adult workforce preparedness and employment and training ... · 7. service description - describe...

Adult Workforce Preparedness and Employment and Training A1 - Job Skills

Agency Program Name 2010 Funding 2011 Request $ change % change 2012 Request

Construction Training Inc. - Skilled Trades Apprenticeship Readiness Training Pgm

A. Program A 56,576$ 60,000$ 3,424$ 6.05% 60,000$

Genesis Social Services Corporation A. Program A -$ 39,900$ 39,900$ n/a 39,900$

Goodman Community Center J. Supporting Successful Employment -$ 13,520$ 13,520$ n/a 13,520$

Goodwill Industries of South Central WI A. Work Experience -$ 65,882$ 65,882$ n/a 65,882$

Kennedy Heights Neighborhood Assoc F. Adult Resource Development -$ 15,000$ 15,000$ n/a 15,000$

Latino Academy of Workforce Development A. Latino Academy of Workforce Development -$ 72,500$ 72,500$ n/a 72,500$

Lussier Community Education Center F. BEATS Building Employment and Tech Skills -$ 25,000$ 25,000$ n/a 25,000$

Omega School A. GED/Basic Skills 89,511$ 98,511$ 9,000$ 10.05% 98,511$

T.J.'s Support Brokerage A. MAP/TOP 47,898$ 56,534$ 8,636$ 18.03% 56,534$

Urban League of Greater Madison A. Job Services Network 73,280$ 138,556$ 65,276$ 89.08% 138,556$

Urban League of Greater Madison B. Customized Workforce Traning -$ 40,000$ 40,000$ n/a 40,000$

YWCA of Madison E. Comprehensive Employment Services -$ 20,000$ 20,000$ n/a 20,000$

TOTALS $267,265 $645,403 $378,138 141.48% $645,403

COMMUNITY DEVELOPMENT DIVISION PROGRAM DESCRIPTION CITY OF MADISON

ORGANIZATION: Construction Training, Inc. - Skilled Trades Apprenticeship Readiness Training Program

PROGRAM/LETTER: A Program A

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL

REVENUE SOURCE TOTAL PERSONNEL OPERATING SPACE COSTS

DANE CO HUMAN SVCS 0 0 0 0 0

DANE CO CDBG 0 0 0 0 0

MADISON-COMM SVCS 0 0 0 0 0

MADISON-CDBG 56,576 37,418 9,458 9,700 0

UNITED WAY ALLOC 0 0 0 0 0

UNITED WAY DESIG 0 0 0 0 0

OTHER GOVT 0 0 0 0 0

FUNDRAISING DONATIONS 0 0 0 0 0

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 56,576 37,418 9,458 9,700 0

2. 2011 PROPOSED BUDGET

SOURCE SPECIAL





MADISON-CDBG 60,000 48,500 5,700 5,800 0



OTHER GOVT* 0 0 0 0 0


USER FEES 0 0 0 0 0

OTHER** 0 0 0 0

TOTAL REVENUE 60,000 48,500 5,700 5,800 0

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

PROGRAM A - 1 MAY 25, 2010




2012 PROGRAM CHANGE EXPLANATION

Complete only if you are requesting more than your 2011 request.

Note: Additional funding should only be requested where services or programming will change or expand in the second year.

3. PROGRAM UPDATE: If requesting more than 2011, describe any major changes being proposed for the program/service in 2012,

i.e., expansions or narrowing in target population, scope and level of services, geographic area to be served, etc.).

4. 2012 COST EXPLANATION

Complete only if significant financial changes are anticipated between 2011-2012.

Explain specifically, by revenue source, any significant financial changes that you anticipate between 2011 and 2012.

For example: unusual cost increases, program expansion or loss of revenue.


BUDGET SPECIAL





MADISON-CDBG 0 0 0 0 0





USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 0 0 0 0 0

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

No changes for 2011.

n/a





PRIORITY STATEMENT:

DESCRIPTION OF SERVICES

6. NEED FOR PROGRAM: Please identify local community need or gap in service that the proposed program will address.

7. SERVICE DESCRIPTION - Describe the service(s) provided including your expectations of the impact of your activities.

8. PROPOSED PROGRAM CONTRACT GOALS: Include clearly defined service goals and process objectives: number of

unduplicated clients to be served, number of service hours to be provided etc.

9. SERVICE HOURS: Frequency, duration of service and hours and days of service availability.

OCS/CDBG: X Adult Workforce Prepardness and Employment and Training A1 - Job Skills (CONF)

Three sessions delivered. Application process: 5 tw o-hour orientations and approximately 20 hours for

conducting interview s, for a total of 30 hours each session. Days and times vary. Program: 3 six-w eek sessions;

1 class each Monday from 5:00-8:00 PM and 18 hours of tutoring delivered w eekly, Tuesday through Thursday

from 10:00 AM-2:00 PM and 5:00-7:00 PM, for a total of 126 hours per session.

70 unduplicated individuals w ill be enrolled in the full program and an additional 30 w ill be fast tracked for tutoring

only. 50 participants w ill complete the program and 40 w ill pass their trade qualifying test. 25 program graduates

w ill gain employment as apprentices, pre-apprentices or in a construction related f ield. Each of the three sessions

w ill provide 120 hours of program training and approximately 30 hours for orientations and interview s.

Approximately 500 hours in each grant year w ill be spent on case management, support and resume development

for a total of 950 hours/year.

CTI w ill conduct three six-w eek sessions under this proposal in the Allied neighborhood and the area designated

as the Southw est Neighborhood Planning Area by the City of Madison. Program candidates w ill be recruited from

these neighborhoods and referred from our collaborators and from other low -income Madison neighborhoods.

Those enrolled in the program w ill be given information on the w ork involved, application procedures, qualifying

tests and selection procedures for each of the 17 area trade apprenticeships. The majority of the trades require

candidates to pass a qualifying test to be considered for an apprenticeship. The START Program w ill provide

tutoring to prepare participants for their trade tests. They w ill attend classes for trade related skills, soft skills and

safety. At the end of the session, each participant w ill take a mock test and sit for an exit interview to determine

their next steps. This approach has been very successful. Over 80% of the program graduates w ho take

qualifying trade tests pass their tests. As to the impact the program can have; the population of the City of

Madison is becoming increasingly diverse, but distribution of w ealth remains largely w ithin the w hite populace. By

helping more underrepresented people of color gain access to w ell paying careers in the construction industry,

CTI can assist in grow ing a more diverse middle class in the city.

CTI w ill provide START Program training in tw o neighborhoods w ith high poverty and unemployment rates as w ell

as a high percentage of female head of households. The Southw est Neighborhood Planning Area has a heavy

clustering of Section 8 Voucher users. The largest portion of the Planning Area lies w ithin Census Tract 4.04

w hich had the highest number of Section 8 families in the City of Madison for years 2005, 2006, 2007. In the Allied

Drive neighborhood, school district data for 2006 indicated that, of the 353 students that attended school, 343

qualif ied for free or reduced lunch. We w ill recruit minorities, females and low -income residents to participate in

the program. Getting program graduates into an apprenticeship can drastically change their economic status.

Union apprenticeships start at an average of $16.77 an hour w ith health insurance and a defined pension. At the

end of the apprenticeship, journeyw orkers currently make an average of $31.53 plus the benefits.





10. POPULATION SERVED: Please describe in terms of age, income level, LEP, literacy, cognitive or physical disabilities

or challenges).

11. LOCATION: Location of service and intended service area (Include census tract where service is tract specific).

12. OUTREACH PLAN: Describe your outreach and marketing strategies to engage your intended service population.

13. COORDINATION: Describe how you coordinate your service delivery with other community groups or agencies.

14. VOLUNTEERS: How are volunteers utilized in this program?

15. Number of volunteers utilized in 2010? 20

Number of volunteer hours utilized in this program in 2010? 408

Information is sent out to over 60 collaborating agencies prior to each session of the START Program. CTI relies on

its collaboration w ith a number of agencies to provide space for the START Program in disadvantaged

neighborhoods in the Madison area. The START Program Coordinator presents information sessions on

apprenticeship for many agencies including the Construction Workforce Diversity Alliance, Centro Hispano of

Dane County, Dane County Job Center, MAP, MUM-Journey Home Project, Oakhill Correctional Institution, Urban

League, SPRITE and the Madison school system. Every female START graduate w ho passes her qualifying test is

referred to the Tools for Tomorrow Program, a program serving w omen interested in non-traditional careers, to

access the Tools mentoring program. CTI is currently collaborating w ith the WDBSCW, the Bureau of

Apprenticeship Standards, WRTP-BIG STEP, the Urban League and Project Home on new funding opportunities.

Representatives of labor unions, contactors, apprenticeship programs and CBOs sit on the CTI Board. Labor reps,

contractors, journeyw orkers and apprentice instructors teach classes, speak about their trade and advise

participants on selection procedures. Specialists from OSHA, the City of Madison Dept. of Civil Rights, and

financial education and reentry entities w ork w ith program participants.

CTI w ill continue the practice initiated in the Allied area, of contracting w ith residents of the neighborhood to do

outreach for the program. People w ho are w ell know n and respected in the community can identify members of

the community w ith the interest and/or skills that w ill make them good candidates for construction apprenticeships

and enhance the credibility of the program in the neighborhood. This also gives the program the chance to serve

as a source of temporary employment in the neighborhood. Our current outreach w orker for the Allied

neighborhood is a START Program graduate. CTI w ill utilize their extensive outreach list of contacts w ith

community based groups, employment & training and support agencies and from many agencies and

organizations concerned w ith reentry issues. Emails are sent out to more than 60 contacts w ith a session

calendar, a listing of orientation and interview times and a f lyer to post.

The age of program participants ranges from eighteen to over f if ty. In 2009 income levels for 86% of START

Program participants served under the City grant w as less than 30% of median. 60% of program participants do

not possess a valid driver’s license. The percentage of participants w ith a felony conviction is also about 60%.

Approximately 30% of program participants do not have a high school diploma or equivalent. 70% of our full

program participants are African American males. 10% of program participants are female.

Allied/SW Neighborhood Planning Area - census tracts 6, 4.04 and part of census tracts 4.03 and 5.01. Location -

Boys & Girls Club or Probation and Parole Office, Lussier Community Education Center.





16. BARRIERS TO SERVICE: Are there populations that are experiencing barriers to the service you are proposing,i.e, cultural

differences, language barriers and/or physical or mental impairments or disabilities? Describe the ability of proposed program

to respond to the needs of diverse populations.

17. EXPERIENCE: Please describe how your agency, and program staff experience, qualifications, and past

performance will contribute to the success of the proposed program?

