EDUCATION & YOUTH DEVELOPMENT

Dave Biggers for Louisville Mayor 2025

EXECUTIVE SUMMARY

Louisville’s children are our future—but we’re failing them. Chronic absenteeism has doubled since the pandemic. Achievement gaps between Black and white students remain massive. Thousands of young people lack access to after-school programs, summer jobs, or pathways to careers. Meanwhile, school buildings crumble from deferred maintenance, teachers leave due to low pay and impossible working conditions, and families struggle to afford childcare that costs more than college tuition.

Dave Biggers believes every Louisville child deserves an excellent education and meaningful opportunities—regardless of their zip code, race, or family income. While the mayor doesn’t control Jefferson County Public Schools (JCPS), Louisville Metro Government has enormous power to support students, families, and educators through strategic partnerships, direct services, and community investment.

The Challenge

Louisville’s education and youth development crisis shows up in stark numbers:

1. Academic Achievement Crisis: Only 34-35% of JCPS students are proficient in reading; 27-28% in math. Black students proficient at 28% (reading) and 22% (math)—half the rate of white students.

2. Chronic Absenteeism Emergency: 38% of JCPS students chronically absent (missing 10%+ of school days)—doubled from 19% pre-pandemic. In some schools, over 60% chronically absent.

3. Opportunity Gaps: 15,000+ JCPS students lack access to after-school programs. Only 2,000 summer jobs available for 25,000+ youth who need them. Early childhood education serves <30% of eligible low-income children.

4. School Infrastructure Decay: $1 billion+ in deferred maintenance. Schools without air conditioning. Lead in water. Crumbling facilities in West Louisville while East End schools receive investments.

5. Youth Violence & Trauma: 180+ homicides annually; many victims and witnesses are children and teens. 60%+ of JCPS students experience trauma (violence, abuse, housing instability, food insecurity).

Dave’s Vision

Dave will make Louisville a city that invests in every child’s success through comprehensive education and youth development partnerships:

After-School Programs Expansion ($12M annually): Universal access to free, quality after-school programs in all neighborhoods—serving 15,000+ additional students with homework help, enrichment, meals, and safe spaces.

Youth Employment Program ($8M annually): 2,000+ paid summer jobs and year-round internships for Louisville youth, with pathways to careers in city government, nonprofits, and local businesses.

Early Childhood Education Expansion ($5M annually): Triple Louisville’s investment in pre-K and childcare, serving 1,500 additional children and supporting childcare workers.

Library System Expansion ($2M annually): Extended hours, new branches in underserved areas, literacy programs, and technology access for students and families.

School Support Partnerships ($1M annually): Direct support for JCPS through social workers, mental health counselors, attendance interventions, and facility improvements.

Budget Impact

This policy requires $28 million in new annual spending—funded through reallocation from ineffective violence prevention contracts, new federal funding partnerships, and evidence-based investments that pay for themselves through improved educational outcomes and reduced youth justice system costs.

All proposals fit within Louisville Metro’s $1.2 billion annual general fund budget.

Why This Matters

Education is the foundation of opportunity. When children succeed in school, they escape poverty, avoid the criminal justice system, and contribute to Louisville’s prosperity. When children fail, our entire community pays the price—through crime, unemployment, poverty, and lost potential.

Youth development prevents violence. Research is clear: structured after-school programs, summer jobs, and positive adult mentorship reduce youth involvement in violence by 40-60%. Investing in young people prevents problems rather than paying to manage crises.

Louisville’s prosperity depends on our children’s success. Companies choose cities with educated workforces. Talent stays in cities with opportunities for young people. Families move to cities that invest in children.

Dave’s education and youth development agenda will ensure every Louisville child has the support, opportunities, and resources they need to thrive.

CURRENT SITUATION: EDUCATION & YOUTH IN CRISIS

By the Numbers

Academic Achievement:
– Reading Proficiency (JCPS): 34-35% overall; 28% Black, 58% white (30-point gap)
– Math Proficiency (JCPS): 27-28% overall; 22% Black, 56% white (34-point gap)
– High School Graduation Rate: 81% overall; 74% Black, 88% white
– College Enrollment: 52% of JCPS graduates enroll; 38% Black, 68% white
– Chronic Absenteeism: 38% of students (up from 19% pre-pandemic)

Youth Opportunities:
– After-School Program Access: 12,000 students served; 15,000+ on waitlists
– Summer Youth Employment: 2,000 jobs; 25,000+ eligible youth (8% served)
– Early Childhood Education: 1,500 children in Metro-funded pre-K; 6,000+ eligible
– Library Access: Average 40 hours/week; closed Sundays; 4 branches in underserved areas need expansion

Infrastructure & Support:
– JCPS Deferred Maintenance: $1 billion+ backlog
– School Social Workers: 1 per 1,000 students (national standard: 1 per 250)
– School Counselors: 1 per 430 students (national standard: 1 per 250)
– School Nurses: 1 per 1,200 students (national standard: 1 per 750)

Youth Violence & Justice:
– Youth Homicide Victims (under 21): 35-40 annually
– Youth Arrested: 2,500+ annually
– Students Experiencing Trauma: 60%+ (violence, abuse, housing instability, food insecurity)
– Suspension/Expulsion: Black students 3x more likely than white students

Major Problems

Problem 1: Chronic Absenteeism Crisis Destroying Educational Outcomes

38% of JCPS students are chronically absent—missing 10% or more of school days (18+ days annually). This has doubled since the pandemic (19% in 2019 to 38% in 2024).

Why chronic absenteeism matters:
– Students who miss 10% of school days are 36% less likely to graduate
– Reading proficiency requires consistent attendance—gaps compound
– Absence is early warning sign for dropout, unemployment, justice system involvement

Why students miss school:
1. Health/healthcare access: Asthma attacks, untreated medical conditions, lack of dental care (toothaches prevent attendance)
2. Transportation barriers: Bus routes cut, unreliable transportation, families can’t drive students
3. Housing instability: Families experiencing homelessness or frequent moves
4. Lack of engagement: Students don’t see relevance of school to their lives
5. Mental health: Anxiety, depression, trauma from community violence
6. Lack of safe, supportive environment: Bullying, don’t feel safe or welcomed at school

Current response is inadequate:
– JCPS attendance officers overwhelmed (1 officer per 5,000+ students)
– Truancy court punishes families but doesn’t address root causes
– No coordinated system connecting students to health, housing, mental health services
– After-school and summer programs that boost engagement serve <50% of students

Result: Thousands of students fall further behind each year, widening achievement gaps and reducing graduation rates.

Problem 2: Massive Achievement Gaps by Race and Income

Black students in JCPS perform at half the proficiency rates of white students:

Reading: 28% Black proficient vs. 58% white (30-point gap)
Math: 22% Black proficient vs. 56% white (34-point gap)

Low-income students (eligible for free/reduced lunch) similarly lag behind:

Reading: 34% low-income proficient vs. 63% middle/upper-income (29-point gap)
Math: 31% low-income proficient vs. 60% middle/upper-income (29-point gap)

Achievement gaps start early:
– By kindergarten entry, low-income children are 12-14 months behind in language/literacy
– By 3rd grade (critical reading milestone), gaps are 2-3 years
– By 8th grade, gaps are 3-4 years
– By high school, many students so far behind they disengage entirely

Why gaps exist:
1. Early childhood education access: Middle/upper-income families afford pre-K; low-income families lack access
2. Summer learning loss: Low-income students lose 2-3 months of learning each summer; affluent students gain
3. Resource inequality: Schools in low-income areas have less experienced teachers, fewer AP courses, outdated materials
4. Trauma and instability: Low-income students more likely to experience violence, housing instability, food insecurity—all affecting learning
5. Low expectations: Implicit bias leads educators to expect less from Black and low-income students

Current response fails:
– JCPS invests in intervention programs, but funding insufficient
– After-school tutoring serves <20% of struggling students
– Summer school serves only students who failed courses (not students behind but passing)
– Early childhood education reaches <30% of eligible low-income children

Result: Achievement gaps persist generation after generation, perpetuating racial and economic inequality.

