What was the perceived need and mission of Homeboy Industries when Father Boyle founded it? 2. Why did he choose a social ent
main questions to answer in this paper "must read the case study attached"
1. What was the perceived need and mission of Homeboy Industries when Father Boyle
founded it?
2. Why did he choose a social enterprise model to develop the organization?
3. What were some of the biggest challenges Father Greg faced in the early days of
Homeboy?
4. How has Homeboy evolved in its mission and its organizational structure over time?
5. Is the organization more or less effective today in both its services to gang members and
the products and services that drive revenue opportunities? Why?
Readings:
attached files and those links ***********only********** no outside resources
1. https://www.fastcompany.com/1679680/homeboy-indust…
2. ted talk https://www.youtube.com/watch?v=ipR0kWt1Fkc
additional notes:
For the Home Boy Industries case study, you must also submit a writtenanalysis of this specific
case as well as integrate the other readings / TED Talk. Your essay should combine the facts
presented as well as your analysis of the merits and challenges of Home Boy Industries as a
social enterprise addressing the specific needs of the community that it serves.
Your essay should be between 1,000 and 1,200
words.
Writing Guidelines and Expectations for Case Discussion Writeup on Home Boy Industries
Writing level expectations–You are at graduate level writing. Use thoughtful and articulate
transitions from one thought or example to the next.
This paper asks you to incorporate your own point of view as well as that of the “experts” for
this paper
The essay should NOT be written as separate answers for individual questions as if they
were separate topics or thoughts. Please incorporate the points into a more cohesive
narrative, connecting the points you want to make into a well-structured analysis and
integrated response.
The essay should have a clear structure, an introduction, a body and a conclusion. Any
essay of this length might also have headings ( and sub-headings) if necessary.
The essay should substantiate ( i.e. provide evidence for) any general statements.
Please avoid repetition and circular arguments.
Please avoid sloppy, imprecise and incorrect us of words or unclear statements.
a. It is better to avoid beginning sentences/ paragraphs with “ I want to start off with”,
“From here.” “First, Second Third” as examples to list points. Use transitions and
introductory and connecting terms and concepts. You may use the word “I” to
express your point of view, but back it up with thoughtful analysis and evidence.
The paper should be properly formatted and should be free of grammatical and spelling
Homeboy Industries: An Incubator of Hope and Businesses David Y. Choi Fred Kiesner
This case presents the story of Homeboy Industries, which was founded by Father Greg Boyle, S.J. to offer employment opportunities to former gang members in East Los Angeles. Homeboy Industries has successfully launched several businesses to hire and train “homies” who otherwise may not have found jobs. Michael Baca, the new operations director, is faced with the decision of whether to pursue expansion of the promising mer- chandising division. Complicating the decision is the need to balance both the social and business objectives of Homeboy Industries while dealing with the organization’s extreme shortage of managerial and financial resources. This depiction of an unusual entrepreneurial environment also illustrates several organizational challenges and philosophical dilemmas that are common among social ventures.
The cool, pleasant morning was rapidly turning into a typically steamy summer day in Los Angeles. Michael Baca, a retired firefighter and since 2003 the operations director for Homeboy Industries, drove along First Street toward the organization’s headquarters, where a staff meeting would soon begin. He had pondered all morning what to do about Homeboy Industry’s merchandising division, whether to make the investment of capital and effort to expand the division’s business or to leave it the way it was. Several people in the organization had become excited about the market potential of Homeboy Merchan- dise over the years, and now in 2004 they were eager to take the next steps. They wanted to propose an expansion plan for the division to Father Boyle, the founder and Executive Director of Homeboy Industries, and they wanted Michael’s support. Others in the organization thought that the merchandising division was a poor fit with Homeboy Industries. Father Boyle and others worried that its merchandise might become gang wear—the last thing that the organization wanted to have happen. Michael knew that all the staff members wanted his opinion. As he pulled into Homeboy’s parking lot and entered the building, he knew he had only a few minutes to make a decision one way or the other.
Please send correspondence to: David Y. Choi, tel.: (310) 338-2344; e-mail: [email protected] The case was prepared solely to provide material for discussion and is not intended to illustrate either effective or ineffective handling of managerial situation.