18. LICENSING OR ACCREDITATION: Report program licensing, accreditation or certification standards currently applied.

19. STAFF: Program Staff: Staff Titles, FTE dedicated to this program, and required qualifications for program staff.

Staff Title FTE City $

Program Coordinator 1 Yes

Lead Instructor 1 Yes

Support Service Specialist 0.2 Yes

Tutor 0.25 Yes Tutoring in math, reading

Qualifications

Case management, community services information

Knowledge of industry, apprenticeship and testing; organizational skills, case management

Teacher, organizational skills, case management

CTI is recognized as a 501(c)3 public charity by the Internal Revenue Service and is registered as a charitable

organization w ith the State of Wisconsin Department of Regulation and Licensing.

Low income – In 2009, income for 81% of START participants w as under 30% of median and 99% w ere under

50% of median. The program support specialist w ill assist program participants struggling w ith issues related to

housing and employment, and help for legal, addiction or health issues. A representative from the Financial

Education Center conducts a class during each session and CTI is partnering w ith Green Path for one-on-one

f inancial assistance services. Lack of Valid Driver’s License – 60% of program participants do not have a valid

driver’s license, the vast majority due to unpaid f ines and back child support. START makes referrals to the one

program in Madison that addresses this issue. That program is overw helmed by requests and CTI hopes to offer

this service through the START Program in the future. CTI, in partnership w ith Porchlight, Inc, w ith City of Madison

funding, provides transit tickets to START Program participants. The START Program Coordinator has furnished

many participants w ith transportation to trade tests that are not on the Madison bus lines. Reentry – START

enrolls Huber inmates and individuals in halfw ay houses aw aiting their f inal release. Lack of money, employment

and housing make reentry diff icult. Our support person helps to address these issues and the START Program

w orks w ith MUM’s Journey Home Program and Vision Beyond Bars to support these individuals.

The Board of Directors of Construction Training, Inc. includes representatives from contractors, labor unions,

apprenticeship programs and area CBOs. This contributes to the success of the program as the people w ho

perform the actual hiring, training and union representation of area apprentices oversee the operation of the

START Program. The program coordinator is a journey level steamfitter and former apprentice coordinator for the

Madison Steamfitters w ho understands the Wisconsin Apprenticeship System and the application and testing

procedures for all of the area trade apprenticeships. Through the CTI Board and the START Coordinator, the

program has close ties to contractors, apprentice coordinators and union business representatives from the

industry. Through participation on other boards, CTI has ties to the Bureau of Apprenticeship Standards and the

Workforce Development Board of South Central Wisconsin. In conjunction w ith the operation of the START

Program, CTI has w orked w ith the City of Madison to provide program participants for neighborhood hires and a

more diverse w orkforce on tw o construction projects in the city, the Revival Ridge project in the Allied Drive

neighborhood and the remodeling of CDA housing units at the Truax Park Apartments.





CDBG DESCRIPTION OF SERVICES SUPPLEMENT

Please provide the following information ONLY if you are applying for projects that meet the "CDD Community Development

Program Goals & Priorities". If not applying for CDBG Office Funds, go to Community Resources Description of

Services Supplement (p. 7), or go to Demographics (p. 8).

20. PARTICIPANT INCOME LEVELS:

Indicate the number of households of each income level and size that this program would serve in 2011-2012.

Income Level

Over 80% of county median income

Between 50% to 80% of county median income


Less than 30% of county median income

Total households to be served

21. If projections for 2012 will vary significantly from 2011, complete the following:

Income Level for 2012






22. AGENCY COST ALLOCATION PLAN: What method does your agency use to determine indirect cost allocations

among programs?

23. PROGRAM ACTIVITIES: Describe activities/benchmarks by timeline to illustrate how your program will be implemented.

Est. Month

Activity Benchmark of Completion

Feb-11

Mar-11

Jun-11

Jul-11

Oct-11

Nov-11

0

0

Number of Households


200

2

8

40

150

0

First session recruitment, orientations and interviews

0

0

Session 11-1

Second session recruitment, orientations and interviews

Session11-2

Third session recruitment, orientations and interviews

Session 11-3

CTI conducts f ive to six sessions of the START Program each year under various funding sources. The costs

incurred during each session are allocated to the funding source used for that individual session.





COMMUNITY RESOURCES DESCRIPTION OF SERVICES SUPPLEMENT

Please provide the following information ONLY if you are applying for projects that meet the "Community Resources

Program Goals & Priorities" If not applying for CR Funds, go to Demographics (p. 8).

24. CONTRIBUTING RESEARCH

Please identify research or best practice frameworks you have utilized in developing this program.

25. ACCESS FOR LOW-INCOME INDIVIDUALS AND FAMILIES

What percentage of this program’s participants do you expect to be of low and/or moderate income? 90.0%

What framework do you use to determine or describe participant’s or household income status? (check all that apply)

Number of children enrolled in free and reduced lunch

Individuals or families that report 0-50% of Dane County Median Income X

Individual or family income in relation to Federal Poverty guidelines

Other

26. HOW IS THIS INFORMATION CURRENTLY COLLECTED?

27. PLEASE DESCRIBE YOUR USER FEE STRUCTURE AND ANY ACCOMMODATIONS MADE TO ADDRESS

ACCESS ISSUES FOR LOW INCOME INDIVIDUALS AND FAMILIES.

Program application asks for monthly income and includes check boxes to indicate income sources. City of

Madison Attachment 3A – Income Certif ication Form is included in the START Program application.

In order to help participants gain access to construction apprenticeships, the START Program has to have

information on the different application and testing procedures for all of the 17 available trades. This information

w as gathered through the Bureau of Apprenticeship Standards, the Building and Construction Trades Council of

South Central Wisconsin, Madison College and individual trade business representatives and apprentice

coordinators. Many of the trades use components of the Accuplacer test. The START Program Coordinator

researched the test to ascertain content, interpret scoring procedures and develop materials to prepare

participants to meet the standards set by each individual trade to qualify for their apprenticeship. WRTP-BIG STEP,

CTI’s partner in Milw aukee, suggested the Number Pow er series for math instruction and the START Program has

used this curriculum from the program’s inception. The program’s Lead Instructor recently put a diagnostic test in

place for Reading Comprehension and created a modularized series of studies that moved each participant

through lessons based on the results of their diagnostic test. Many of our participants struggle w ith the advanced

vocabulary used in the Accuplacer test. The Lead Instructor researched the many on-line practice tests available

and created an extensive list of the challenging w ords used in the Accuplacer test. Each participant taking this

qualifying test receives the vocabulary list, giving them the opportunity to w ork w ith the w ords they are unfamiliar

w ith before taking the test. Other materials have been developed to prepare participants for other test

components including mechanical comprehension, spatial visualization, number sequences and measurement.

No user fees charged for program





28. DEMOGRAPHICS

Complete the following chart for unduplicated participants served by this program in 2009. Indicate the number and percentage

for the following characteristics. For new programs, please estimate projected participant numbers and descriptors.

PARTICIPANT PARTICIPANT

DESCRIPTOR # % DESCRIPTOR # %

TOTAL 191 100% AGE

MALE 177 93% <2 0 0%

FEMALE 14 7% 2 - 5 0 0%

UNKNOWN/OTHER 0 0% 6 - 12 0 0%

13 - 17 0 0%

18 - 29 102 53%

30 - 59 89 47%

60 - 74 0 0%

75 & UP 0 0%

Note: Race and ethnic categories are stated TOTAL AGE 191 100%

as defined in HUD standards RACE

WHITE/CAUCASIAN 69 36%

BLACK/AFRICAN AMERICAN 120 63%

ASIAN 0 0%

AMERICAN INDIAN/ALASKAN NATIVE 2 1%

NATIVE HAWAIIAN/OTHER PACIFIC ISLANDER 0 0%

MULTI-RACIAL: 0 0%

Black/AA & White/Caucasian 0 0%

Asian & White/Caucasian 0 0%

Am Indian/Alaskan Native & White/Caucasian 0 0%

Am Indian/Alaskan Native & Black/AA 0 0%

BALANCE/OTHER 0 0%

TOTAL RACE 191 100%

ETHNICITY

HISPANIC OR LATINO 14 7%

NOT HISPANIC OR LATINO 177 93%

TOTAL ETHNICITY 191 100%

PERSONS WITH DISABILITIES 0 0%

RESIDENCY

CITY OF MADISON 115 60%

DANE COUNTY (NOT IN CITY) 49 26%

OUTSIDE DANE COUNTY 27 14%

TOTAL RESIDENCY 191 100%





29. PROGRAM OUTCOMES

Number of unduplicated individual participants served during 2009. 191

Total to be served in 2011. 200

Complete the following for each program outcome. No more than two outcomes per program will be reviewed.

If applying to OCS, please refer to your research and/or posted resource documents if appropriate.

Refer to the instructions for detailed descriptions of what should be included in the table below.

Outcome Objective # 1:

Performance Indicator(s):

Proposed for 2011: Total to be considered in 100 Targeted % to meet perf. measures 50%

perf. measurement Targeted # to meet perf. measure 50



Explain the measurement

tools or methods:








tools or methods:

Women, minorities and low income individuals will gain information on the career opportunities in

construction apprenticeships, the application procedures to access them and will be prepared to

pass a test to qualify for an apprenticeship at the completion of the program. 70 individuals will be enrolled in the full program, 30 fast tracked into tutoring. 50 participants will

complete the program.

Program orientation with TABE to assess initial reading and math levels; competencies checked

throughout program; attendance tracked; mock test and exit interview at program completion.

80% of program graduates who take their qualifying trade test will pass and receive ongoing

support services until they gain employment.

40 individuals who complete the program will pass their qualifying tests and 25 will obtain

employment as an apprentice, a preapprentice or in a construction related field.

Release forms signed by participants; test scores from Joint Apprenticeship Committees or

Technical College; coordinator, staff follow-up; contact with apprentice coordinators and

contractors; records obtained through the Bureau of Apprenticeship Standards.


7/15/2010

PROPOSAL REVIEW: Individual Staff Review for 2011-2012 For Community Resources Proposals to be Submitted to the

Conference Committee

1. Program Name: Skilled Trades Apprenticeship Readiness Training Program (START) )

2. Agency Name: Construction Training, Inc. 3. Requested Amounts: 2011: $60,000 2012: $60,000 Prior Year Level: $56,576 4. Project Type: New Continuing X

5. Framework Plan Objective or Community Resources Goals and Priorities Most Directly Addressed by Proposed

Activity:

Neighborhood Centers, CORE and Facility Use and Community Gardens Neighborhoods: Building Neighborhood Capacity

x Adult Workforce Preparedness and Employment and Training – Job Skills

Adult Workforce Preparedness and Employment – Literacy to Employment ALSO CDBG CATEGORY 4: ACCESS TO COMMUNITY RESOURCES, CONDITION 4

6. Anticipated Accomplishments (Proposed Service Goals)

The program will enroll 70 unduplicated people in the full program and an additional 30 people will be fast tracked for tutoring only. Program will provide 120 hours of program training and 30 hours of orientation and interviews. Approximately 500 hours will be spent on case management, support and resume development.