Problem 3: Lack of After-School Programs Leaving Students Unsupervised

JCPS dismisses at 2:30-3:00 PM. Most parents work until 5:00-6:00 PM. That leaves 15,000+ students unsupervised for 2-4 hours daily—what youth development experts call “the danger hours” for risky behavior.

Current after-school landscape:
– Quality programs: Serve 12,000 students (YMCAs, Boys & Girls Clubs, community centers, school-based programs)
– Waitlists: 15,000+ students on waitlists for programs (demand exceeds supply 2:1)
– Geographic gaps: West Louisville, Shawnee, South End severely underserved
– Cost barriers: Many programs charge $50-200/week—unaffordable for low-income families

What happens without after-school programs:
– Academic decline: No homework help; students fall behind
– Safety risks: Unsupervised teens more likely to be victims or perpetrators of violence
– Risky behavior: Peak hours for youth substance use, sexual activity, crime are 3:00-6:00 PM
– Missed opportunities: No access to enrichment (arts, sports, STEM, leadership development)

Evidence for after-school programs:
– Academic improvement: Participants show 20% higher math and reading scores
– Attendance improvement: Chronic absenteeism reduced 30% for participants
– Violence reduction: Participants 40% less likely to be involved in violence
– Social-emotional development: Improved self-esteem, conflict resolution, leadership skills

Louisville invests only $8 million annually in after-school programs—far below peer cities:
– Nashville: $25M annually
– Indianapolis: $18M annually
– Charlotte: $22M annually

Result: Thousands of students unsupervised during danger hours, falling behind academically, at risk of violence and risky behavior.

Problem 4: Youth Unemployment and Lack of Career Pathways

Louisville has 25,000+ youth ages 14-21 who need summer employment and career development opportunities. We provide 2,000 summer jobs—serving only 8%.

Why youth employment matters:
– Financial stability: Families need teenage earnings to make ends meet
– Skill development: Responsibility, professionalism, time management, teamwork
– Career exploration: Exposure to potential careers; networking
– Violence prevention: Employed youth 60% less likely to be involved in violence
– Educational outcomes: Working students have higher graduation rates and college enrollment

Current landscape:
– Metro government Summer Youth Employment: 1,000 jobs (inadequate)
– YouthBuild, YouthForce, other nonprofits: 1,000 jobs combined
– Private sector: Limited participation in youth hiring
– Total: 2,000 jobs for 25,000+ youth (92% unserved)

Barriers to youth employment:
– Lack of jobs: Not enough positions available
– Lack of connections: Low-income youth don’t have networks to find jobs
– Transportation: Can’t get to work sites
– Lack of experience: Employers reluctant to hire youth without work history
– Criminal records: Even minor juvenile offenses create barriers

What happens without youth employment:
– Idle summers: No structure, supervision, or productive activity for 3 months
– Summer learning loss: Low-income students lose 2-3 months of academic progress
– Involvement in violence: Summer months see spike in youth violence
– Missed workforce development: No pathway from school to career

Peer cities invest far more:
– Boston: 10,000 summer youth jobs annually
– Chicago: 25,000 summer youth jobs annually
– New York City: 75,000 summer youth jobs annually

Louisville’s 2,000 jobs is embarrassingly inadequate.

Problem 5: Early Childhood Education Gap Creating School Readiness Crisis

Research is unequivocal: high-quality early childhood education (pre-K for ages 3-4) is the highest-return investment in education—every $1 invested returns $7-10 in reduced special education, grade retention, crime, and improved earnings.

Louisville’s early childhood landscape:
– Eligible children (low-income 3-4 year-olds): 6,000+
– Metro-funded pre-K slots: 1,500 (25% served)
– Head Start (federal): 2,000 slots (33% served)
– Total public pre-K: 3,500 slots (58% served)
– Unserved: 2,500+ eligible children (42%)

Impact of missing pre-K:
– Children without pre-K enter kindergarten 12-14 months behind in language, literacy, math
– 60% of children without pre-K fail to reach 3rd grade reading proficiency (vs. 25% with pre-K)
– Achievement gaps present at kindergarten persist through high school

Childcare crisis compounds problem:
– Average childcare cost in Louisville: $1,100/month ($13,200/year)
– Average household income (low-income families): $35,000
– Childcare consumes 38% of income—unsustainable
– Result: Parents unable to work or forced to use unlicensed, low-quality care

Childcare workforce crisis:
– Average childcare worker pay: $11/hour ($22,880/year)
– 35% of childcare workers on public assistance (Medicaid, SNAP, housing vouchers)
– High turnover (40% annually) reduces quality
– Chronic workforce shortage—centers can’t hire enough workers

Current Metro investment in early childhood:
– $5 million annually for 1,500 pre-K slots
– No childcare worker wage supplements
– No assistance with childcare facility capital improvements
– Far below peer cities (Nashville: $18M, Charlotte: $15M, Indianapolis: $12M)

Result: Thousands of children start school already behind, childcare unaffordable for working families, early childhood educators living in poverty.

Problem 6: School Infrastructure Inequality and Decay

JCPS faces $1 billion+ in deferred maintenance—crumbling buildings, outdated HVAC, lead in water, ADA accessibility violations. And inequity is stark: West Louisville schools suffer worst conditions while East End schools receive capital investments.

Examples:
– No air conditioning: 15+ schools lack adequate cooling; classrooms reach 90+ degrees in September
– Lead in water: 50+ schools with elevated lead levels in drinking fountains
– Roof leaks: Water damage causing mold, structural issues
– Outdated facilities: Schools built in 1950s-70s never updated
– Technology gaps: Inadequate broadband, outdated computers

Geographic inequity:
– West Louisville schools: Built 1940s-60s, minimal updates, poor conditions
– East End schools: Newer construction, recent renovations, modern facilities

Why Metro government involvement matters:
– JCPS budget constrained; can’t address $1B backlog alone
– Louisville Metro has bonding capacity, capital improvement funds
– Community Wellness Centers (Dave’s public safety proposal) could co-locate in schools, sharing facilities
– Partnerships reduce duplication (Metro and JCPS both operate recreation facilities)

Current Metro-JCPS partnership minimal:
– No joint capital planning
– Limited facility sharing
– Missed opportunities for efficiency and equity

Result: Students learn in substandard, inequitable conditions; buildings decay further each year; morale suffers among students, families, educators.

Why Current System Persists

Five factors maintain the status quo:

1. Fragmented governance: JCPS is independent from Metro government; coordination is voluntary, not required
2. Insufficient funding: Metro invests <$15M annually in education/youth—peer cities invest $50-100M
3. Short-term thinking: Politicians prioritize visible projects over long-term youth development
4. Racial and economic segregation: Affluent families opt out of public systems; lack political pressure for improvement
5. Competing priorities: Public safety, roads, economic development consume budget; youth seen as “nice to have” not essential

Bottom Line: Without major Metro investment and partnership with JCPS, Louisville’s children—especially Black and low-income students—will continue to fall behind, achievement gaps will persist, and our city’s future will suffer.

Dave Biggers will change course.

DAVE’S VISION: INVEST IN EVERY CHILD’S SUCCESS

Dave Biggers believes every child deserves excellent education and meaningful opportunities—regardless of zip code, race, or family income. While the mayor doesn’t control JCPS, Louisville Metro Government has enormous power to support students, families, and educators.

Core Principles

1. Universal Access: Every Louisville child should have access to quality early childhood education, after-school programs, summer jobs, and educational support.

2. Equity: Invest most in students and communities with greatest needs—closing achievement gaps and addressing historical inequities.

3. Partnership: Metro government and JCPS working together—coordinated services, shared facilities, aligned goals.

4. Evidence-Based: Fund programs proven to work—early childhood education, after-school programs, youth employment, attendance interventions.

5. Whole-Child Approach: Address barriers to learning—health, housing, food security, mental health, safety—not just academics.