PTE &
1042-2587 © 2007 by Baylor University
769September, 2007
Boyle Heights
To a middle-class visitor driving down First Street, the Boyle Heights neighborhood of East Los Angeles felt like a different world, both familiar and strange. A local market sold milk, and children were walking to school. A group of heavily tattooed young men in baggy pants and Los Angeles Raiders football jerseys also walked along the street, their eyes seeming to show both fear and anger. Beyond a police station, a building adorned with graffiti came into view: Homeboy Industries. Across the street from the police station, children milled around their school yard. Farther down the block, a pushcart vendor sold fruit to two older women.
Boyle Heights, named in 1875 for Andrew Boyle of the Boyle-Workman family, was notorious for having one of the worst gang problems in all of Los Angeles. Within its 16 square miles, 60 different gangs claimed 10,000 members—among an official population of 90,000. Their presence ensured violence and plenty of action for the Los Angeles Police Department (LAPD). The neighborhood’s intense gang activity had historical roots in the rapid migration of illegal immigrants to Los Angeles, where the poorest of them concen- trated in East Los Angeles. The center of Jewish and Japanese-American life in the early twentieth century, Boyle Heights was now 94.95% Hispanic or Latino.1 Two large housing projects, Pico Gardens and Aliso Village, made up much of the neighborhood; most kids lived in one or the other.
Attempts to slow the growth of the gangs had proved futile. Community Resources Against Street Hoodlums (CRASH), the LAPD’s special gang unit, constantly patrolled Boyle Heights. Even so, gang violence continued to wreak havoc.2 Something else needed to be done. Needless to say, Boyle Heights (like much of East Los Angeles) offered its children few opportunities. Instead of jobs, kids found themselves looking for member- ship in the local gangs. They saw their brothers and sisters, for some their only role models, running with gangs. For some, gangs were all they knew and the only way to get what they wanted in this neighborhood.
Homeboy Industries
Inside the Homeboy Industries building, there unfolded a study of contrasts and juxtaposition. The fashionably decorated, air-conditioned lobby displayed a hub of PCs no different from a customer service center at a larger corporation. The receptionist was a polite young Latino, professional in dress and appearance. A closer look revealed multiple tattoos on his fingers and face, all related to the gang life he formerly called his own. Young men and one woman worked at the PCs, answering phones and working busily. They wore baggy shorts and either black shirts bearing the Homeboy Industries logo or Raiders jerseys. A tattooed “LA” showed through the stubble of one recently shaved head. Another employee had horns tattooed on his forehead. The art displayed on the office walls included pictorial collages of life in the rough housing projects of Boyle Heights. They served as a reminder to Homeboy’s employees that they had good reasons to stay out of the gang life.
1. U.S. Census 2000, U.S. Census Bureau, available at http://www.census.gov/. 2. See, for example, Earl Ofari Hutchinson (2002, Nov 24), “L.A. Has to Gang Up on Violence.” Los Angeles Times. pg. M.5, which discusses how years of antigang campaigns have been unsuccessful over many years in spite of the CRASH program.
770 ENTREPRENEURSHIP THEORY and PRACTICE
Father Greg Boyle founded Jobs for a Future (JFF), a nonprofit employment referral center, in 1988. He believed that to eliminate gang violence, it was necessary to root out its cause—the lack of hope arising from a lack of opportunities. He was confident that gang violence in Boyle Heights would disappear if its young people had the opportunity to “plan their futures not their funerals.” JFF’s slogan expressed its objective: “Nothing stops a bullet like a job.” Here, former gang members could receive counseling, job placement assistance, and coaching in interview skills, all in an attempt to provide a new future.
Many of JFF’s clients had been ordered to receive individual or family counseling as a condition of probation. JFF employed two professional therapists on-site to provide these services to the probationers and to anyone in the community who needed the extra support that counseling could not provide. Both JFF employees and volunteers acted as “navigators” for JFF’s clients. Navigators helped juveniles released from detention facili- ties to enroll in school, register for any required classes, check in with probation officers, obtain driver’s licenses, and attend job interviews. One of the more interesting and unusual services provided by JFF was free tattoo removal. “Ya ‘Stuvo3 Tattoo Removal” offered gang members a way to erase a link to their past and start clean. The program was available to anyone who wanted it done, although priority was given to facial tattoos. Because of its popularity, there was a nine-month wait for this service.
JFF annually placed over 350 clients in jobs—an achievement that was only a small fraction of the more than 1,000 gang members who passed through the office in a typical month. Demand far exceeded supply! The organization desperately wanted to have a greater impact. Many clients continued to struggle against obstacles to their employment, such as felony records, visible gang tattoos, and lack of work experience.