7. To what extent does the proposal meet the Objectives of the Community Development and Community

Resources Program Goals and Priorities

for 2011-2012

Staff Comments: This program meets the objectives of Program Area IV – Priority A1 and CDBG Category 4, Condition 4

8. To what extent is the proposed program design and work plan sufficiently detailed to demonstrate the ability to result in a positive impact on the need

or problem identified?

Staff Comments: Program design is clearly articulated and seems likely that it will have a positive impact on the need or problem identified. Agency uses Wisconsin Apprenticeship Standards and relevant testing materials to build program design and curriculum of training.

9. To what extent does the proposal include objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? Staff Comments: Service goals and outcome seem realistic, measureable and likely to be achieved within the timeline.

7/15/2010

10. To what extent do the agency, staff and/or Board experience, qualifications, past performance and capacity

indicate probable success of the proposal?

Staff Comments:

The agency, staff and Board seem to possess the experience and qualifications to indicate probable success.

11. To what extent is the agency’s proposed budget reasonable and realistic, able to leverage additional resources, and demonstrate sound fiscal planning

and management?

Staff Comments: The only funding source listed for this program in 2011 and 2012 is the City of Madison. Agency Overview Question 10 – Personnel Data does not seem to reflect entire staff at agency and not entirely clear if City funded program pays for more than it’s fair share of staff time.

12. To what extent does the agency’s proposal demonstrate efforts and success at securing a diverse array of support, including volunteers, in-kind support and securing partnerships

with agencies and community groups?

Staff Comments: For City funded program, City is the only funder which lacks an array of funding support. Number and use of volunteers appears appropriate for the program. Agency has many active and appropriate partnerships.

13. To what extent does the applicant propose services that are accessible and appropriate to the needs of low income individuals, culturally diverse populations and/or populations with specific language barriers and/or

physical or mental disabilities?

Staff Comments: Service seems to be accessible to low-income individuals and culturally diverse populations and is held in physically accessible locations. Proposal does not address how they make the program accessible for those with language barriers.

14. To what extent does the proposal meet the technical and regulatory requirements and unit cost limits

as applicable? To what extent is there clear and precise proposal information to determine eligibility?

Staff Comments:

Not applicable. 15. Other comments:

Questions: Clarify the percentage of salaries charged to City funded program compared with those allocated to other non-city funded projects. What does agency do to make program accessible to those with language barriers?

16. Staff Recommendation Not recommended for consideration Recommend for consideration X Recommend with Qualifications

Suggested Qualifications: Based upon answers to questions and the following:

7/15/2010

Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Genesis Social Services Corporation


PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL


DANE CO HUMAN SVCS 137,826 96,143 24,763 16,920 0







FUNDRAISING DONATIONS 12,000 6,000 0 6,000 0

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 149,826 102,143 24,763 22,920 0


SOURCE SPECIAL




MADISON-COMM SVCS 39,900 39,900 0 0 0





FUNDRAISING DONATIONS 12,000 6,000 6,000 0 0

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 193,859 144,927 31,505 17,427 0

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 193,859 144,927 31,505 17,427 0

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

200 characters (w ith spaces)






PRIORITY STATEMENT:








GSSC is open from 8:30 M to 5:00 PM Monday through Friday and 8:30 AM to 1:00PM on Saturdays. In additon

staff are on call at the follow ing telephone cell numbers in the evening and w eek-ends: 698-1511 and 698-1611

and 698-1115. GSSC does have another staff member availabe as an emergency contact. He is w ith our Drug

Prevention Program. His telephone number is 255-2406.

GSSC plans to provide services for f if ty-eight(58) unduplicated clients. Staff w ill meet each client individually,

once per w eek. Each client w il participate in one small group session oncer per w eek. The individual and group

sessions w ill each be tw o hours in length. Each client w ill meet w ith the Facility Director of the Genesis Incubator

to discuss how to start a busines, w hich includes the w riting of a business plan, off ice space required and lease

arrangements. Each client w ill partivicipate in a joint Employability Skills course, w ith our case management staff

and MATC-South Campus.

GSSC w ill provide assistance to predominately Black male participants in the Dane County Drug Court Treatment

Program, by assisting them to start-up their ow n small business or by assisting them find employment in the GEC

Business Incubator. GSSC is located in the Genesis Enterprise Center(GEC), a job-incubator site that w as

developed specif icaly for African Americans and other minorities.The proposed (2011)Madison-Community

Services proposal w ill address a need, that w e so far have been unsuccessful and that is employing the Black-

Offender participants in our Drug Court program.The proposed activities, w ill include(a) job placement and/or (b)

starting their ow n business.It is most diff icult for Blacks, w ho have felony records for previous convictions and

w ho have a history of drug abuse, to become employed. We therefore w ill help them start there ow n businesses

at the GEC incubator and basically employ themselves.Employment is extremely important as the participants f inish

their drug-court activity. A Dane County Department of Human Services study conducted in 2007 show s that the

African American drug offenders re-arrest rate is 46% compared to 18% for White drug offenders. The study

further concluded that unemployed status, low er educational attainment and the presence of a cocaine disorder

w ere associated w ith failure to complete substance abuse treatment. We recognized that employment status is a

critical factor in reducing recidivism; w e therefore added an Employability Skills class.

Madison is a prosperous city. Residents are more aff luent and are less likely to be unemployed.. According to the

Urban League of Greater Madison (ULGM). Blacks do not fully share this prosperity.Within Dane County Blacks

are incerated at more than 13 times the rate of the community at large. The unemployment rate for Black adults is

2.5 times that as the full commumnity. Thirty-one percent of Blacks ages 24-45 are out of the labor force,

compared to 13 percent of the community. Now here are the disparities more stark than w ith incareration rates of

Blacks, especially in drug violations w here for people under 25, Whites use illegal drugs more than Blacks,Blacks

are far overrepresented among those arrested or prosecuted for drug offenses.Based on these glaring problems,

the Dane County Dept. of Human Services has funded the Genesis Social Services Corp. to provide a Drug Court

Treatment Alternative program w ith the Dane County District Attorney's.






or challenges).







GSSC w ill hold one hour meetings, tw ice per month to review the objectives and goals of this project. These w ill

be luncheon meetings held at the Genesis Incubator, 313 West Beltline Highw ay. We w ill also schedule individual

meeting w ith partnering agencies. Working partners are the follow ing:Dane County District Attorneys Office, Dane

Drug Court Treatment Judge, MATC-South Campus,MATC Business Procurement Center, African American Black

Business Assn.,Greater Madison Chamber of Commerce, SCORE,WWBIC,Madion Development Corporation and

Mount Zion Baptist Church.Topics to be discussed w ill be:(a)Basic instruction in computers, math, spelling and

reading courses,(b) introduction of minority entrepreneurs to achieve in business(c) how to develop your small

busness plan and (d) how to acess loans/grants from financial institutions.We also w ill coordinate how w e can

help these individuals establish their small business in Madison.

This w ill be a diff icult task as most of our clients w ill probably not w ant to w ork w ith White volunteers and yet

these are the people w ho w ant to volunteer.We do plan to use members of Mount Zion Baptist-Mens Ministry and

Black male students from the UW_Madison Black fraternities. They are the Omega's and the Alpha's.

Our outreach and marketing strategies are somw hat limited since all of our participants are referred to us from the

District Attorney's Office , in Dane County. We w ill how ever conduct the follow ing activites:(1) Arrange meetings

w ith Dane County Judges, Disricict Attorneys staff, Dane County Social Workers w orking in South Madison and

Elver Park neighborhoods; (2) Meet w itth the ministers of 21 Black churchesin Dane County, seeking their

assistance in contacting and reaching our intended service population; (3) We also w ork w ith the staff at the

Dane County Ferris Center, w hich is located at 2120 Rimrock Rd. It houses minimum security prisoners w ho are

sentenced w ith w ork release privilages.; (4) Community oficers at the Madison Police-South Office-825 Hughes

Place and finally w e w ill meet w ith instructional and support staff at the Madison College-South Campus, 2238

South Park Street.

This project w ill serve primarily Black male adults betw een the ages of 18 and 45. They are all low income as

determined by the w age determinations established by the City of Madison's CDBG 2010 Income Limit Guidelines.

All participants are in a household size of one (1) person and they all are in the 30% Median Income range of less

than $16,800 per year. 80% do not have a high scholol diploma, instead they have GED's from institutions in

Madison. They all have served time in a State or County prison or jail and 65% are currently on probation or

parole; all have cognitive disabilities.

The location of services w ill be at the Genesis Enterprise Center-Incubator, 313 West Beltline Highw ay.(Census

Tract 14.01) GSSC is leasing approximately 2,000 square feet for its present programs.













Employabilty Skills Coordinator 0.5 Yes

Small Business Developer 0.5 Yes

Qualifications

B.S. Degree in Social Work, 2years similar Work Experience

B.S. Degree in Social Work, 2years similar Work Experience

GSSC is certif ied has been granted a license to practice as Charitabe Organization by the State of Wisconsin,

Department of Regulation and Licensing. Our number is 11172-800.

These males experience race discrimination because of their race and previous criminal backgrounds. Many

employers are reluctant to employ Black males w ith prior felony offenses, w hich have caused them to be

incarcerated in county jails or state correctional facilities. These men are unsuccessful in securing loans from

banks or other lending institutions.The problems are even more exacerbated because of their prior drug abuse

and convictions. This proposal plans to address these problems by requiring that each client must participate in all

of the follow ing programs: (a) Remedial classes in math, english, spelling, reading and computer literacty at

MATC-South; (b) Introduction to small business programs at Wisconsin Women's Business Initative Corporation

(WWBIC); (c) Employabilty Skills Course at GSSC; (d) Orientation to business incubator concepts w ith the

Genesis Center staff to become familiar w ith leasing arrangements and square foot requirementas for thier

businesses.(e) How to choose and operate new businesses such as Law n Care Serevice, Catering,

Refurbishing Old Computers, Web Design and Graphic Technology Services ,Home Building and Repair services,

Small Delivery Services,Bakery,Building Cleaning Services,Carpet and Rug Cleaning, Womens Beauty and Mens

Barbering, Music Lessons, Recording of Rap and Rhythm and Blues Recording Studio, and T-Shirt Lettering.