Goals (4-Year Term)

By 2029, Dave will achieve:

✅ 15,000+ students in after-school programs: Universal access to free, quality after-school programming in all neighborhoods

✅ 2,000+ youth employed annually: Summer jobs and year-round internships with pathways to careers

✅ 4,500 children in pre-K: Triple Metro investment in early childhood education

✅ Chronic absenteeism reduced 40%: From 38% to 23% through coordinated interventions

✅ Achievement gaps narrowed 25%: Reading and math proficiency gaps between Black and white students reduced from 30-34 points to 22-25 points

✅ Extended library hours: 7 days/week, expanded evening hours, new branches in underserved areas

✅ 200+ additional school support staff: Social workers, counselors, nurses funded through Metro-JCPS partnership

DETAILED PROPOSALS

Proposal 1: Universal After-School Programs ($12M Annually)

What It Is

Louisville will invest $12 million annually to expand free, quality after-school programs—serving 15,000 additional students (27,000 total) and achieving near-universal access in neighborhoods with greatest need.

Program Model:

Hours: 3:00-6:00 PM on school days (M-F)

Location: YMCAs, Boys & Girls Clubs, community centers, schools, libraries, parks

Services:
– Homework help and tutoring (aligned with JCPS curriculum)
– STEM enrichment (robotics, coding, science experiments)
– Arts and culture (music, visual arts, theater, dance)
– Sports and recreation (basketball, soccer, fitness, outdoor activities)
– Social-emotional learning (conflict resolution, leadership, character development)
– Healthy meals and snacks (addressing food insecurity)
– Safe, supervised environment (trained youth development professionals)

Eligibility: All JCPS students; free to families <80% AMI; sliding scale for higher-income families

Priority enrollment:
1. Students chronically absent
2. Students below grade level in reading/math
3. Students experiencing trauma, housing instability, or other risk factors
4. Students in high-violence neighborhoods

Quality standards:
– Staff ratios: 1 adult per 12 students
– Staff qualifications: Bachelor’s degree or equivalent experience in youth development
– Evidence-based curricula (Academic Youth Development, WINGS, NYSAN standards)
– Parent engagement and communication
– Coordination with school-day teachers
– Regular assessment of academic and social-emotional outcomes

Geographic distribution:
– West Louisville (Shawnee, Russell, Park DuValle): 4,000 slots (currently 1,500)
– South End (Newburg, Highview, Okolona): 3,000 slots (currently 1,000)
– Downtown and surrounding (Portland, Smoketown, Shelby Park): 2,500 slots (currently 1,000)
– Other neighborhoods: 5,500 slots (currently 8,500—maintain access)

Partnership model:
– Metro government provides funding
– Community organizations operate programs (YMCAs, Boys & Girls Clubs, Salvation Army, Metro Parks, community centers)
– JCPS provides facilities, coordinates curriculum alignment, shares student data
– Regular evaluation by Office of Performance Management

Why It Matters

After-school programs are proven to improve academic and social outcomes:

Academic benefits:
– 20% higher test scores in math and reading for regular participants
– 30% reduction in chronic absenteeism (students engaged want to attend school)
– Grade retention reduced 50% (homework help prevents falling behind)
– High school graduation rates 15 points higher for students in programs 3+ years

Safety and behavioral benefits:
– 40% reduction in youth violence involvement (supervised during danger hours)
– 50% reduction in substance use (structured activities, positive peers)
– Fewer suspensions/expulsions (social-emotional learning improves behavior)

Family and community benefits:
– Parents able to work full-time (childcare during after-school hours)
– Reduced childcare costs (average family saves $3,000-5,000 annually)
– Community cohesion (programs bring families together)

Evidence from Louisville:
– Boys & Girls Clubs: Participants 2x more likely to graduate high school
– YMCAs: 90% of parents report programs enable work; 85% of students improve grades
– Metro Parks Power Hour: 75% of participants improve reading scores

Evidence from national research:
– Harvard Afterschool Program Evaluation: 21% math score increase, 18% reading increase
– RAND Corporation study: Every $1 invested returns $2.50 in improved test scores, reduced grade retention, increased high school graduation
– Collaborative for Academic, Social, and Emotional Learning (CASEL): 11% academic improvement, 23% social-emotional improvement

Louisville will benefit:
– 15,000 more students academically successful
– Fewer dropouts, more graduates, stronger workforce
– Reduced youth violence and crime
– Working families supported (parents can work without childcare burden)

Budget

Annual Cost: $12 million

Per-student cost: $800/year (15,000 additional students)
– National average: $1,000-1,200/student
– Louisville achieves efficiency through partnerships, facility sharing, economies of scale

Breakdown:
– Program operations: $9M (staffing, materials, curricula)
– Meals and snacks: $1.8M (15,000 students × $120/year)
– Transportation: $600K (bus routes to programs for students in underserved areas)
– Quality improvement: $400K (staff training, evaluation, program development)
– Administration and coordination: $200K (1 FTE Metro coordinator)

Funding Sources:
– Metro general fund: $6M (new investment)
– Federal 21st Century Community Learning Centers grant: $4M (requires local match; Metro investment unlocks federal funds)
– Reallocation from ineffective violence prevention contracts: $2M (after-school programs more effective at preventing youth violence than current contracts)

Cost-Benefit:
– Every $1 invested returns $2.50 in academic improvement, reduced dropout, increased graduation
– Reduced youth violence saves $10M+ annually in emergency services, justice system costs
– Parents working full-time generates economic growth and tax revenue

Implementation Timeline

Year 1 (2026):
– January-March: Issue RFP for after-school providers; select partners
– April-June: Hire staff, develop curricula, prepare facilities
– August: Launch expanded programs serving 5,000 additional students (17,000 total)

Year 2 (2027):
– Expand to 22,000 students (10,000 additional)
– Evaluate Year 1 outcomes; refine programs
– Add transportation routes to underserved areas

Year 3 (2028):
– Expand to 27,000 students (15,000 additional)
– Near-universal access in high-need neighborhoods
– Achievement and attendance improvements measurable

Year 4 (2029):
– Sustain 27,000 students
– Chronic absenteeism reduced 30-40% among participants
– Academic proficiency improved 15-20% among participants
– Model program recognized nationally

Proposal 2: Youth Employment & Career Pathways ($8M Annually)

What It Is

Louisville will create a comprehensive youth employment program providing 2,000+ paid summer jobs and 500+ year-round internships for young people ages 14-21—with pathways to careers in city government, nonprofits, healthcare, skilled trades, and technology.

Three Program Components:

Component 1: Summer Youth Employment (2,000 jobs)

6-week paid summer jobs (June-July) for youth ages 14-21:

Job placements:
– Metro government departments: 600 jobs (Parks, Public Works, Libraries, Health, 311, offices)
– Nonprofit partners: 600 jobs (community centers, childcare, elder care, environmental restoration)
– Small businesses: 400 jobs (retail, restaurants, neighborhood services—Metro subsidizes 50% of wages)
– JCPS: 400 jobs (summer school support, facilities maintenance, technology assistance)

Wages: $15/hour × 25 hours/week × 6 weeks = $2,250 per youth

Support services:
– Financial literacy training: Banking, budgeting, saving, credit
– Professional development: Resume writing, interviewing, workplace behavior
– Career exploration: Exposure to different fields; guest speakers
– Mentorship: Each youth paired with adult mentor (supervisor + career counselor)

Priority hiring:
1. Youth involved in justice system or at high risk
2. Youth experiencing homelessness or housing instability
3. Youth from high-violence neighborhoods (Russell, Shawnee, Park DuValle, Smoketown)
4. JCPS students with poor attendance or below grade level

Component 2: Year-Round Internships (500 positions)

School-year internships for high school students:

Hours: 10 hours/week during school year (September-May)

Placements:
– Healthcare: Baptist Health, UofL Health, Norton Healthcare (patient services, medical records, community health)
– Technology: Local tech companies (coding, web development, IT support)
– Skilled trades: Electrical, plumbing, HVAC apprenticeships
– City government: Rotations through departments; exposure to public service careers
– Nonprofits: Community organizing, program coordination, youth development

Wages: $15/hour × 10 hours/week × 36 weeks = $5,400 per student

Benefits:
– Real-world work experience aligned with career interests
– Academic credit (internships coordinated with JCPS career pathways)
– Mentorship from professionals in chosen fields
– Pathway to permanent employment or apprenticeships

Component 3: Career Pathways Program

Direct pipeline from internships to careers:

• Pre-apprenticeship programs: Electrical, plumbing, HVAC, construction trades—guaranteed apprenticeship upon completion
• Metro government career ladder: Summer workers and interns eligible for permanent Metro jobs at 18
• Healthcare career pathway: Internships leading to CNA, medical assistant, pharmacy tech certifications
• Technology pathway: Coding bootcamp scholarships for program participants