It was for these most challenged individuals that Father Boyle created Homeboy Industries in 1992, following the Los Angeles riots. Homeboy shared the building used by JFF. Homeboy developed several business enterprises, each of which hired the “homies” who attended JFF’s training programs. Homeboy Industries started with the purchase of a bakery that became Homeboy Bakery. It grew to include Homeboy Silkscreen, Homeboy Merchandise, and Homeboy Graffiti Removal and Maintenance. These busi- nesses and the Homeboy headquarters employed over 70 homies at any one time. Employ- ees learned to clock in on time, to build lasting work habits and skills, and to work side by side with former members of enemy gangs.
A visitor to the Homeboy Industries office in 2004 would likely notice its playful mood. The teenagers laughed and told stories. The receptionist spoke with evident pride about everything Homeboy Industries had done to help him and the community. He pointed to the Homeboy brochure, which quoted an employee: “Because Homeboy Industries decided to believe in me, I decided to believe in myself. And the best way I can think of paying them back, is by changing my life, and that’s exactly what I’ve decided to do.”
“Father G” For over 20 years, Father Greg Boyle, who was known throughout the neighborhood
as “Father G,” just “G,” or even “G Dog,” had embraced the boys and girls others shunned. (See Figure 1 for a picture of Father Boyle.) Visiting them in hospitals and prisons, he had prodded hundreds of gang members to trade their lives of violent crime for honest work. He had become a legendary figure in the barrio, where widespread stories told of Father Boyle driving his car or riding his bike into the middle of a gunfight in an attempt to part
3. Translates into “That’s enough, I’m done with that.”
771September, 2007
feuding gangs. Father Boyle was known to be willing to give up his life to keep the kids from killing each other. Even so, Father Boyle had been forced to bury over 120 young people from the neighborhood, a somber reminder of the challenges that remained.
Father Boyle, who was a Los Angeles native and was ordained a priest in 1984, became a pastor of the Dolores Mission church in Boyle Heights in 1986. From there he saw firsthand one of the worst gang problems in the United States. Believing that someone must help the young people escape from the horrible cycle that had engulfed them, Father Boyle developed a vision: Get these kids jobs, get them off the street, give them market- able skills, and remove them from the gangs that surround them. “Jobs not Jails” and “Nothing stops a bullet like a job” became mottos that expressed his vision. As he put it, “At Homeboy Industries what we try to do always is be a manufacturer of hope in a community with a fatal lack of it.”
Father Boyle was regularly asked to speak at functions and tell stories about Homeboy Industries. Those speeches both informed and inspired his audiences:
[The homies] think they’re the bad son. I keep telling them over and over, “You are the son that any parents would be proud to claim as their own.” That’s the truth. That’s not some fantasy. As soon as they know that they’re exactly what God had in mind when God made them, then they become that. Then they like who they are. Once they can do that—love themselves—they’re not inclined to shoot somebody or hurt somebody or be out there gang-banging.4
4. Morrow, C. (1999, August). Jesuit Greg Boyle, Gang Priest, St. Anthony Messenger Magazine. Available at http://www.americancatholic.org/Messenger/Aug1999/feature1.asp.
Figure 1
Picture of Father Greg Boyle
772 ENTREPRENEURSHIP THEORY and PRACTICE
Father Boyle may have seemed a legend to many in the neighborhood, but his mortality was revealed in March 2003, when he was diagnosed with leukemia. He was deluged with visits, calls, and letters from people ranging from the LAPD chief to homies in prison. Homies he had not seen in a decade turned up, tears streaming down their faces, to offer their organs and blood. Other admirers brought juices, vitamins, and offers of Mexican healers and folk remedies. Actor Martin Sheen urged Father Boyle to take an all-expense-paid trip to Lourdes, France, where healing miracles were said to occur. “Death and life-threatening illnesses are not even on my top 10 list of things I dread,” Father Boyle shrugged off the bad news. “How are we going to pay our bills on Friday? That’s real-life dread.” Despite chemotherapy, Boyle looked fit and energetic. He claimed that his cancer was in remission. No one at Homeboy Industries was sure about his true health. When people asked him about his health, his typical response was “Sometimes I run out of gas, but so do cars.”
The “Homies” Each employee of Homeboy Industries had his own stories to tell, a story of violence
and an inspirational story of a life being transformed. These two are representative of others as well.