These small businesses w ere chosen based on an informal survey conducted by the African American Black

Business Asssn. to approximately 125 members of Black churches in the Madison and Dane County area.

Genesis Development Corporation (GDC) w as formed in 1998, as an outgrow th of community and social services

activities at Mt. Zion Baptist Church, Madison, WI. In 2000, GDC became primarily focused on economic

development.GDC purchased a 70,000 square foot building at 313 West Beltline Highw ay on Madison's Southside.

This building w as named the Genesis Enterprise Center and became the largest Black-ow ned non-profit business

incubator in the state. Genesis Social Services Corporation (GSSC) w as formed in 2005. Its primary thrust is to

provide Drug Prevention/Treatment, Mental Health and Job Placement assistance for primarily Black families living

in the South Madison and Allied Drive neighborhoods.For the last f ive years,GSSC has received funding from the

Dane County Department of Human Servcices to run its Drug Court Treatment Program in collaboration w ith Dane

County Judges and the Dane County District Attorneys off ice. GSSC has tw o full-time Drug Court Case Managers

w ho are eminently qualif ied to provide services to Black drug court participants. As African Americans, both

males are recovering drug addicts w ho have been incarated in a state correctional facility. Both Drug Court Case

Managers have BS degrees in Social Work from the UW-Milw aukee and UW-Madison respectively. They

understand the nature of the pathology and criminology of the addicted Black offender.











Income Level














among programs?


Est. Month


1-Feb-11

15-Mar-11

1-Apr-11

1-May-11

1-Jun-11

1-Jul-11

1-Aug-11

1-Sep-11

1-Sep-11

1-Nov-11

1-Dec-11

1-Dec-11

0

0



60

0

0

0

60

GSSC staff will meet with District Attorneys Office to evaluate Drug Treatment (Court) activities

Staff will continue to monitor of employment and small start-up business clients

Start-up business operators will begin to Market business to City,County, MATC and UW-Madison Vendor Serv

0

Arrange meetings with collaborating partners:MATC-South, WWBIC, MDC and GEC Facility Director

60

60

Select clients referred to GSSC from Dane County Judges and Dane County District Attorneys Office

Refer all clients to MATC-South for placement tests in English, Reading and Math comprehension

Clents involved in start-up business operations will begin meeting with GEC to lease(rent) small spaces

All clients shall begin to participate in Employability Skills Course at GSSC and MATC-South

All clients shall begin to participate in Small Business Orientation at WWBIC and GEC Incubator

All clients wishing to pursue employment will begin resume writing and interview classes at MATC-South

Allclients wishing to pursue employment will be referred to small businesses located in the GEC Incubator

All clients wishing to start small business will be referred to SBA, Park Bank, MDC and WWBIC for loans

Indirect cost allocation plan w ill include indirect costs of space and operating. GSSC w ill be responsible for paying

100 % of off ice space at the GEC incubator.This amounts to space cost of $395 per month, internet cost of $15

per month, off ice equipment of $295, insurance of $69 per month, accounting/auditing of $90 per month and

off ice supplies of $35 per month. Personnel indirect costs include taxes/social security costs and attending

conferences.The total indirect costs allocated for this program, as determined by our accountant (Wegner LLC), is

$7,543.













Number of children enrolled in free and reduced lunch X



Other




GSSC collects this information from our ow n intake forms or from information given to us by the Dane County

District Attorneys off ices.

We have used the follow ing research or best practice framew ork to assist us in the development of this program:

(1) Funders Dialogue on Black Men and Boys,April 27,2007. Convened by the Ford Foundation and the Casey

Families; (2)" Why w e can't w ait"- February 20,2008 Winthrop Rockfeller Foundation and the Community

Investment Netw ork; (3) US Dept of Commerce Economics and Statistics Administration-The Black Male Population;

(4) Public Education & Black Male Students:2006; (5)US Census Bureau:Statictical Abstract of US 2007-"Black

Males w ith income earned $8,621 less than w hite males"; (6) Carey,Kevin. Gradution Rate Waych:Making Black

Students Success a Priority, Washington DC, Education Sector, April 2008; (7) US Department of Justice, Bureau

of Justice Statistics;(8) US Department of Commerce; Bureau of the Census:Survey of Income and Program

Participation, author and calculations by Jon Haveman. (9) CFED's 2007-2008 Assets and Opportunity, Census

data on net w orth for both w hite and Black households. (10) Urban Institute and Kaiser Commission on Medicade

and Uninsured estimates based on 2005,2006 and 2007 census; (10) Barnett, Elizabeth, " Men and Heart

Disease:An Atlas of Racial and Ethnic Disparities among Man w ith Heart Disease"; (11) Schiraldi,V.B. and

P.Beatty," Poor Prescription: The Cost of Imprisoning Drug Offenders in the United States." (12) Beatty, Petterui,

and Ziedenberg, 2007, The report states that blacks and w hites use and sell drugs at nearly the same rates

based on the results of the 2002 National Survey on Drug Use and Health by the SAMHSA.

We do not charge a fee for our services as most of our clients are f inancially disadvantaged.





28. DEMOGRAPHICS





TOTAL 58 100% AGE

MALE 58 100% <2 0 0%

FEMALE 0 0% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 40 69%

30 - 59 18 31%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 58 100%

ETHNICITY





RESIDENCY


















perf. measurement Targeted # to meet perf. measure 23.25




tools or methods:








tools or methods:

Assist 41 African American males find permanent full-time employment.

Within 9 months, 31 African American Males will be employed on a full-time basis at 10.75 per

hour with full fringe benefits

Follow-up questionnaires will be submitted to 44 small business located at Genesis Enterprise

Center, 313 West Beltline Hwy, and to 11 small business located from 400 block to the 1800

Block of South Park Street and to 8 small business from the 100 Block to the 2900 Block of Fish

Hatchery Rd. We have contacted these businesses to see if they will employ some of our clients

after completion of their nine(9) months participation in our Drug Court and Employability Skills

programs.

Assist 27 African American males successfully start their own small business

Within 9 months, 18 African American males will open a business that meets the criteria of a

small business

We will submit questionanaires to both our clients, as well as owners of busunesses located

within the GEC business incubator to determine if they were succesful in starting their own

businesses with our assistance. This would be especially true if the businesses were located in

the GEC Incubator.


7/15/2010



1. Program Name: Program A

2. Agency Name: Genesis Social Services Corporation 3. Requested Amounts: 2011: $39,900 2012: $39,900 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:


X Adult Workforce Preparedness and Employment and Training – Job Skills



Program plans to serve 58 unduplicated clients. Each client will participate in 2 hrs/week in individual sessions and 2 hrs/week group session. Clients will also participate in a joint Employability Skills course with applicant case management staff and MATC – South Campus.



for 2011-2012




Staff Comments: Primary role of the applicant is that of case management with heavy reliance on other agencies/institutions for program content and training. Positive impact is highly dependent on the clients actually going to the other service providers/institutions for the programming/training which the applicant gives some indication they won’t do (see narrative in Question # 14).Program design seems likely that it will have a positive impact on the need or problem identified. Program activities timeline seems to imply that all clients will move through process at one time which seems unlikely and unrealistic.

9. To what extent does the proposal include objectives that are realistic and measurable and are likely to be

achieved within the proposed timeline? Staff Comments: Why are only 31 clients included in performance measurement in 2011 and only 10 in 2012 for first listed objected and similarly for 2nd listed objective. With second objective, is this a realistic number given the clients criminal records, lack of assets, and economic ability to obtain working capital?

7/15/2010



Staff Comments:

Agency staff and Board seem to possess the experience and qualifications to indicate probable success. Much of the success of the program may lie in the partners conducting the training/programming for this agency’s clients.


and management?

Staff Comments: Budget seems reasonable and realistic. Agency is utilizing other funds to pay for all indirect costs. No operating costs are requested of City likely because other agencies/institutions provide the bulk of programming/training. When serving low income clients such as proposed by this agency, transportation to referred services is often a barrier. Agency does not indicate how they will reduce that barrier for their clients. Agency Overview Question 10 – Personnel Data only reflects City funded positions, not entire agency.



Staff Comments: Not clear what role the volunteers will have in the program. If the partnerships this agency is depending upon for programming/training are secure, they are appropriate partnerships. Staff would want to see signed MOU’s with partner training agencies before entering into contract.



Staff Comments: The program is specifically designed for a small segment of the overall population, that being African American males referred to the agency’s Drug Treatment program. All clients are low income, all clients are African American. Location of services seem to be physically accessible. When serving low income clients such as proposed by this agency, transportation to referred services is often a barrier. Agency does not indicate how they will reduce that barrier for their clients.



Staff Comments: Not applicable.

15. Other comments: Questions: How will agency reduce transportation barrier to program/training partners for clients? How realistic is it that clients with recent criminal records, lack of assets, and the economic environment, will be able to obtain working capital for their own business?

7/15/2010


Suggested Qualifications: Based upon answers to questions and the following: If funded, staff would like to see/review MOU between GSSC and partner training/programming agencies before entering into contract. Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Irwin A and Robert D Goodman Community Center

PROGRAM/LETTER: J Program J Supporting Successful Employment

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL










USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0



SOURCE SPECIAL


DANE CO HUMAN SVCS 0 0 0 0






OTHER GOVT* 6,000 3,380 2,620 0 0

FUNDRAISING DONATIONS 6,200 3,200 1,200 1,800 0

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 25,720 20,100 3,820 1,800 0

*OTHER GOVT 2011

Source Amount

State of WI 6,000

0

0

0

0

TOTAL 6,000

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Dept of Workforce Development Adult rentention funding

Terms

PROGRAM J - 1 MAY 25, 2010














BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

For 2011 budget is 20 hrs at $13 per hr. plus 25% benefits. $2,620 is for supplies, training and professional

development.

5% COLA only





PRIORITY STATEMENT:








Participants can w ork anytime the building is open, but the times of their training, on-on-one support and group

meetings w ill vary based on the w ork schedules. Generally the employment particpants w ork 20 hours a w eek and

the support svc w ill be w ithin that 20 hr w ork w eek.

The center w ill serve 30 unduplicated particpants a year, offering them each individual support 1-3 hours a w eek

and group meetings 1.5 hours a w eek. In addition, partipants w ill receive up to 25 hours of professional

development w hile they are placed at the center. Each particpant w ill receive approx 500 hours w ith 125 of those

being indv support and training.

GCC takes employment training participants in most programs. GCC very much sees that one of its role in the

community is supporting successful employment for low -income members. When successful, GCC loves hiring them

into permanent positions, currently a preschool teacher and culinary w orker w ere former W2 participants.