Why It Matters

Youth employment has profound impacts on individual and community well-being:

Academic outcomes:
– Higher graduation rates: Working students graduate at 90% rate vs. 81% overall
– College enrollment: Employed youth enroll in college at 65% rate vs. 52% overall
– Career readiness: Work experience teaches responsibility, professionalism, time management

Violence prevention:
– 60% reduction in youth violence involvement among employed youth
– Structured summer: Prevents idle time during peak violence months
– Positive identity: Employment provides purpose, self-worth, alternative to street culture

Economic mobility:
– Earnings: First job creates work history; easier to get subsequent jobs
– Financial skills: Youth learn banking, budgeting, saving
– Networks: Exposure to professionals, mentors, career fields
– Family support: Teen earnings help families pay bills, buy groceries

Evidence:
– Chicago Summer Youth Employment Program: 43% reduction in violent crime arrests among participants
– Boston Summer Jobs Program: Participants 33% more likely to attend college
– New York City Summer Youth Employment: 75% of participants report program influenced career choice
– Louisville Youth Force pilot: 85% of participants graduated high school; 70% enrolled in college or training

Employer benefits:
– Businesses gain motivated workers
– Pipeline for talent development
– Strengthened community relationships

Budget

Annual Cost: $8 million

Breakdown:
– Summer jobs (2,000 × $2,250): $4.5M
– Year-round internships (500 × $5,400): $2.7M
– Program administration: $400K (5 FTE coordinators)
– Financial literacy and professional development: $200K
– Career pathways support: $200K (pre-apprenticeship, certifications)

Funding Sources:
– Metro general fund: $4M (new investment)
– Federal Workforce Innovation and Opportunity Act (WIOA) Youth Program: $2M
– Private sector partnerships: $1M (employers contribute 50% of wages for business placements)
– Reallocation from juvenile justice system: $1M (employment prevents justice involvement; saves $5M+ in justice costs)

Cost-Benefit:
– Violence prevention: 60% reduction saves $15M annually in emergency services, justice system costs
– Educational outcomes: Higher graduation and college enrollment increases lifetime earnings and tax revenue
– Return on investment: Every $1 invested in youth employment returns $3-5 in violence reduction, improved education, increased earnings

Implementation Timeline

Year 1 (2026):
– January-March: Develop partnerships with Metro departments, nonprofits, businesses, healthcare, trades
– April-May: Recruit and hire 750 youth for summer program (pilot expansion)
– June-July: First summer cohort (750 youth)
– September: Launch year-round internships (150 students)

Year 2 (2027):
– Summer: 1,500 youth employed
– School year: 300 interns
– Career pathways partnerships established

Year 3 (2028):
– Summer: 2,000 youth employed
– School year: 400 interns
– Pre-apprenticeship programs launch

Year 4 (2029):
– Full implementation: 2,000 summer + 500 year-round = 2,500 total
– First cohort transitioning to permanent careers
– Measurable reductions in youth violence, improvements in graduation rates

Proposal 3: Early Childhood Education Expansion ($5M Annually)

What It Is

Louisville will triple its investment in early childhood education—expanding from 1,500 to 4,500 pre-K slots and supporting the childcare workforce—ensuring every low-income child has access to quality early learning.

Three Strategies:

Strategy 1: Pre-K Expansion (3,000 additional slots)

Target: Low-income 3-4 year-olds (families <200% federal poverty level = $60,000 for family of 4)

Settings:
– JCPS schools: 1,500 slots (partner with JCPS to expand existing programs)
– Community-based childcare centers: 1,000 slots (contracts with licensed providers)
– Head Start partners: 500 slots (local match leveraging federal expansion)

Quality standards:
– Evidence-based curricula (Creative Curriculum, HighScope, Tools of the Mind)
– Teachers with bachelor’s degrees in early childhood education
– Class sizes: 1 teacher + 1 assistant per 20 children
– Minimum 6 hours daily (full-day program)
– Family engagement and parent education
– Kindergarten transition support

Integration with services:
– Health screenings (vision, hearing, dental, developmental)
– Nutrition (breakfast, lunch, snacks)
– Social services referrals (housing, healthcare, food assistance)
– Mental health consultation (addressing trauma, behavioral challenges)

Strategy 2: Childcare Worker Wage Supplements ($1.2M annually)

Problem: Childcare workers earn $11/hour average ($22,880/year)—poverty wages

Solution: Wage supplements bringing early childhood educators to $15/hour minimum

Eligibility: Licensed childcare centers serving low-income children; workers with CDA (Child Development Associate) or higher credential

Impact:
– 800 childcare workers receive $4,000-6,000 annual supplements
– Reduced turnover (improves quality and stability for children)
– Increased professionalism and career sustainability
– Expanded capacity (centers can recruit and retain workers)

Strategy 3: Childcare Facility Improvements ($800K annually)

Grants for licensed childcare centers:
– Facility repairs and upgrades (HVAC, roofs, plumbing, ADA accessibility)
– Playground equipment and outdoor learning spaces
– Technology (tablets, educational software, parent communication systems)
– Health and safety improvements (lead abatement, ventilation)

Eligibility: Centers serving 50%+ low-income children

Average grant: $40,000 per center (20 centers annually)

Impact:
– Improved quality and safety
– Expanded capacity (centers can serve more children)
– Reduced closures (facilities maintained, not deteriorating)

Why It Matters

Early childhood education is the highest-return investment in education:

Academic outcomes:
– 3rd grade reading proficiency: 75% for pre-K participants vs. 40% for non-participants
– High school graduation: 85% vs. 74%
– College enrollment: 60% vs. 45%

Long-term outcomes:
– Reduced special education: 40% reduction in special ed placement
– Reduced grade retention: 35% reduction in students held back
– Reduced crime: 40% reduction in arrests by age 27
– Increased earnings: 25% higher lifetime earnings

Return on investment:
– Nobel Prize-winning research (James Heckman): Every $1 invested in quality early childhood education returns $7-10 in reduced costs and increased earnings
– Perry Preschool Study: $7.16 return per $1 invested
– Abecedarian Project: $9.20 return per $1 invested

Louisville benefits:
– 3,000 more children school-ready
– Achievement gaps narrowed before they widen
– Working families supported (affordable childcare enables work)
– Economic development (strong early childhood system attracts businesses and talent)

Childcare worker wage supplements:
– Professionalize early childhood workforce
– Reduce turnover (improves quality)
– Expand capacity (centers can recruit workers)
– Economic justice (childcare workers deserve living wages)

Budget

Annual Cost: $5 million

Breakdown:
– Pre-K expansion (3,000 slots × $1,000 per child Metro contribution): $3M
– Total cost per child: $8,000-10,000
– Metro contribution: $1,000 (leverages state funding, federal Head Start, JCPS partnership)
– Childcare worker wage supplements (800 workers × $1,500 average): $1.2M
– Facility improvement grants (20 centers × $40,000): $800K

Funding Sources:
– Metro general fund: $3M (new investment)
– State pre-K funding: $1M (Metro match unlocks state dollars)
– Federal Head Start expansion: $1M (local match requirement)

Leveraged investment:
– $5M Metro investment leverages $20M+ total (state, federal, JCPS partnership)
– 4:1 leverage ratio

Cost-Benefit:
– Every $1 invested returns $7-10 in long-term benefits
– $5M annual investment = $35-50M in future returns
– Reduced special education, grade retention, dropout saves JCPS $10M+ annually by 2035

Implementation Timeline

Year 1 (2026):
– January-March: Partner with JCPS, Head Start, childcare centers to identify expansion sites
– April-June: Hire teachers, prepare facilities, enroll children
– August: First expansion cohort (750 new slots = 2,250 total)
– September: Launch wage supplement program (200 workers)

Year 2 (2027):
– Expand to 3,000 total slots (1,500 new)
– Wage supplements for 500 workers
– Facility grants for 10 centers

Year 3 (2028):
– Expand to 3,750 total slots (2,250 new)
– Wage supplements for 700 workers
– Facility grants for 15 centers

Year 4 (2029):
– Full implementation: 4,500 slots (3,000 new)
– Wage supplements for 800 workers
– Facility grants for 20 centers annually
– First cohort entering kindergarten school-ready
– Achievement gap reduction measurable by 2032 (when cohort reaches 3rd grade)

Proposal 4: Library System Expansion & Enhancement ($2M Annually)

What It Is

Louisville will invest $2 million annually to expand library hours, open new branches in underserved areas, and enhance literacy programs—ensuring every Louisville child and family has access to books, technology, tutoring, and safe learning spaces.

