiencing and really understanding the If the experiences of the people that we serve, it's not just childcare, right? It's not like, oh I'll pay for your child care and then, you know, that solves the issue its overnight care. It's understanding that, you know, if you're a single parent and your child gets sick, there is no other option besides you. It's also like what do you do during the summer when you can't send your child to school and you have to pay for care. It's also understanding that there's like, you know, that that a mom or a dad who you know, wants You say yes to more opportunity is going to have to make some changes and make some concessions in their life and it's how do we create systems that support people in. The
[Transcribed] I think that in the Workforce Development space, there's this term that's used and it's widely used, which is hard to employ populations, and it's kind of just like such a weird way to describe people because who wants to be called a hard to employee population. And a lot of times when you peel back the layer of like what makes someone hard to employ, there's like a very solvable barrier that is existing that that that's limiting that person's participation in our Workforce or even our economy more broadly, And so I think that that's a space that strive can really excel in. Is that strive doesn't shy away from serving populations that are most in need. I think that strives Brendan brother is how do we help people and understanding that people have barriers, people have complex, you know, limiting things whether it be a belief system whether it's like a tangible barrier. Like something that can be solved for like housing or, you know, just childcare Transportation, whatever those barriers are. And so I think that that's where strive I can really lean in and make a really big difference, is being Advocates and, you know, standing up and when it, whether it's, you know,
[Transcribed] I think as an ecosystem we have to do a better job of measuring long-term success. I think that there's a couple of ways that we can do this in a in a way that that feels good but also screams outcome one. We have to do a better job with data. I think. When you think about data, you think about quantitative data you know what are the number of people coming through your programs, what are their outcomes 36 months three years? After going through your program, how do we prove prove? The efficacy of what we're trying to do. So I think that we need to be able to track and measure that and we need to do that in an effective way that's easy for the practitioner, but also easy for the person, it's easy to digest for the person, reading it or reviewing it. And then we can also use that data to apply for other Grant programs or apply for other funding or to just be able to prove to to funders and donors that what we're doing matters and And it actually moves the needle for people and then I think we have to do a better job of tracking, the lived experiences and real stare storytelling opportunities that are present in a lot of the programs that
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