Unfortunately they fail, or just get by, more often than they succeed. As GCC has moved into the employment training

service through TEENw orks (program F) w e have become acutely aw are of w hat a huge difference the extra

support, training and daily guidance makes and w e w ant to offer the same resources to our adult participants.

Through this program, GCC w ill offer participants a thorough orientation to the center and the centers programs.

They w ill spend time observing programs and meeting staff. This w ill be follow ed by an orientation into their w ork

area (preschool, afterschool, kitchen, seniors, building maintenance, landscaping). The job coach w ill check in daily,

w ill give feedback based on the daily evaluation check list completed by program supv. The Job Coach w ill

coordinate w ith host agencies as needed, and develop individual professional development goals. The Job Coach

w ill meet w ith the group on a w eekly basis, just as w e do w ith AmeriCorps and Social w ork interns. Group trainings

w ill be offered that are of interest and useful to participants. To better support them, just as w e do w ith the

TEENw orks program, there w ill be small rew ards and incentives as they meet their benchmark goals.

With the current economic conditions, more adults are out of w ork, especially adults w ho have minimal skills to be

successful. In current economic conditions, GCC has become a popular site for employment and training programs

such as W2, DVR, Out of School Youth employment, and Greater Wisconsin Area on Aging Resources. Currently 7

individuals are participating in employment training at the center. Although this presents a great opportunity for both

the center and the trainee, the lack of resources available at GCC to support these individuals minimizes the success

on both ends. Providing adequate support to seven employees, even skilled employees, takes time and resources.

GCC does not have the necessary resources and requesting 20 hours a w k of staff time to supervise, support and

offer professional development to adult employment trainees to make them more successful. If GCC has such a staff

position, the number can be increased to 10 or more individuals.






or challenges).







Coordination is primarily through employment and training agencies such as Greater Area Agency on Aging

Resource (GWAAR), Dane County Job Center, Department of Vocational Rehabilitation, and the Employment and

Training Association (EATA). GCC also w orks w ith the UW Extension, MATC and a variety of local businesses to

provide training to youth participants, GCC w ill coordinate w ith these groups to include adults in these opportunities

(Child Development, Financial Literacy, computer skills, culinary introduction, food safety, Serve Safe certif ication).

Many of groups listed above volunteer their services for f inancial literacy, child developmnt, etc. Job coach also w ill

pair successful participants w ith career mentors (just as w e do w ith kids) to help the particpant know the education

and w ork requirements of careers of interest.

Outreach is strictly through employment and training agencies such as Greater Area Agency on Aging Resource

(GWAAR), Dane County Job Center, Department of Vocational Rehabilitation, and the Employment and Training

Association (EATA).

This program w ill target low income adults of all ages w ho have had diff iculty being successfully employed in an

independent w ork setting. There are some criminal backgrounds that may eliminate them from participation

completely, or from a particular program area. Many of the participants w ill have limited literacy skills, have

diagnosed cognitive or physical disabilities. Many have had criminal histories and/or drug and alcohol abuses.

Goodman Community Center at 149 Waubesa St. Particpants w ill be refered from various employment and training

agencies and w ill be from all over Madison.












Staff Title FTE City $ Qualifications


The barriers to service in this program are many. I guess that is f ind of the point of the program…

Childcare many of the participant’s have substandard and/or reliable childcare.

Transportation resources are limited and unreliable w hether it is due to car trouble or forced reliance on inflexible

and non-customer oriented transportation services.

Work Ethic, usually just simple lack of employment skill, experience and understanding of good employment practices.

Personal and family stresses are numerous: raising children w ithout support systems; or other family crises; court

dates, having lights turned off, dealing w ith eviction, etc.

GCC w ill deal w ith these issues first and foremost by not being judgmental and w orking w ith them to f ind better

childcare (maybe even GCC) or transportation. We w ill focus on the independent living skills and the job training

skills w hile w orking w ith them and their case managers to address other barriers. In the beginning of their service,

there is latitude built in for these issues, but the expectation for performance and reliability w ill increase over time as

the barriers are addressed. The reality is that it is very challenging- if it w eren’t this program w ould not be needed.

But w e have seen the difference the extra support makes in our teen employees and w e believe that if this level of

support is given to the adults, they w ill also progress into self sustained employment.

GCC has a strong history of creating successful new programs and through our w ork w ith teen employment w e

are ready. GCC has been supporting adult employment training participants more than a decade, but the demand for

placements has risen dramatically resulting in our inability to successfully support the participants. Through our

extensive and intensive w ork w ith MATC, Workforce Development Board, MMSD and other youth employment

providers, w e have researched and learned about best practices for successful employment of high risk

populations. We have seen tremendous improvement in the teens w e w ork w ith as a result of our research and

program development. We are anxious to apply these same principals to adults and to expand the number of adults

that w e are able to serve. By creating a one-stop-shop sort of approach and through collaboration w ith others, w e

know w e can create w orkers ready for independent employment.











Income Level














among programs?


Est. Month


ongoing

ongoing

1st 3 months

ongoing

ongoing

ongoing

ongoing

ongoing

ongoing


0

0

0

0

0


0

0

0

0

0

Research best practice models and review other successful program designs to inform GCCs

Obtain start up funds through grant initiatives and indv support

Hired and train staff

Develop relationships with local businesses that can serve as employment pipelines

Develop systems with MMSD and MATC for credit recovery/dual credit for employment training

Recruit youth and work with school to identify youth most at risk

interview, screen, assess and begin working with youth.

provide daily feedback and incorporate fun team building activities into the curriculum

develop positive relationships by acessing and recognizing the whole child and external factors in their lives

















Other




400 characters (w ith spaces) w ill be collected through enrollment information provided by the sponsoring agencies.

Job training programs must go beyond simply imparting skills, job training must help students learn leadership,

responsibility, and self-confidence (National Youth Employment Coalition [NYEC]). Programs should concentrate on

creating a solid structure for the program. Successful programs also provide f lexible training, close attention to

individual needs.

- Incorporate programs into the community. (Zuckerman).

- Carefully select participants based on their perseverance and dedication to f inding a job. (Jastrzab et al.).

- Select and cultivate excellent staff w ho have experience both in job training programs and as mentors(NYEC).

- Consider needs in addition to employability, such as drug or alcohol treatment, childcare, or counseling. It is

necessary to go beyond simply referrals to social service programs. (Jastrzab et al).

- Foster close relationships betw een staff and participants students. One structure is to have staff focus on case

management, job development, or career advising, w ith students receiving assistance at each stage of the process

(Proscio and Elliott*).

-Provide students w ith w ays to identify and cultivate their interests. One useful approach is to create an

individualized portfolio for each participant, containing evidence of w ork skills, interests, and references (NYEC

1999).

- Do not make classes resemble actual school classes, because students usually did not like the school environment.

Consider incentive payments or bonuses for reaching milestones in the program (Jastrzab et al).

- Combine classroom and skills learning in a w ork environment. One solution is to hold classes in rooms that simulate

a w ork environment. Require students to w ear w ork attire and arrive on time for classes (Zuckerman).

- Teach soft skills as w ell, stressing communication w ith employers, dressing, and conflict resolution (Jastrzab et

al.). (Proscio and Elliott).

600 characters (w ith spaces) All of the participants w ill be low income and unemployed, all services are free.





28. DEMOGRAPHICS





TOTAL 0 0% AGE

MALE 0 0% <2 0 0%

FEMALE 0 0% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 0 0%

30 - 59 0 0%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 0 0%

ETHNICITY





RESIDENCY






















tools or methods:



Proposed for 2011: Total to be considered in Targeted % to meet perf. measures 0%





tools or methods:

Low income adults will be successful employees

60% of participants will gain employment skills and the self confidence to succeed in independent

employment.

The supervisors are to complete a quick daily evaluations. These, along with the job coaches

tracking of meetings and class attendance will be used to track progress, skill development and

self confidence.


7/15/2010



1. Program Name: Program J: Supporting Successful Employment

2. Agency Name: Irwin & Robert Goodman Community Center 3. Requested Amounts: 2011: $13,520 2012: $13,520 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





Center will serve 30 unduplicated participants a year offering them individual support 1-3 hours/week and group meeting 1.5/hours/week. Participants will receive up to 25 hours of professional development while placed at the center. Each participant will receive approximately 500 hours with 125 of those being individual support and training.



for 2011-2012




Staff Comments: It seems likely the program design will have a positive impact on the need or problem identified.

9. To what extent does the proposal include objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? Staff Comments: Only one objective listed. It seems realistic. Would like to see an objective of how many trained adults are successful in obtaining full-time employment upon leaving the Goodman Center placement.



Staff Comments: The agency and Board seem to possess the experience and qualifications to indicate probable success. Agency operates a similar model with youth and with AmeriCorps & Intern placements.

7/15/2010

Question 19 in Program Description indicating job titles and qualifications left blank.


and management?

Staff Comments: Budget seems reasonable and realistic. Agency is seeking other government funding from appropriate funder and also utilizing fundraising dollars to support this program.



Staff Comments: Proposal builds on existing, appropriate partnerships with employment training agencies who place their clients in Goodman Center roles. For new program, they are seeking appropriate levels of support from other sources.



Staff Comments: Agency did not complete question 20 on Participant Demographics. Likely that all individuals will be low income and likely they will be racially diverse. Facility is physically accessible. Proposal does not address language barriers.




15. Other comments: Questions:


Suggested Qualifications: Want to see/review MOU with employment training placement agencies to avoid confusion over roll of Goodman staff supervising clients and placement agency staff case managing clients. Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Goodwill Industries of South Central Wisconsin, Inc.

PROGRAM/LETTER: A Work Experience

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL










USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0



SOURCE SPECIAL





MADISON-CDBG 65,882 62,532 2,225 0 1,125





USER FEES 0 0 0 0 0

OTHER** 65,882 62,532 2,225 0 1,125

TOTAL REVENUE 131,764 125,064 4,450 0 2,250

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

Goodwill Industries of SC WI 65,882

0

0

0

0

TOTAL 65,882

ACCOUNT CATEGORY

Terms

Terms

Funded by Goodwill's retail revenue.















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms







PRIORITY STATEMENT:








Participants w ill be able to access the program betw een the hours of 7:30 AM and 5:00 PM Monday through

Friday. On occasion enrollees w ill be allow ed to participate during a second shift or on w eekends. Shifts outside

regular hours w ill be based on participant‟s need and the availability of a Goodw ill supervisor on site to assist the

participant

We w ill enroll at least 300 Work Experience participants annually. Participants w ill average 120 hours in the

program for a total of 36,000 program hours. It is anticipated that approximately 66% of referrals made w ill be for

a four w eek period to assess readiness to continue on to a full 12 w eek program. The other 33% w ill be referred

directly into the full 12 w eek program as they w ill be deemed ready to advance tow ard a job placement goal at the

conclusion of the 12 w eek period.