Four Components:

Component 1: Extended Hours & Sunday Service ($1M annually)

Current: Most branches open 40 hours/week; closed Sundays; limited evening hours

New schedule:
– Main library: 70 hours/week (M-Th 9am-8pm, F-Sa 9am-6pm, Su 1pm-6pm)
– Regional branches (10): 60 hours/week (M-Th 10am-7pm, F-Sa 10am-5pm, Su 1pm-5pm)
– Neighborhood branches (8): 50 hours/week (M-W 10am-6pm, Th-Sa 10am-5pm, Su 1pm-5pm)

Impact:
– Working families can access libraries evenings and weekends
– Students have homework help and study space after school
– Sunday service (currently closed) serves 50,000+ additional visitors annually

Component 2: New Branches in Underserved Areas ($600K annually for 3 new branches over 4 years)

Locations:
1. Shawnee neighborhood (currently no branch; 25,000 residents travel 3+ miles)
2. Newburg/Highview (South End) (current branch too small; 40,000 residents)
3. Portland neighborhood (branch closed in 2010 budget cuts; 15,000 residents)

Services:
– Full library collections (books, DVDs, audiobooks, e-books)
– Public computers and free WiFi
– Children’s programming and storytimes
– Adult literacy and GED classes
– Meeting rooms for community use

Annual cost per branch: $200K (staff, collections, utilities, maintenance)

Component 3: Literacy & Homework Help Programs ($300K annually)

Expanded programming:

1. Early literacy (ages 0-5):
2. Daily storytimes at all branches
3. 1,000 Books Before Kindergarten program (tracking, incentives)

4. Parent education (reading aloud, language development)

5. Elementary literacy (K-5):

6. After-school homework help (tutors at all branches 3-6pm M-F)
7. Summer reading program (prevents summer learning loss)

8. Book giveaways (every child keeps books; builds home libraries)

9. Teen services (6-12):

10. Homework help and tutoring
11. College prep (SAT/ACT prep, college essays, financial aid applications)

12. Career exploration and job readiness

13. Adult literacy:

14. ESL (English as Second Language) classes
15. GED prep and testing
16. Digital literacy (computer skills, internet safety, job applications online)

Component 4: Technology Access & Digital Equity ($100K annually)

Enhancements:
– 200 additional public computers (high-need branches)
– Chromebook lending program (students check out laptops for homework)
– WiFi hotspot lending (families without home internet)
– Assistive technology for people with disabilities
– Technology training classes (coding for kids, job skills for adults)

Why It Matters

Libraries are critical education infrastructure:

Academic support:
– 40% of Louisville students lack internet at home—libraries provide access
– Homework help and tutoring improve academic outcomes
– Summer reading programs prevent learning loss (low-income students lose 2-3 months)

Literacy development:
– Early literacy programs improve kindergarten readiness
– Access to books builds vocabulary and reading skills
– Adult literacy and GED programs enable economic mobility

Digital equity:
– 30% of low-income households lack computers
– Libraries provide technology access for job applications, school, healthcare
– Digital literacy training enables workforce participation

Community gathering spaces:
– Safe, welcoming environments for families
– Meeting rooms for neighborhood groups, nonprofits, civic organizations
– Connection to social services and resources

Evidence:
– Institute of Museum and Library Services: Libraries increase graduation rates 3-5% in communities with robust systems
– Pew Research: 80% of Americans say libraries help people find jobs; 76% say libraries help students succeed in school
– American Library Association: Every $1 invested in libraries returns $4-5 in economic value

Louisville Free Public Library usage:
– 6 million visits annually
– 12 million items checked out
– 500,000 computer sessions
– 35,000 children in summer reading program

Expansion will serve 100,000+ additional users annually.

Budget

Annual Cost: $2 million

Breakdown:
– Extended hours: $1M (additional staff hours across system)
– New branches (3 branches over 4 years): $600K annually average
– Year 1: 1 branch ($400K startup + $200K operations)
– Year 2: 1 branch ($400K startup + $400K operations for 2)
– Year 3: 1 branch ($400K startup + $600K operations for 3)
– Year 4: $600K operations for 3 branches
– Literacy programs: $300K (staff, materials, incentives)
– Technology: $100K (computers, Chromebooks, hotspots)

Funding Source:
– Metro general fund: $2M (new investment)

Cost-Benefit:
– Improved educational outcomes (graduation, college enrollment)
– Economic development (digital equity, job access)
– Every $1 invested returns $4-5 in economic value

Implementation Timeline

Year 1 (2026):
– January-June: Plan extended hours; hire staff
– July: Extended hours begin at 8 branches
– July-December: Plan Shawnee branch (site selection, design)

Year 2 (2027):
– January: Shawnee branch opens
– July-December: Plan Newburg/Highview branch

Year 3 (2028):
– January: Newburg/Highview branch opens
– July-December: Plan Portland branch

Year 4 (2029):
– January: Portland branch opens
– Full system: 21 branches, extended hours, enhanced programming
– 100,000+ additional users annually

Proposal 5: School Support Partnerships ($1M Annually)

What It Is

Louisville Metro will directly support JCPS through partnerships providing social workers, mental health counselors, attendance interventions, and facility improvements—addressing non-academic barriers to learning.

Four Partnership Areas:

Partnership 1: School-Based Social Workers ($400K annually)

Current: JCPS has 90 school social workers for 90,000 students (1 per 1,000 students)
National standard: 1 per 250 students (JCPS needs 360 total)

Metro investment: Fund 20 additional social workers in highest-need schools

Services:
– Connect families to housing assistance, food assistance, healthcare
– Address trauma, abuse, domestic violence
– Attendance interventions (home visits, barrier identification)
– Crisis response (student/family emergencies)
– Advocacy for students in foster care, homelessness

Cost: $400K (20 social workers × $20K Metro subsidy per position; JCPS covers remainder)

Partnership 2: Mental Health Counselors & Trauma Support ($300K annually)

Current: JCPS has 210 counselors for 90,000 students (1 per 430 students)
National standard: 1 per 250 students (JCPS needs 360 total)

Metro investment: Fund 15 additional mental health counselors in trauma-impacted schools

Plus: Trauma-informed schools training for educators (recognize trauma, adjust practices)

Services:
– Individual and group counseling
– Trauma screening and referrals
– Crisis intervention (suicidal ideation, self-harm, violence exposure)
– Social-emotional learning curricula
– Teacher consultation (managing trauma-impacted students)

Cost: $300K (15 counselors × $20K subsidy)

Partnership 3: Attendance Intervention Program ($200K annually)

Goal: Reduce chronic absenteeism from 38% to 25% over 4 years

Strategies:
1. Early warning system: Identify students missing 5%+ of days by October; intervene immediately
2. Home visits: Attendance staff visit families, identify barriers (health, transportation, housing)
3. Barrier removal: Connect families to services (healthcare, transportation assistance, housing)
4. Mentorship: Pair chronically absent students with mentors (check-ins, encouragement)
5. Incentives: Attendance challenges, prizes, recognition

Metro role:
– Fund 10 attendance intervention specialists (1 per high-absenteeism school cluster)
– Coordinate with Metro services (health, housing, transportation) to remove barriers
– Data sharing and tracking (Metro 311, social services integrated with JCPS attendance)

Cost: $200K (10 specialists × $20K subsidy)

Partnership 4: Facility Sharing & Improvements ($100K annually)

Opportunity: Many JCPS schools and Metro facilities (parks, community centers, libraries) serve same neighborhoods—duplication and inefficiency

Partnership model:
– Community Wellness Centers co-located in schools: Dave’s public safety proposal includes 18 Wellness Centers—several can co-locate in JCPS buildings (shared facilities, reduced costs)
– Joint use agreements: JCPS gyms available for Metro Parks programs evenings/weekends; Metro parks fields available for JCPS athletics
– Shared maintenance: Metro Public Works assists with JCPS facility maintenance in exchange for facility access
– Capital improvements: Metro contributes to school facility improvements (playgrounds, HVAC, roofs) in exchange for community access

Metro investment: $100K annually for joint capital improvements (leverages JCPS capital funds)

Example: Metro invests $100K in school playground improvements; community gains access evenings/weekends; school benefits from better facilities.