Carlos Nieto’s résumé at age 24 included an armed robbery conviction, several stints in state prison for parole violations, and a 12-year membership in the notorious Tooner- ville street gang, where his moniker had been “Sneaky.” His job skills, which were acquired in prison, included the abilities to make tattoo ink by melting down chess pieces and to fashion a spear from a rolled newspaper and syrup. Tattoos of demonic horns seemingly sprouted from both sides of his shaved head; murals of jailhouse ink ran the lengths of his arms. But in 2 months at Homeboy Industries, Carlos had begun to acquire skills that could far better serve him outside prison. He learned to show up daily at 9 a.m., clean, sober, and ready to work. Talking on the phone without using vernaculars was another lesson, as was suppressing the urge to be belligerence to a coworker.
Carlos said he planned to use what he was learning at Homeboy Industries to launch a new life that he hoped would include college and a career as a counselor to troubled teens. A recent conversation with Father Boyle had convinced Carlos that he would stay out of prison for good. “He looked at me the other day and said, ‘I want you to know that I’m very proud of you,’ ” Nieto recalled. “He said, ‘Now I know that when my day comes I can rest in peace knowing that my son is doing something with himself.’ ”
Felipe Antonio had also turned his life around, thanks to Homeboy Industries. A young man with a gentle demeanor, he recalled his childhood: “I didn’t have parents. My sister raised me from the time I was eight. Nobody was checking on me—I was free. I was in a gang. We went to parties, got into fights. We did graffiti.” In 1997, as Felipe climbed from his car one evening, he was shot in the spine. He was only 17. “I just passed away a little bit,” he recounted, “and when I woke up I couldn’t feel my legs no more.” Now he was in a wheelchair, paralyzed from the chest down. Nevertheless, Felipe was hopeful about his future and planned to attend California State University-Los Angeles for a degree in social services.
A Series of Commercial Enterprises
Since its founding in 1992, Homeboy Industries had launched a series of business ventures. By 2004, Homeboy’s commercial ventures comprised four units.
773September, 2007
Homeboy Bakery—The First Venture After the riots in 1992, Father Boyle raised enough money to buy an old bakery in
Boyle Heights. It was at “Homeboy Bakery” that Father Boyle saw his vision become a reality. His homies turned the bakery into a fully operational, successful business. It put troubled teens to work, giving them a hands-on job experience, and generated profits to fund other Homeboy ventures—until a fire destroyed the bakery in 1999. Since then, Father Boyle had been on a mission to start another bakery. In 2003, an opportunity presented itself for Homeboy Industries to acquire a profitable bakery with a monthly revenue of $700,000. Its impressive customer list included Trader Joe’s.5 The bakery’s 75 employees all could eventually be replaced by homies. Father Boyle thought that the bakery could earn up to $800,000 annually, which would support all of Homeboy’s operations without future fund-raising.
Father Boyle and the board of Homeboy Industries decided to go after the acquisition. The business, including its land and building, was priced at $4.8 million. Father Boyle and the board engaged in an aggressive capital campaign to purchase the bakery. They planned to raise the purchase price plus enough for needed renovations and contingencies. With the help of private foundations, the federal government, and private donors, Homeboy had raised more than $3.6 million by early 2004.
Homeboy Silkscreen The idea for Homeboy Silkscreen came from Ruben Rodriguez, who believed that he
owed his changed life to Father Boyle. Struggling with drinking and holding down a job, Ruben had looked to Father Boyle for direction. Just a few meetings with Father Boyle changed Ruben’s life—forever. Father Boyle got him to stop drinking and helped him land a steady job with the city.
Wanting to repay this kindness, Ruben saw an opportunity to utilize his wife’s silkscreening skills. In Spring 1996, he presented Father Boyle with the idea of starting a business to offer custom silkscreen and embroidery services for t-shirts, sweatshirts, hats, bags, and several other products. Most important, it would hire some of the kids from the neighborhood. Father Boyle loved the idea because it would provide even more jobs for young people in Boyle Heights.
Ruben spent hours searching for great deals on used, high-quality silkscreen equip- ment. When he showed Father Boyle his budget based on what he had found, Father Boyle was concerned by the numbers. He told Ruben that he need not find the cheapest equipment; in fact, he said, a new business should have all new, top-of-the-line machines. Father Boyle did not want to cut costs at the outset for fear of dooming the venture from the beginning. Although new equipment meant significantly higher investment, Father Boyle thought that skimping on equipment could be extremely costly in the long run. Ruben revised his figures to reflect the new equipment, and Father Boyle approved the new budget.