Goodw ill‟s proposal creates a w rap around employment training and retention program for 300 „hardest to

employ‟ individuals annually. Individuals w ill participate in up to 12 w eeks of paid on the job training in the areas of

retail, customer service, green jobs, light production, and maintenance. Participants w ill be referred to Goodw ill

from various agencies (W-2, Department of Corrections (DOC), Division of Vocational Rehabilitation DVR).

In addition to on the job training, participants w ill receive focused classroom training to help attain employment and

also prepare them for long term success. Part-day trainings w ill occur tw ice w eekly. Training w ill focus on

prepared topics that allow participants to w ork through real life situations such as those they have experienced in

past employment or during their w ork experience program. Other proposed trainings include: conflict resolution,

w orkplace ethics, teamw ork, decision making, and job readiness.

Each proposed job site w ill be supervised by trained staff that can assist participants learn job skills on a day to

day basis. Staff w ill assist participants problem solve job related issues that arise, thus helping the participant

gain skills to be utilized in the future.

Site supervisors w ill be supervised by an Intake Specialist w ho w ill develop curriculum based training, function as

the liaison betw een Goodw ill and referring agencies, conduct follow up inquiries after participants leave the

program, track and report program outcomes and other related duties.

When unemployment rises individuals w ith the low est job skills and w eakest employment histories are the hardest

hit. Communities that do not address this w ill continue to have problems associated w ith poverty. Three groups that

struggle are individuals w ith disabilities, ex-offenders and those entering the labor market from W-2 programs.

Developing w ork experience opportunities that include a training component has proven to increase the

employability of these individuals. Goodw ill proposes to offer a paid Work Experience Program that also

incorporates classroom training in both hard and 'soft skills to 300 individuals w ith signif icant barriers to

employment.

.






or challenges).







Coordination w ith referring agencies is determined on a site level. Goodw ill‟s Intake Specialist w orks closely w ith

each referral agency and a Goodw ill supervisor to ensure that there is adequate and appropriate w ork for each

participant. The Intake Specialist is a liaison betw een the referring source and Goodw ill staff. This liaison helps to

keep all parties aw are of any changes. If a participant is struggling in their placement the liaison suggests

changes that are in the best interest of the participant, Goodw ill and the referring agency. Currently Goodw ill‟s

Intake Specialist is an AmeriCorps service member w hose service is ending. This funding w ill provide a paid staff

member to replace this position.

The addition of on site staff dedicated to this program w ill allow for improved communication and the ability to

address issues on a more immediate basis. This w ill ensure a higher level of coordination of services and

success of participants.

Goodw ill has not yet utilized volunteers in this program; how ever, going forw ard volunteers w ill be utilized to

provide enhanced services.

Goodw ill w orks w ith our partners to help identify individuals w ho w ill benefit from participation in our Work

Experience Program. Goodw ill has a long and rich history in this community both as a service provider (currently

partnered w ith over 100 local businesses), and as a sizable employer (300 employees). From the day w e w ere

f irst established in 1962, Goodw ill has provided vocational services to persons w ith disabilities and other barriers

to employment. Most relevant to this program, Goodw ill has an established partnership w ith Employment and

Training Association, Inc. in placing W-2 participants. We also partner w ith Department of Corrections, Community

Corrections Employment Program and through the follow ing DVR contracted employment placement agencies:

Career Ladders, Opportunities, Inc. Bridging the Gap Together and Achieve!, and Vocational Services, LLC.

Currently there is a high demand for these services w ith more participants than slots available.

Enrollment in the program w ill be available to adults referred by: Dane County‟s W-2 program, the Department of

Vocational Rehabilitation (DVR), or Wisconsin‟s Community Corrections Employment Program (CCEP). All three

referral groups are know n to experience high levels of poverty. In 2009, 86% of participants in our Work

Experience Program w ere referred by the W-2 program. Last year, 87% of participants in this program self-

identif ied as female and 78% identif ied themselves as being part of a minority group. All referrals had limited or

poor w ork histories.

Programs w ill be offered at the follow ing locations:

1302 Mendota Street, Madison

2127 East Springs Drive, Madison

4530 Verona Road, Madison













Director of Vocational Services 0.05 No

Intake Referral Coordinator 1 Yes

Site Supervisor 3 Yes Associates in Psychology, Social Work, or 3 years experience in job training

Masters in Social Work or related field plus 5 years experience

Bachelors in Psychology, Social Work or related field or 5 years related experience

Qualifications

We have achieved the highest level of accreditation offered from the Commission for Accreditation of

Rehabilitation Facilities (CARF) in Community Housing and Community Employment Services.

Participants from all three referring programs are placed because of their inability to f ind employment. The inability

to gain employment is the result of a variety of factors such as long term unemployment, spotty w ork history, lack

of education and/or skills, and no w ork history.

Even w hen some of these participants are able to secure a job, they often are not able to maintain their

employment because they lack the „soft skills‟ needed to succeed in a w ork environment. These include such

skills as understanding how to w ork in a team environment, conflict resolution, how to approach a supervisor

w ith w ork related concerns, appropriate communication w ith customers and co-w orkers, and other job related

expectations. Participation in this program w ill help to address these „soft skills‟ that are often the most signif icant

barrier to successful employment.

Goodw ill has a long and proven history of assisting diverse groups of individuals w ith barriers to employment by

utilizing a variety of strategies including w ork experience, training, coaching, mentoring, and supporting individuals

through the process. Combining on- the-job training in a supportive w ork environment w ith classroom training, w e

w ill re-enforce both the job readiness skills and the soft skills needed to help participants become more

employable. Side-by-side training w ith qualif ied trainers w ill give participants „real time‟ solutions to issues that

arise everyday in w ork

For the past 48 years, Goodw ill has been providing vocational services to people w ith disabilities and other challenges. We

have offered a variety of models to address employment readiness for hard to place individuals ranging from on-the-job

training, classroom training, career centers, Business Advisory Councils, job coaching, job placement, case management,

supported employment and w ork experience.

Currently, Goodw ill manages a Supported Employment Program serving approximately 100 individuals w ith developmental

disabilities and traumatic brain injuries. We provide support at approximately 100 local business locations.

Our Career Center is available to any one needing job search related assistance. This free service offers access to

telephones and computer equipment, provides GED certif icate study guides and tutoring, and assistance w ith preparing

resumes and job applications. This service is fully funded by Goodw ill.

Our Work Experience program served 39 individuals in 2008 and 359 in 2009. Dane County Job Center, Department of

Corrections and the Department of Vocational Rehabilitation participants complete their w ork experience at any of our

business locations (Verona Road, East Springs Drive, Royal Avenue, Mendota Street) w hile receiving w ages paid by the

referring agency. This provides an opportunity for participants to gain general w ork skills, reinforce effective w ork habits

and establish a current resume. We hired 21 of these participants in 2009. Goodw ill has fully funded this program w ith the

exception of w ages paid to participants.











Income Level














among programs?


Est. Month


Jan-10

Jan-10

1-Feb

1-Feb

Mar-10

on-going

May-10

Oct-10

0

0



300

0

0

60

240

60

240

300

Orientation of staff

Participants start

Staff hired

Develop classroom curriculum

Track particpants leaving program

Exit interviews begin

Start mailling follow up surveys

Conduct first classroom training

Most indirect costs are allocated based on the number of FTE's for a program as a percentage of total FTE's for all

programs. The exception to this is any occupancy-related expenses, w hich are based upon the number of

square feet a program occupies as a percentage of total square feet for all programs.














Individuals or families that report 0-50% of Dane County Median Income


Other X




All participants w ill be referred by one of three programs. Those particpating in these prgrams are from w elfare

programs or have not been recently employed.

Goodw ill has been assisting disadvantaged individuals w ith signif icant barriers to employment for the past 48

years using a variety of models.

The model that w e are proposing in this grant is supported by the f indings presented in the Public/Private

Ventures In Brief May 7, 2009 issue. In the programs referenced in this article, individuals w ho participated in

w ork experience and also received training and support in soft skills “had signif icantly higher earnings” compared

to those in a control group that did not receive additional training. Additionally, participants w ho received this

training w ere w orking more hours at a higher w age in their second year than those w ho did not receive the

training. Tw o additional recommendations w ere made in this report: 1) invest in training that is industry-focused or

employer linked and, 2) invest in programs that integrate a range of training and supports. Goodw ill‟s project

includes these tw o key elements.

In addition to providing „real‟ w ork experience in a „real‟ w ork environment, Goodw ill w ill provide additional training

that w ill enhance the w ork experience. This training w ill focus on actual experiences encountered at w ork and

w ill promote problem solving. Classroom training w ill address w orkplace ethics, communication & conflict

resolution, team w ork, and customer service. Job readiness w ill also be a component of this training. .

A site supervisor w ill be assigned to w ork w ith participants at each location making this their primary focus. This

w ill enable the management team operating the business to focus on the day-to-day responsibilities of the

business and w ill enable the site supervisor to provide hands on training, support and coaching to the

participants. Site management w ill partner w ith the site supervisor in order to incorporate the participant into the

daily „life‟ of the business including its employees and customers.

There is no User Fee associated w ith this program.





28. DEMOGRAPHICS





TOTAL 359 97% AGE

MALE 46 13% <2 0 0%

FEMALE 301 84% 2 - 5 0 0%

UNKNOWN/OTHER 12 3% 6 - 12 0 0%

13 - 17 0 0%

18 - 29 125 35%

30 - 59 89 25%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 11 3%



MULTI-RACIAL: 17 5%





BALANCE/OTHER 116 33%

TOTAL RACE 359 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Participants will complete a skills assessment before each training session. This result will be

compared to a post assessment at the conclusion of each session. The goal is that 70% of these

participants will demonstrate an increase in their knowledge of job readisness skills at the

conclusion of each session.

180 of the 300 hundred participants referred to the program will complete the program.

60% of the program participants will successfully complete the program.

60% of the program participants will successfully complete program based on one of the

following criteria: Complete 12 weeks of work expereince, transition to another work expereince,

secure employment, enroll in an education program

Program participants will increase job readiness skills during classroom trainings.