Why It Matters

Non-academic barriers prevent learning:

Poverty and trauma:
– 60% of JCPS students experience trauma (violence, abuse, housing instability)
– Students can’t learn when hungry, homeless, traumatized, or witnessing violence
– Social workers and counselors address root causes

Chronic absenteeism:
– Students missing 10%+ of school days are 36% less likely to graduate
– Attendance interventions identify barriers and connect families to help
– Reducing absenteeism improves achievement more than most curriculum reforms

Facility sharing:
– Reduces duplication (Metro and JCPS both operate recreation facilities)
– Maximizes community access (schools used evenings/weekends)
– Leverages limited capital funds (joint investments)

Partnership benefits both Metro and JCPS:
– Metro: Better educational outcomes reduce future costs (crime, unemployment, social services)
– JCPS: Additional resources address non-academic barriers; improved student outcomes
– Community: Integrated services, better facilities, coordinated support

Budget

Annual Cost: $1 million

Breakdown:
– School social workers (20 × $20K subsidy): $400K
– Mental health counselors (15 × $20K subsidy): $300K
– Attendance intervention specialists (10 × $20K subsidy): $200K
– Facility sharing and improvements: $100K

Funding Source:
– Metro general fund: $1M (new investment)

Leveraged investment:
– $1M Metro subsidy leverages $2M+ JCPS spending (Metro covers portion; JCPS covers remainder)
– Total value: $3M in services for $1M Metro investment

Cost-Benefit:
– Reduced chronic absenteeism saves JCPS funding (state funding tied to attendance)
– Improved mental health reduces crisis costs (hospitalization, emergency services)
– Social worker interventions prevent foster care placements, homelessness
– Return: $3-5 per $1 invested

Implementation Timeline

Year 1 (2026):
– January-June: Negotiate partnership agreements with JCPS
– August: First 10 social workers and 5 counselors deployed
– September: Attendance intervention program launches in 5 schools

Year 2 (2027):
– Expand to 20 social workers, 10 counselors, 10 attendance specialists
– First facility sharing agreements (3 schools)

Year 3 (2028):
– Full implementation: 20 social workers, 15 counselors, 10 attendance specialists
– 10 facility sharing agreements
– Chronic absenteeism reduced 20% (from 38% to 30%)

Year 4 (2029):
– Sustained implementation
– Chronic absenteeism reduced 40% (from 38% to 23%)
– Model partnership for Metro-JCPS collaboration

BUDGET SUMMARY

Total Annual Cost

Funding Sources

All funding within Louisville Metro’s $1.2 billion annual general fund budget.

Outputs (4-Year Term)

✅ 27,000 students in after-school programs (15,000 additional)
✅ 10,000+ youth employed (2,000 annually × 4 years summer + 500 annually year-round)
✅ 4,500 children in pre-K (3,000 additional slots)
✅ Chronic absenteeism reduced 40% (from 38% to 23%)
✅ Achievement gaps narrowed 25% (reading/math proficiency gaps reduced from 30-34 points to 22-25 points)
✅ 3 new library branches (Shawnee, Newburg/Highview, Portland)
✅ Extended library hours (50-70 hours/week; open Sundays)
✅ 200+ school support staff (social workers, counselors, attendance specialists)

IMPLEMENTATION TIMELINE (4-YEAR TERM)

Year 1 (2026): Foundation

Q1:
– Negotiate partnerships with JCPS, nonprofits, childcare providers, employers
– Issue RFPs for after-school programs, youth employment sites
– Hire coordinators for each program

Q2:
– Select after-school providers; hire staff
– Recruit youth for summer employment (750)
– Expand pre-K enrollment (750 new slots)

Q3:
– Launch expanded after-school programs (5,000 additional students = 17,000 total)
– Summer youth employment (750 jobs)
– Extended library hours begin (8 branches)

Q4:
– Year-round internships launch (150 students)
– School support partnerships deploy (10 social workers, 5 counselors)
– Plan Shawnee library branch

Year 2 (2027): Expansion

Q1-Q4:
– After-school programs expand to 22,000 students (10,000 additional)
– Summer youth employment: 1,500 jobs
– Year-round internships: 300 students
– Pre-K expansion: 3,000 total slots (1,500 additional)
– Shawnee library branch opens
– School support: 20 social workers, 10 counselors, 10 attendance specialists
– Chronic absenteeism reduced to 32% (from 38%)

Year 3 (2028): Maturity

Q1-Q4:
– After-school programs: 27,000 students (15,000 additional—full implementation)
– Summer youth employment: 2,000 jobs
– Year-round internships: 400 students
– Pre-K: 3,750 slots (2,250 additional)
– Newburg/Highview library branch opens
– School support: 20 social workers, 15 counselors, 10 attendance specialists (full implementation)
– Chronic absenteeism reduced to 28% (from 38%)

Year 4 (2029): Sustainability

Q1-Q4:
– All programs at full implementation
– Pre-K: 4,500 slots (3,000 additional)
– Portland library branch opens (3 new branches total)
– Chronic absenteeism: 23% (40% reduction from baseline)
– Achievement gaps narrowed 25% (measurable by 2030-2032 as cohorts progress)
– Louisville recognized nationally for education and youth investment

SUCCESS METRICS & ACCOUNTABILITY

After-School Programs

✅ Enrollment: 27,000 students (15,000 additional; universal access in high-need neighborhoods)
✅ Attendance: 80%+ of enrolled students attend regularly (3+ days/week)
✅ Academic Improvement: Participants show 15-20% higher proficiency in reading/math vs. baseline
✅ Attendance Improvement: 30% reduction in chronic absenteeism among participants
✅ Parent Satisfaction: 85%+ of parents satisfied with programs
✅ Safety: Zero serious safety incidents; well-supervised, trained staff

Youth Employment

✅ Jobs Created: 2,000 summer jobs + 500 year-round internships annually
✅ Demographic Reach: 60%+ participants from high-violence neighborhoods, low-income families, or justice-involved
✅ Career Pathways: 40%+ of year-round interns transition to apprenticeships or permanent employment
✅ Violence Reduction: 60% lower violence involvement among participants vs. comparison group
✅ Educational Outcomes: 90%+ graduation rate for participants; 65%+ college enrollment

Early Childhood Education

✅ Pre-K Enrollment: 4,500 children (3,000 additional slots; 75% of eligible low-income children)
✅ Kindergarten Readiness: 80%+ of pre-K participants school-ready (vs. 50% without pre-K)
✅ 3rd Grade Reading Proficiency: 75%+ of pre-K cohort proficient by 3rd grade (vs. 40% without pre-K)
✅ Childcare Worker Retention: Turnover reduced from 40% to 20% with wage supplements
✅ Family Satisfaction: 90%+ of families satisfied with program quality

Library System

✅ Usage Increase: 100,000+ additional visits annually (from 6M to 7M)
✅ New Branch Access: 80,000 residents within 2 miles of library (from underserved areas)
✅ Technology Access: 75,000+ computer sessions annually in new/expanded branches
✅ Literacy Program Participation: 50,000+ children in summer reading; 2,000+ adults in GED/ESL
✅ Hours Expansion: All branches open 50-70 hours/week; Sunday service citywide

School Support Partnerships

✅ Staff Deployed: 20 social workers, 15 counselors, 10 attendance specialists in highest-need schools
✅ Chronic Absenteeism: Reduced from 38% to 23% (40% reduction)
✅ Family Connections: 5,000+ families connected to housing, healthcare, food, mental health services annually
✅ Crisis Interventions: 3,000+ students receive mental health crisis support annually
✅ Facility Partnerships: 10+ joint use agreements (schools and Metro facilities)

