Fresh Lifelines for Youth

FLY's mission is to partner with youth to unlock their potential, disrupt the pipeline to prison, and advance justice in California and beyond.

FLY envisions a country where all kids grow up valued and supported, and the pipeline to prison is r

Goal One: Evidence Building: FLY will develop clear metrics, processes, and practices to help us learn and adapt in real-time so we can respond to emerging needs.

Goal Two: Direct Service Expansion: FLY is deeply present in four counties with direct service offerings and systems change engagement, and has launched in a fifth county of operations.

Goal Three: Systems Change: FLY will be executing on a strategically aligned and responsive local and statewide juvenile justice systems change platform.

FLY is committed to ensuring all staff receive support in developing leadership. We are proud that 4 of 6 Executive Team members have been with FLY for 5+ years, and were internally promoted to their current positions. We view this as the greatest evidence of our commitment to leadership development. Last year, we invested in leadership coaching for members of the leadership team. FLY has invested in training to enhance leadership skills as managers and leaders in the community. Specific training offered recently include: DEI trainings to to best support our team and clients focusing on inclusion and equity practices. The Radical Candor training supports leaders and teams in clear, honest communication and feedback resulting in trust and efficiency. Our CEO is part of the Annie E. Casey Foundation’s Children and Family Fellowship, which supports executives in leading major sys­tem reforms for youth and families and an opportunity to learn alongside systems thinkers across the country.

In the past year, FLY has demonstrated its ability to adapt to external changes in multiple ways. The COVID-19 pandemic had a significant impact on youth disengagement, mental health challenges, and access to education. In response, we implemented improvements to our programs, incorporating technology, multimedia, and current events to build youth’s social awareness, self-awareness, critical thinking, and self-advocacy. The feedback from youth suggests that these changes have had a positive impact, increasing engagement and participation. FLY also experienced a post-pandemic decrease in volunteers, prompting the CAFA Program staff to expand the mentoring program model to include education system advocacy for young people facing suspension, expulsion, or prior charges. Although the program relies heavily on volunteers, FLY staff have taken on essential functions, such as maintaining an internal database of volunteers, providing mentor training, and managing data to measure program efficacy. FLY has also addressed economic uncertainty and the Great Resignation, during a period of considerable growth. Some solutions have been; hiring additional HR staff, conducting equity surveys, raising wages, adopting a hybrid work schedule, and restructuring leadership to create a talent plan. These changes reflect FLY's commitment to creating a supportive work environment that attracts and retains talent. Despite these positive changes, FLY recognizes that it is not immune to the same issues faced by the for-profit sector, including the return to the office and disengagement among young people. However, FLY remains committed to adapting to external changes and addressing the needs of the youth it serves.