70% of participants will improve their job readisness knowledge after attending trainings sessions


7/15/2010



1. Program Name: Work Experience

2. Agency Name: Goodwill Industries 3. Requested Amounts: 2011: $65,882 2012: $65,882 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





Enroll at least 300 Work Experience participants annually. Participants will receive on average 120 hours in the program. 33% will move directly to the full 12 week training program which 66% will move through a 4 week program to assess readiness to continue on to the full program.



for 2011-2012




Staff Comments: Program design is clearly articulated and seems likely that it will have a positive impact on the need or problem identified. Agency has been providing employment training services for years and cites a lot of appropriate research for the basis of their work.


achieved within the proposed timeline? Staff Comments: Service goals and outcome seem realistic, measureable and likely to be achieved within the timeline.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications to indicate probable success.

7/15/2010

11. To what extent is the agency’s proposed budget reasonable and realistic, able to leverage additional resources,

and demonstrate sound fiscal planning

and management?

Staff Comments: Agency is seeking City funds for 4 personnel only. Agency matches what they are requesting of the City with funds from Goodwill’s retail revenue.



Staff Comments: Partnerships are realistic and long standing. Agency has not used volunteers in the program previously. Two sources of funding noted, the City request and revenue from Goodwill retail sales.



Staff Comments: All participants are low income. Past participants are racially diverse with the exception that they did not serve any Latinos in 2009. Proposal does not address what they do to eliminate language barriers for potential participants.




15. Other comments:

Questions: What does agency do to place Latino/Hispanic participants into their employment training program?


Suggested Qualifications: Based upon answer to question and the following: Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Kennedy Heights Neighborhood Association, Inc. dba Kennedy Heights Community Center

PROGRAM/LETTER: F Adult Resource Development

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL










USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0



SOURCE SPECIAL









FUNDRAISING DONATIONS 10,329 235 5,214 2,880 2,000

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 25,329 15,235 5,214 2,880 2,000

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

PROGRAM F - 1 MAY 25, 2010














BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

NA

NA





PRIORITY STATEMENT:








The program w ill offer case management by appointment and on a drop in basis three days per w eek including

morning, afternoon and evening hours at the community center. Workforce preparedness training w ill be

scheduled at a variety of times and in a variety of dosages throughout the year.

The Adult Resource Development program w ill host and coordinate w orkforce preparedness training and provide

case management services to unemployed and underemplyed community members . The program w ill serve 100

unduplicated clients per year. The program w ill provide 200 hours of case management and host 200 hours of

training services.

The Kennedy Heights Community Center Adult Resource Program w ill w ork w ith unemployed and underemployed

adult community members w ith multiple barriers to employment and w orkforce preparedness training programs.

The Adult Resource Specialist w ill provide case management services to individual adults to assist them to reduce

their barriers to employment, gain new skills and participate in education and w orkforce training. Different

community members w ill have different barriers, educational needs and employable skills. The program staff w ill

w ork to connect individuals to the correct program or service in Madison and then help provide that individual the

needed support for their success. The program w ill assist in arranging childcare and as needed provide short-

term childcare, the program w ill help connect adults to transportation including helping them to access the low -

income bus pass or providing transportation; the program w ill help connect adults w ith chronic health problems

and drug and alcohol abuse issues w ith appropriate medical care. The staff w ill be know ledgeable of Madison

resources, benefit programs’ rules and regulations, and a variety of support services that can help individuals

reduce their barriers to employability and successfully participate in a variety of education and employment

training programs. In addition to regular case management the Adult Resource Specialist w ill coordinate at least

tw o training programs to be hosted at the community center by outside organizations w ith expertise and

experience in that training area.

In 2008, 48% of the adults in the Kennedy Heights neighborhood w ere unemployed for more than three months; in

2009 that number jumped to 62%. (Meridian Management) The number of unemployed and underemployed adults

is grow ing in our neighborhood. Results from a 2009 community survey administered by a graduate class

University of Wisconsin School of Human Ecology to over 80 households in the neighborhood indicated that

families currently perceive employment to be one of their greatest challenges. “Residents most often reported

transportation (47%), employment (40%), health or healthcare (40%), and access to quality food (33%) as their

greatest challenges.” (Hilgendorf, Amy. "A Needs Assessment of Community Residents." 2009). Unemployment

has been high in the Kennedy Heights Neighborhood for a long time but recently many of the low -paying and

entry-level jobs that have traditionally been available to community residents are much more challenging to get and

keep.






or challenges).







Connecting adults w ith existing w orkforce preparedness training and support programs w ill be a core program

activity. The program w ill coordinate services based on the individual needs of program clients. Likely programs

that clients w ill access include Madison Area Technical College, the Urban League of Greater Madison, Madison

Urban Ministries, Madison Apprentice Program, Omega School, YWCA and the Dane County Job Center. The

Adult Resource Specialist w ill w ork individually w ith adults to assess their needs and connect them to existing

services by assisting w ith enrollment, arranging childcare and connecting the individual to transportation. The

staff w ill provide ongoing support and services to adults to help reduce barriers to participation. The program w ill

host at least tw o training programs at the community center that w ill be facilitated by an outside program partner

w ith expertise. The partner w ill be selected based on their service or program meeting our community need.

Volunteers may be used as guest speakers, to provide f inancial literacy education, to assist w ith childcare and to

help coordinate training services.

The Kennedy Heights Community Center is located in the heart of our service area. The community center has a

long history in the community and is w ell know n among our service population. When a new resident moves into

the Kennedy Heights tow nhouses they receive a neighborhood w elcome packet that includes information about

the community center, program enrollment information and they get a tour. The community center publishes a

quarterly new sletter that highlights program activities and a monthly programming calendar. Both documents are

distributed door to door in the Kennedy Heights neighborhood and available at the community center. As needed

the community center translates documents into Hmong and a bi-lingual staff person makes contact w ith Hmong

speaking families, provides information about our programs and assists them w ith enrollment forms. Public health

nurses, Joining Forces for Families and school social w orkers are aw are of the center and often refer families.

The community center is located in the heart of the Kennedy Heights tow nhouses and 325 units of low -income

rental housing. In 2009, 97% of the households that enrolled in programming w ere below the federal poverty line

and 80% of the families in our service area have household incomes of less than $10,000 per year. 52% of

Kennedy Heights residents are Hmong and many Hmong adults have limited English proficiency and many need

language accommodations. The Kennedy Heights property management company estimates 10% of residents

report having a disability.

The service location is the Kennedy Heights Community Center, located in the heart of over 325 units of low -

income rental housing on the north-side. The center is located in census tract 23.01













Executive Director 0.04 Yes

Adult Resource Specialist 0.375 Yes

Janitor 0.012 Yes

Qualifications

Bachelors degree in relevant field, Administrator Credential, advanced degree preferred, 5 yrs of professional experience

Bachelors degree and 2 yrs relevant work experience workforce development, case management, adult training

NA

The Kennedy Heights Community Center has a variety of methods and systems to reduce barriers to service and

ensure that our programs are accessible to all those in our service area. Our agency is committed to recruiting

and hiring people of color, bi-lingual staff, and staff w ith experience w ith diverse populations. 58% of our agency

staff members are people of color and 25% of our agency staff members are bi-lingual English-Hmong. All of our

staff participate annually in cultural competency training. Our agency has an Asian Outreach program w hich

targets the specif ic needs of Southeast Asian families. The program helps to provide translation and cultural-

brokering to ensure that Southeast Asian families can fully participate in community center programs. The

community center has published policies and procedures to prevent discrimination, provide equal opportunity for

program participants, and to provide a grievance procedure for clients. This information is posted, distributed to

families upon enrollment and available upon request. Each year as part of our annual community needs

assessment the community center compares the demographics of our current enrolled participants w ith the

tow nhouse resident demographics. The agency uses this data to identify gaps in service and measure if there

may be barriers for any group and then w e address these barriers. Our agency is centrally located in our service

area; transportation and childcare are provided as needed; Hmong, Lao, Thai, and Spanish translation is available.

Our agency has a system for comprehensive outreach.

The Kennedy Heights Community Center has been providing programs and services on Madison’s northside for

over 27 years. The agency has a long history of providing free, high quality services for families on the

northside. Our agency completes a regular community survey and has identif ied employment and pre-employment

skills as a community need. Our agency has successfully launched new programs that meet emerging community

needs in the past. We recognize that other agencies and service providers w ith a long track record of

experience and success are available in the community and w e plan to connect clients w ith multiple barriers to

these programs and serve as a host site for these programs. Our agency has experience and expertise

recruiting, supporting and retaining low -income community members w ith multiple barriers in their lives to services

in their neighborhood.

The Executive Director has 6 years tenure in the position, a bachelor’s degree, a master’s degree in progress and

is a Wisconsin Certif ied Public Manager. The Adult Resource Specialist position w ill be a degreed indivdiual w ith

at least tw o years of similar professional experience.











Income Level














among programs?


Est. Month


Dec-11

Jan-11

Feb-11

Mar-11

Apr-11

Jun-11

Dec-11

Aug-11

Nov-11

Dec-11

0


0

10

90

100


0

0

0

0

0

Regular ongoing case management and support for adults seeking employment

Assess the training needs of unemployed adults in the neighborhood

Build partnership with potential service / training provider

Schedule program, outreach to the neighborhood and program clients, enroll participants

Start offering training program

Evaluate training program

Provide ongoing support to participants that completed the program

If need exsists repeat first training program, if additional need exsists idenitfy new partner

Implement second training program

Evaluate program, case management, outcomes for adults, create year two implementation plan

Indirect costs are allocated to programs based on the number of hours the program uses the facility for direct

service per year. Each program is assigned a percent allocation, each year the allocation plan is review ed.















Individual or family income in relation to Federal Poverty guidelines X

Other




This is a new program and the information is not currently collected.

Community survey results, input from the Board of Directors, community unemployment data and qualitative stories

from community residents have informed the program design. We know that adults in this community face multiple

barriers to successful employment w e also know that the barriers are extremely diverse: and include lack of

formal education, limited English proficiency, chronic health conditions, contact w ith the criminal justice system,

alcohol and drug abuse, child care, transportation, lack of employable skills and for some families employment can

result in lost income from public benefit programs that results in less total income for the family. The Adult

Resource Development program w ill utilize a case management program model that w ill focus on w orking w ith

individual clients to meet their specif ic need. The program w ill connect adults to existing community resources

and training programs that w ill assist that client to meet their needs. The program w ill focus on assisting

individuals to gain the skills to reduce the barriers in their lives by helping to coordinate childcare, arranging

transportation, accessing medical care or treatment and building hard and soft employment skills. The program w ill

connect adults to other programs for GED training, English classes, literacy tutoring, employment-skills training,

and job-specif ic training. The Adult Resource Development program w ill also host and coordinate at least tw o

training programs at the Kennedy Heights Community Center for unemployed adults. Much of the quality of a

case management model program is based on the skills, know ledge and relationships of the staff member. As

such Kennedy Heights Community Center w ill hire a staff member w ho is able to build effective relationships w ith

clients, has know ledge and understanding of multiple barriers, understands public benefits and how employment

impacts them, and has connections to local educational institutions and service providers.