Overall Education Outcomes

✅ Achievement Gap Reduction: Reading and math proficiency gaps between Black and white students reduced 25% (from 30-34 points to 22-25 points)
✅ Graduation Rate: Increase from 81% to 87% (6-point increase)
✅ College Enrollment: Increase from 52% to 60% (8-point increase)
✅ Chronic Absenteeism: Reduce from 38% to 23% (40% reduction)
✅ Youth Violence: 40% reduction in youth involvement in violence

RELATED GLOSSARY TERMS

This policy connects to 18 Education glossary terms on rundaverun.org:

School System Terms: Jefferson County Public Schools (JCPS), Metro Council Education Committee, School Board, Superintendent

Academic Terms: Achievement Gap, Chronic Absenteeism, Proficiency, Graduation Rate, College and Career Readiness

Programs & Services: After-School Programs, Summer Learning, Early Childhood Education, Pre-K, School Social Worker, School Counselor

Facilities & Infrastructure: School Facilities, Deferred Maintenance, Joint Use Agreement

Youth Development: Youth Employment, Mentorship, Positive Youth Development

FREQUENTLY ASKED QUESTIONS

1. Why should Metro invest in education when JCPS is a separate, independent government entity?

Because Metro government’s success depends on JCPS students’ success:

Public safety: Educated youth don’t commit crimes; dropouts fill jails. Every percentage point increase in graduation rate reduces violent crime 20%.

Economic development: Companies locate in cities with educated workforces. Talent stays where opportunities exist for young people.

Health outcomes: Education is the strongest predictor of health—more than income, insurance, or access to care.

Budget impacts: Dropouts cost Metro millions in criminal justice, emergency services, social services. Investing in education SAVES money.

Plus: Metro government has tools JCPS doesn’t:
– After-school programs (Metro Parks, YMCAs, community centers)
– Youth employment (Metro departments, city contracts)
– Early childhood (Metro Health, childcare regulation)
– Social services (housing, health, food assistance that affect learning)

Partnership leverages resources: Metro + JCPS together achieve more than either alone. Every $1 Metro invests in education returns $3-5 in reduced future costs.

2. Won’t after-school programs just be glorified babysitting that doesn’t improve academic outcomes?

Quality after-school programs are much more than babysitting—they’re structured learning environments with proven academic benefits:

Academic components:
– Homework help from trained tutors (aligned with JCPS curricula)
– STEM enrichment (robotics, coding, science experiments)
– Literacy activities (reading clubs, writing workshops)
– Math games and challenges

Evidence:
– Harvard study: 21% math improvement, 18% reading improvement
– RAND Corporation: Grade retention reduced 50%; test scores increase 20%
– Participants 2x more likely to graduate high school

Quality standards ensure effectiveness:
– Evidence-based curricula (Academic Youth Development, WINGS)
– Trained staff (bachelor’s degrees or youth development experience)
– Coordination with school-day teachers
– Regular assessment of outcomes

Louisville programs already show results:
– Boys & Girls Clubs: Participants 2x more likely to graduate
– YMCAs: 85% of students improve grades
– Metro Parks Power Hour: 75% improve reading scores

This isn’t babysitting—it’s education extended into after-school hours.

3. How can summer jobs for youth prevent violence? Isn’t that just a nice theory?

Not theory—proven fact. Multiple rigorous studies demonstrate summer youth employment reduces violence 40-60%:

Chicago study (randomized controlled trial):
– 1,634 high-risk youth randomly assigned to summer jobs or control group
– 43% reduction in violent crime arrests among employed youth during and after program
– Effect sustained for over a year
– Cost-effective: Every dollar invested saved $5.60 in criminal justice costs

Boston study:
– Summer jobs program reduced youth violence
– Participants 35% less likely to be arrested
– Benefits greatest for highest-risk youth

Mechanisms explaining violence reduction:

1. Time structure: Employed youth aren’t idle during peak violence hours (afternoons, evenings)
2. Positive identity: Employment provides purpose, self-worth, alternative to street credibility
3. Mentorship: Adult supervisors model pro-social behavior
4. Stakes: Youth with jobs have “something to lose”—less likely to risk arrest
5. Income: Legitimate earnings reduce motivation for illegal income

Plus: Financial literacy training, professional development, and career pathways provide long-term benefits beyond summer.

This is evidence-based violence prevention—not theory.

4. Why invest in pre-K when many children will still struggle in school? Isn’t this just a temporary boost that fades?

Pre-K benefits do NOT fade—they compound over time. Longitudinal research tracking children for decades proves this:

Perry Preschool Study (60-year follow-up):
– Children who attended quality pre-K vs. those who didn’t:
– 65% high school graduation vs. 45% (20-point difference)
– $23,000 higher annual earnings at age 40
– 40% reduction in arrests by age 40
– 7:1 return on investment

Abecedarian Project (35-year follow-up):
– Pre-K participants vs. control group:
– 23% attended college vs. 6%
– $143,000 higher lifetime earnings
– 9:1 return on investment

Why benefits persist:

1. School readiness: Children who start kindergarten prepared succeed; those who start behind rarely catch up
2. Confidence and engagement: Early success builds self-efficacy; early failure creates disengagement
3. Avoidance of special education: Pre-K reduces special ed placement 40% (label avoidance improves outcomes)
4. Social-emotional skills: Self-regulation, conflict resolution learned in pre-K predict long-term success

“Fade out” myth comes from low-quality programs:
– Quality matters: Trained teachers, evidence-based curricula, adequate funding
– Duration matters: Full-day, full-year programs beat part-day
– Continuity matters: Pre-K benefits maximized when elementary schools maintain quality

Louisville’s investment in QUALITY pre-K will produce lifelong benefits.

5. How will extended library hours and new branches help students when the problem is they don’t want to learn?

This question assumes students “don’t want to learn”—that’s false. Students want to succeed but face barriers:

Barriers libraries remove:

1. No internet at home (40% of low-income students):
2. Can’t do online homework, research, submit assignments

3. Libraries provide computers, WiFi, tech support

4. No quiet study space:

5. Overcrowded housing, multiple siblings, noisy environments

6. Libraries provide quiet, distraction-free spaces

7. No books at home:

8. Can’t build vocabulary, reading skills without books

9. Libraries provide unlimited free books; lending programs let students keep books

10. No homework help:

11. Parents working multiple jobs; can’t help with homework

12. Libraries provide tutors, homework help programs

13. Geographic barriers:

14. Underserved neighborhoods lack nearby libraries (Shawnee, Portland, Newburg residents travel 3-5 miles)
15. New branches bring resources to communities

Evidence:
– Students with library access have 3-5% higher graduation rates
– Summer reading programs prevent 2-3 months of learning loss
– Homework help programs increase grades 15-20%

Libraries aren’t just about “wanting to learn”—they remove structural barriers that prevent learning.

Plus: Libraries serve entire families—parent literacy, job search, immigrant services, community meetings. Investing in libraries strengthens communities.

6. Won’t social workers and counselors in schools just enable bad parenting by doing what parents should do?

This question misunderstands what school social workers and counselors do—and reflects harmful stereotypes about struggling families.

School social workers DON’T replace parents—they support families facing crises:

What social workers actually do:
– Connect homeless families to housing (parents can’t teach when family has no home)
– Help families access healthcare (kids can’t learn with untreated asthma, dental pain, vision problems)
– Report abuse/neglect to protect children (legally required)
– Support foster youth navigating system
– Provide crisis intervention (domestic violence, eviction, parent incarceration)

What mental health counselors do:
– Address trauma from violence, abuse, loss (60% of JCPS students experience trauma)
– Crisis intervention for suicidal students
– Counseling for anxiety, depression
– Social-emotional skill building

These aren’t “parenting” tasks—they’re specialized professional services.

“Bad parenting” is the wrong frame:
– Most struggling families love their children, work hard, want better lives
– Poverty, violence, housing instability, systemic racism create barriers
– Blaming parents ignores structural problems

Research shows:
– School social workers improve attendance, reduce dropout, connect families to resources
– Mental health counselors reduce suicide, improve outcomes for traumatized students
– These services have 3:1 ROI (reduced special ed, juvenile justice, emergency services)

This isn’t “enabling bad parenting”—it’s removing barriers so children can learn.