Finding a location for Homeboy Silkscreen proved to be difficult. Landlords feared that the ex-gang members would break into other tenants’ or customers’ cars. Another challenge was that several of the possible sites lay inside the territory of one gang or
5. Trader Joe’s is a popular specialty retail grocery store with about 200 stores in Arizona, California, Connecticut, Delaware, Illinois, Indiana, Maryland, Massachusetts, Michigan, Missouri, Nevada, New Jersey, New Mexico, New York, Ohio, Oregon, Pennsylvania, Virginia, and Washington. It is widely know for its unique grocery items and for having the highest revenue per square footage in the industry.
774 ENTREPRENEURSHIP THEORY and PRACTICE
another. Members or former members of rival gangs would risk their lives just to get to work. Eventually, Ruben found the perfect place—outside the gang territories but still close enough for the kids to get there.
Homeboy Silkscreen received a boost in its early months when Power 106 FM, a favorite radio station of teenagers throughout Los Angeles, ordered 10,000 t-shirts for $45,000 and began running free commercials for the business. Ruben remembered in 2004 that every time a commercial aired, 20 callers would ask Homeboy Silkscreen about its services. Over the years, Power 106 had remained as one of Homeboy Silkscreen’s biggest clients. Through the radio station’s connections, several record labels also became silkscreening customers.
Ruben and his employees were proud of the quality of their work. Homeboy Silk- screen employed 11–15 workers at any time and had employed a total of 350 homies over the life of the business. Homeboy Silkscreen usually kept employees for 90 days to ensure proper job training and adjustment to the working world until they were deemed ready for other employment by Michael or Father Boyle and referred back to JFF.
Homeboy Graffiti Removal Services and Homeboy Maintenance Services
Homeboy Graffiti Removal Services removed graffiti in an effort to beautify Boyle Heights and reduce the violence that gang graffiti provoked. The service, available to anyone in the neighborhood, proved very popular. Homeboy received several requests a day for its services.
Newer to Homeboy Industries was its maintenance program, a separate but related business. Homeboy Maintenance acted as a general service to “keep the neighborhood clean.” It collected and hauled refrigerators, furniture, and other large items to its recla- mation center. Homeboy Maintenance also sponsored neighborhood clean-ups and trash collection for the residents of Boyle Heights.
Both Graffiti Removal Services and Maintenance Services proved very powerful because they not only put the teens to work, but also helped make the neighborhood a better place to live. Both of the services were paid for by the city of Los Angeles.
Homeboy Merchandise Homeboy Merchandise started soon after Homeboy Silkscreen began production in
1996. No one was sure who should be credited for starting Homeboy Merchandise or who created the initial design for the merchandise. Homeboy Industries had begun printing t-shirts with the Homeboy logo that many employees wore proudly (see Figure 2). Even Father Boyle often sported a denim shirt with the logo embroidered on the right pocket. The uniforms proved to be popular; soon, friends of Homeboy were asking where they could get a Homeboy t-shirt. In response, Homeboy Industries began printing a wide range of Homeboy-themed products.
Homeboy’s new catalog contained all of its current merchandise. The catalog was professionally done, with sharp pictures of merchandise surrounded by social messages in the foreground. Its approximately 40 items included t-shirts with the Homeboy or Home- girl logo, children’s and baby clothes, bags, mouse pads, wallets, hats, and coffee mugs. Prices ranged from $15 for basic t-shirts to $25 for the Homeboy attaché bag. All of the items came in a range of colors, some with different types of artwork on them. The t-shirts displayed various catchy phrases associated with Homeboy Industries. Customers could mail or fax orders and pay by credit card, check, or money order.
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Homeboy Merchandise was in charge of the design, marketing, and distribution, while it outsourced the production of its clothing to Homeboy Silkscreen. In reality, most ideas for new products appeared to come from the silkscreen operation. Some Homeboy employees felt that the Homeboy logo and the design of the merchandise offered by Homeboy Merchandise needed a “makeover.” Homeboy’s online catalog was a passive website that did not make transactions.
Homeboy Merchandise struggled to find retail outlets to for its products. Its biggest sales occurred at religious conferences where Father Boyle spoke. The Religious Educa- tion Congress was Homeboy Industries’ biggest sales event each year. At one such event, Homeboy would sell $6,000–7,000 worth of its merchandise. In fact, Father Boyle was the company’s No.1 sales person.