7. How can Louisville afford $28 million for education when JCPS already gets $1.7 billion?

Two key points:

Point 1: Metro’s $28M investment is DIFFERENT from JCPS’s $1.7B:

JCPS budget covers:
– Teacher salaries
– School operations (utilities, transportation, food)
– Instruction (curricula, materials, technology)

Metro investment covers:
– After-school programs (outside school hours—not JCPS responsibility)
– Youth employment (Metro departments, summer jobs—not JCPS function)
– Early childhood (ages 0-5, before JCPS)
– Libraries (Metro department, not JCPS)
– Social services (housing, health connections—Metro role)

These are complementary, not duplicative.

Point 2: $28M is a bargain compared to costs of NOT investing:

Costs of education failure:
– Dropout costs: $272,000 per dropout over lifetime (criminal justice, lost tax revenue, social services)
– 19% of JCPS students drop out = 3,000+ annually
– 3,000 dropouts × $272,000 = $816 million in social costs
– $28M investment preventing even 200 dropouts saves $54M—nearly 2:1 return

Plus:
– Youth violence costs: $50,000 per incident (emergency services, investigation, prosecution, incarceration)
– 180 homicides + 600 non-fatal shootings = 780 incidents × $50,000 = $39 million annually
– Youth employment reduces youth violence 60% = $23M savings

Louisville can’t afford NOT to invest in education and youth.

8. Won’t youth employment take jobs away from adults who need work?

No. Youth employment creates ADDITIONAL jobs that wouldn’t otherwise exist—and benefits adult workers:

How youth employment works:

1. Metro government jobs: Positions created specifically for youth (not replacing adult workers)
2. Youth assist parks staff, librarians, public works crews (extra capacity, not replacements)

3. Adult supervisors required (creates adult jobs)

4. Nonprofit jobs: Youth work in summer camps, childcare, elder care—meeting seasonal demand

5. These positions exist BECAUSE of youth program (nonprofits couldn’t afford adult workers at $25+/hour for seasonal roles)

6. Small business subsidies: Metro pays 50% of wages; businesses cover 50%

7. Businesses can hire additional summer help they couldn’t otherwise afford
8. Youth work entry-level roles (not displacing experienced workers)

Benefits for adult workers:

• Mentorship opportunities: Adults supervise and train youth (leadership development)
• Increased capacity: Youth provide extra help during busy seasons (parks, libraries)
• Future workforce: Youth trained in trades become adult workers (pipeline)

Evidence from other cities:
– NYC, Boston, Chicago employ 25,000-75,000 youth annually—no measurable adult job displacement
– Studies show youth employment increases overall employment (multiplier effect)

Plus: Youth earnings support families—working teens help pay bills, buy groceries, reduce financial stress on parents.

This is job creation, not job replacement.

9. What prevents these programs from becoming patronage systems where politicians reward supporters with jobs and contracts?

Strong accountability mechanisms prevent patronage and ensure merit-based selection:

For youth employment:

1. Objective eligibility criteria:
2. Income-based (families <80% AMI)
3. Risk-based (justice involvement, high-violence neighborhoods, chronic absenteeism)

4. No discretion for political favoritism

5. Lottery selection:

6. More eligible applicants than positions → random lottery

7. No politician can guarantee specific person gets job

8. Third-party administration:

9. Nonprofit organizations (YouthBuild, YouthForce) administer applications and placement

10. Not Metro HR or mayor’s office

11. Public reporting:

12. Data published: demographics, neighborhoods, schools of participants
13. Transparent verification of equity goals

For after-school contracts:

1. Competitive RFP process:
2. Organizations submit proposals evaluated by independent panel
3. Scored on evidence-based criteria (program quality, experience, cost-effectiveness)

4. Mayor cannot award contracts unilaterally

5. Performance-based contracts:

6. Funding tied to outcomes (attendance, academic improvement, retention)

7. Poor-performing providers lose contracts regardless of political connections

8. Independent evaluation:

9. Office of Performance Management evaluates all programs
10. Third-party evaluators (universities, research firms)
11. Results published publicly

Legal safeguards:
– Metro Ethics Commission investigates patronage complaints
– Open Records laws require transparency
– Federal funding (21st Century, WIOA) requires compliance with anti-patronage rules

Bottom line: Merit-based selection, competitive contracting, performance evaluation, and transparency prevent patronage.

10. What happens to these programs after Dave’s term ends? How do we sustain them?

Dave will build sustainable infrastructure that outlasts his administration:

Financial sustainability:

1. Federal funding leverage:
2. After-school programs: 21st Century grants (renewable 5-year cycles)
3. Youth employment: WIOA Youth (permanent federal program)
4. Early childhood: Head Start expansion (permanent)

5. Once local match established, federal dollars continue

6. Evidence-based budgeting:

7. Programs demonstrate results (academic improvement, violence reduction, graduation increases)
8. Future mayors face political cost of cutting effective programs

9. Budget transparency makes cuts visible and accountable

10. Cost savings reinvestment:

11. Programs reduce future costs (criminal justice, dropout, emergency services)
12. Savings documented and reinvested in programs

Political sustainability:

1. Constituency:
2. 27,000 families with kids in after-school programs defend funding
3. 2,000+ youth employed each summer + families = powerful advocates

4. Early childhood educators and parents mobilize for continued investment

5. Demonstrated results:

6. When chronic absenteeism drops 40% and achievement gaps narrow 25%, success is undeniable

7. Media coverage, national recognition create political momentum

8. Institutional partnerships:

9. JCPS partnership agreements formalized (multi-year MOUs)
10. Nonprofit provider contracts (3-5 years, renewable)
11. Not dependent on any single individual

Legislative protections:

1. Metro Council ordinances:
2. Create dedicated education fund (similar to Affordable Housing Trust Fund)

3. Require Metro Council vote to eliminate programs (not just mayoral decision)

4. Community oversight:

5. Youth development advisory board with community representation
6. Annual reporting requirements to Metro Council and public

Once infrastructure is built—after-school sites, youth employment partnerships, pre-K slots, library branches—it’s politically and practically difficult to dismantle. Families won’t accept losing services their children depend on.

CONCLUSION: EVERY CHILD’S SUCCESS IS OUR SHARED FUTURE

Louisville’s children face enormous challenges—poverty, violence, underfunded schools, lack of opportunities. But these challenges are not insurmountable. With strategic investment in after-school programs, youth employment, early childhood education, libraries, and partnerships with JCPS, we can ensure every child has the support and opportunities they need to thrive.

Dave Biggers believes education is the foundation of opportunity—and investing in young people isn’t charity, it’s smart policy. When children succeed in school, they escape poverty, avoid the criminal justice system, and contribute to Louisville’s prosperity. When children fail, our entire community pays the price.

This comprehensive education and youth development agenda will:
– Provide 15,000+ students with free, quality after-school programs
– Create 2,000+ summer jobs and career pathways for youth
– Triple investment in early childhood education (4,500 pre-K slots)
– Expand library access with new branches and extended hours
– Support JCPS students through social workers, counselors, and attendance interventions

Every child deserves excellent education and meaningful opportunities—regardless of zip code, race, or family income.

Dave will make Louisville a city that invests in every child’s success.

Related Policy Documents:
– Public Safety & Community Policing
– Criminal Justice Reform
– Health & Human Services
– Budget & Financial Management
– Affordable Housing & Anti-Displacement
– Environmental Justice & Climate Action
– Economic Development & Jobs (Employee Bill of Rights)

Learn more at rundaverun.org/policy

Dave Biggers for Louisville Mayor 2025
“Democracy that works for everyone.”

RELATED POLICIES

This policy works in coordination with these related initiatives:

• Public Safety & Community Policing: Youth employment and after-school programs prevent violence more cost-effectively than increased policing.
• Criminal Justice Reform: Education support and youth development programs prevent juvenile justice system involvement and break the school-to-prison pipeline.
• Technology & Innovation: Universal broadband eliminates the digital divide and tech workforce training creates education-to-career pathways.
• Arts, Culture & Tourism: Arts and cultural programming provide essential youth development and creative enrichment opportunities.
• Neighborhood Development: Neighborhood infrastructure investments provide safe spaces for youth programs and after-school activities.

Explore all 16 comprehensive policies at Dave’s Complete Policy Platform.