Figure 2
Sample Homeboy Merchandise
776 ENTREPRENEURSHIP THEORY and PRACTICE
Michael Baca
Michael Baca, a good friend of Father Boyle, was similarly dedicated to the cause of helping homies. Having grown up in the projects himself, he was very familiar with the gangs and the devastation they caused to families. In fact, Michael’s three brothers had been gang members, and one was still serving a 26-year prison sentence. Even as a child, Michael was never interested in joining the gangs. Instead, he wanted to make a life for himself and at the age of 20 became a firefighter and a certified emergency medical technician. Unfortunately, 6 years later in 2000 his career ended abruptly when he fell from a roof and injured his back.
Rather than feeling sorry for himself while hospitalized, Michael began giving back to his community. He realized that the best opportunity to intervene in the life of a gang member was when he was being received at the hospital for a gunshot wound, had just been connected to an IV, and was crying “Don’t let me die!” So Michael started the first hospital-based gang intervention program. It offered extensive counseling, GED planning, tattoo removal, and job mentoring, many of the services that Father Boyle was offering. Thus, when the operations director of Homeboy Industries resigned late in 2002, Father Boyle asked Michael to accept the position. Although Michael was not an experienced corporate manager, Father Boyle was confident that he had many talents critical to Homeboy Industries.
Michael projected a vastly different personality than Father Boyle. He was less philosophical and more serious, intense and hands-on. Although Michael shared Father Boyle’s vision, he was more focused on day-to-day operation and achieving measurable results. Michael mentioned to the case writer that most of the pressures and stress he felt on the job were self-imposed. He felt a sense of urgency that the organization should be doing even better and accomplishing more. The more successful Homeboy Industries was, the more homies it could help.
The Homeboy Organization and Processes
While many observers were impressed with Homeboy Industries’ ability to create new businesses, Father Boyle did not view Homeboy Industries as an incubator—at least not in the same sense that most business people would. Homeboy Industries remained a division of a 501 (c) (3), nonprofit organization, with community-based board of directors overseeing the operation. Its stated mission was “to assist at-risk and former gang involved youth to become contributing members of our community” and mentioned nothing about businesses. Furthermore, Father Boyle did not consider himself to be an entrepreneur or businessman.
Homeboy Industries’ standard for success was vastly different from those of most business incubators. Actually, Father Boyle hesitated to speak in terms of success or failure. “I feel called to be faithful, not successful,” he expressed in a Catholic family magazine.4 “I feel called to be faithful to an approach and to a certain wisdom about who these kids are. I believe that if they are given a chance, then they’ll thrive and they’ll begin to imagine a future for themselves.”
Michael thought that one quantitative measure of success could be the number of Homeboy Industries’ past and current clientele. But he agreed with Father Boyle that there were other important standards of success. “We also measure success in terms of how much an individual changes,” Michael explained. “Also, when two enemy gang members all of a sudden get along, that is success.” However, Homeboy Industries as an
777September, 2007
organization was not systematically tracking the number of “successes” or “failures” of any kind. Michael agreed that there were still a wide range of financial and operational objectives that could be defined and measured. “We cannot depend on divine intervention alone,” Michael explained. “We must do a much better job and be more effective opera- tionally. To be more effective, we need to define our goals and measure our progress.”
Certainly, everyone at Homeboy Industries regarded it as a success when an ex-gang member who learned good work habits and skills “graduated” from Homeboy and landed a respectable job. Some of the homies were ready for the workforce in 90 days, while others would take 6 months or even years to change their ways. About half dropped out of Homeboy’s programs rather than graduate. While working for Homeboy Industries, most homies were paid close to $9 an hour.
Father Boyle’s approach with respect to his ventures was quite different from that of Brother James Holub of Milwaukee, Wisconsin, who borrowed the concept and started Homeboy Enterprises, his own version of Homeboy Industries. Brother Holub’s Homeboy Enterprises included Homeboy Printing and Homeboyz Graphics. Unlike Father Boyle, Brother Holub saw himself as a businessman and focused on making his ventures self-sufficient. Although Homeboy Enterprises’ main purpose remained getting gang members off the streets, its businesses were believed to be profitable. On the contrary, most of Father Boyle’s ventures were struggling (see Figure 3).
Homeboy Industries operated with an annual capital budget that was reviewed and approved by its board of directors each year. The business operations were far from being profitable and had to be supplemented …
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