Our programs and services w ill have no fee how ever clients that receive case management may enroll in

programs that have fees.





28. DEMOGRAPHICS





TOTAL 100 100% AGE

MALE 30 30% <2 0 0%

FEMALE 70 70% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 78 78%

30 - 59 12 12%

60 - 74 10 10%

75 & UP 0 0%





ASIAN 42 42%



MULTI-RACIAL: 0 0%






TOTAL RACE 100 100%

ETHNICITY





RESIDENCY










Number of unduplicated individual participants served during 2009.












tools or methods:








tools or methods:

Adults will reduce their barriers to employment through accessing appropriate services, learning

new skills or completing targeted training

75% of adult will increase access to appropriate services or learn new skills or complete a

training program that reduces their barriers to employment

Completion of a training program will be measured by the standards of the training program. i.e.

completion of eight weeks of technology training, receiving their GED, attending the foundations

program Increase in skills (hard or soft skills) will be assessed through training programs

evaluations and case management staff notes. Accessing appropriate service will be measured

utilizing case management staff notes and client self assessment tool.


7/15/2010



1. Program Name: Adult Resource Development

2. Agency Name: Kennedy Heights Neighborhood Association, dba as Kennedy Heights Community Center 3. Requested Amounts: 2011: $15,000 2012: $15,000 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





The program will serve 100 unduplicated clients per year and will provide 200 hours of case management to those individuals. The program will host 200 hours of training services.



for 2011-2012

Staff Comments:

This program meets the objectives of Program Area IV – Priority B 1 and CDBG Category 4, Condition 4



Staff Comments: Program design is based on case management model. Program helps residents access employment services and will host/coordinate workforce preparedness training. Program design seems likely that it will have a positive impact on the need or problem identified.


achieved within the proposed timeline? Staff Comments: Service goals seem realistic. Only one Outcome Objective listed. Would prefer to see outcome related to number of residents who obtain jobs rather than just increased access to reduce barriers to employment.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications to indicate probable success. The success of the program will depend heavily on the person hired as the Adult Resource Specialist. Agency’s listed qualifications for that position seem appropriate.

7/15/2010


and management?

Staff Comments: Budget seems reasonable and realistic. All City money proposed is for staffing Agency proposing fundraising dollars going to this program as well.



Staff Comments: The agency and Board seem to possess the experience and qualifications to indicate probable success. Neighborhood Center has been in operation for 27 years. It is located within the Kennedy Heights low-income housing complex. 51% of the agency Board of Directors are residents. 2009 resident survey indicated that 40% of the 80 residents who responded indicated that employment was a great challenge.



Staff Comments: Agency has diverse and appropriate partnerships and work closely with the local residents of the Kennedy Heights Townhomes and also with some Asian residents from the Vera Court neighborhood.



Staff Comments: Not applicable



Suggested Qualifications: Want to see/review MOU with employment training providing conducting training at Center. Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Latino Academy of Workforce Development

PROGRAM/LETTER: A Latino Academy of Workforce Development

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL




MADISON-COMM SVCS 10,354 2,109 4,675 0 3,570






USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 10,354 2,109 4,675 0 3,570


SOURCE SPECIAL






UNITED WAY ALLOC 22,500 10,543 4,717 0 7,240




USER FEES 5,000 0 5,000 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 123,133 67,543 36,790 4,000 14,800

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms















BUDGET SPECIAL






UNITED WAY ALLOC 22,500 10,543 4,717 0 7,240




USER FEES 5,000 0 5,000 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 123,133 67,543 36,790 4,000 14,800

*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms







PRIORITY STATEMENT:








3 ServSafe certif ications, 2 ServSafe Starters Employee certif ications 3 Forklift driving instructions

2 Workplace safety certif ications, 2 4-hr janitorial trainings, 2 4-w k starting your ow n business w orkshops,

2 4-w k business plan creation w orkshops, 19 8-w k computer classes, 2 4-hr digital assets protection

w orkshops, 2 4-hr social netw orks for businesses w orkshops Office Hrs M-F 9-5

LAWD’s programming consists of a w ell designed curriculum & academic services. Curriculum is implemented

year-round and academic services are available through our w eekly office hours. 3180 service hours w ill serve

a total of 1495 unduplicated Latino adults annually.

CURRICULUM INCLUDES THE FOLLOWING SUBJECT AREAS: ServSafe certif ications, Forklift driving, Farming,

Workplace safety, Janitorial trainings, Starting your ow n business, Business plan creation, Social netw orks for

businesses, Digital assets protection, Microsoft Office & Website Creation.

LAWD provides Latino residents facing barriers to employment w / accredited job skills and industry-focused

training, entrepreneurial consultation, employment seminars & job specif ic courses. Services are offered to

participants through an academic curriculum, individual case management, follow -ups & tutoring opportunities.

LAWD’S CURRICULUM: 1) JOB SKILL TRAININGS LAWD offers accredited & certif ied trainings for a particular

industry sector that include green energy, professional food management, w orkplace safety, forklift operation,

farming & janitorial. Certif ications offer participants the opportunity for advancement in the w orkplace.

2) EMPLOYABILITY & JOB READINESS SEMINARS These include class instruction & individual consultations in

soft and hard skills, job search strategies, the interview process & w orkplace English. 3) COMPUTER CLASSES

Includes basic to intermediate computer skills know ledge, proficienty in Microsoft Office & Website Creation.

4) BUSINESS DEVELOPMENT WORKSHOPS Includes creation of a business plan, licensing, consultation,

marketing & accounting. LAWD’s expectations are a successful acquirement of a specif ic job skill for a particular

industry sector that w ill allow participants to obtain employment & job mobility or to start their ow n business. The

anticipated impact includes a rise of training opportunities for a w ider range of Madison residents, an increase of

economic competitivenes for the City of Madison, a w ell-trained & know ledgeable w orkforce, a decrease of the

city’s unemployment rate & an economic stability for Latino families.

LAWD has identif ied the follow ing needs: AN INCREASE OF THE LATINO POPULATION IN DANE COUNTY:

Since 2000, annual grow th has averaged about 1,250 people (7%) per year. By 2007, Latinos comprised 4.9% of

Dane County’s population. HIGHER LATINO UNEMPLOYMENT RATE: Wisconsing.gov reports that the

unemployment rate for the Latino community in Dane County is 7.7% w hile the rate for the w hite non-minority

community is 3.7%. Latino adults face job loss and lack of employment opportunities. LACK OF SKILLS: Latino

w orkers face lack of job skills, English proficiency and/or basic education. This demonstrates the need for extra

guidance w hen navigating training and the job advancement system. LACK OF PROGRAMS: There is a lack of

effective job skills training programs in Spanish and a need for culturally sensitive trainings in w hich participants

feel w elcomed.

DEMANDS FOR HIGHER-SKILLED WORKERS: Companies encounter moderate to severe shortage of qualif ied

skilled production employees.






or challenges).






Number of volunteer hours utilized in this program in 2010? 1,440

EMPLOYERS: LAWD w orks w / employers & local businesses to develop programs that w ill benefit a particular

industry. This allow s LAWD to match participants w / job openings. THE WORKFORCE DEVELOPMENT BOARD OF

SOUTH CENTRAL WISCONSIN: This partnership gives LAWD the opportunity to gain know ledge & support from an

experienced organization. LATINO LEADERS: This group has been one of the foundations for the creation of this

program. LATINO GROUPS: LAWD w orks w / Centro Hispano, the Latino Education Council & the Latino Chamber

of Commerce for program promotion & development. TRAINING AGENCIES: LAWD w orks w / OSHA & the

Wisconsin Restaurant Association to offer certif ied trainings. WWBIC (WISCONSIN WOMEN’S BUSINESS

INITIATIVE CORPORATION): LWAD w orks w / this organization to develop programs to help Latino adults to launch

& expand small businesses.PROGRAM PARTICIPANTS & VOLUNTEERS: Program participants & volunteers have

become LWAD’s number one advocates among their employers, peers & families

Volunteers play a very important roll in the development of LAWD. The body of volunteers is formed by City

Officials, Latino and community leaders, business ow ners, members of the media and program participants.

Volunteers serve in various areas that include, steering committee membership, class instruction, administrative

tasks, office help, childcare, tutoring, community events and fundraising.

LAWD has utilized a variety of effective avenues to reach out to Latino adults in the city of Madison.

THE PRIMARY EFFECTIVE AVENUES ARE: • Latino & non-Latino leaders’ advocacy & support • A strong w ord of

mouth endorsement from program participants • Communication w / local employers, labor unions, local community

groups & local businesses & w orkforce development agents such as the Workforce Development Board of South

Central WI & MATC • Collaborations w / new spapers such as La Comunidad New s, La Voz Latina, The Capitol City

Hues, Madison Times, and the Simpson Street Free Press • Regular appearances on Latino radio stations such as

La Movida, La Grupera & WORT • Promotion of program curricula by “El Barrio” TV program.

THE SECONDARY EFFECTIVE AVENUES ARE: • Launch of a new w ebsite • The utilization of social netw orks

such as Facebook and YouTube. • Promotion of programs and services in La Sup (Latino Support Netw ork)

• Electronic New sletters • Use of f lyers and brochures

LWAD serves the economically disadvantage Latino adults w ho reside in the City of Madison. Some of these

families are immigrants w ho have left their country looking for a better life. These individuals arrive in Madison

w ith little or no basic education and job skills. For many of these adults, this is the first experience in a classroom-

training setting. In many cases, these Latino adults speak little or no English. In order to succeed, many of these

adults require one-on-one guidance and personalized case management.

LAWD serves the Latino residents of the City of Madison.

Currently LAWD has an office located at 1917 Lake Point Dr. Madison WI 53513














Administrative Assistant 0.75 Yes

Child Care Worker 0.28 Yes

Qualifications

3 yrs childcare exparience, 1 yr community experience

5 yrs community experience w/ Bachelors degree - Bilingual

2 yrs office admin experience, 2 yrs community experience Bilingual

Forklift driving instructions by OSHA & ServSafe certif ication by the Wis. Restaurant Assoc. The Workforce Dev.

Board of South Central Wisconsin, Inc is guiding us to certify the full curriculum.

LAWD has identif ied the follow ing barriers that prevent Latino residents from obtaining employment:

1) LANGUAGE: LAWD offers programs in Spanish. This allow s the participant to better assimilate the new

material. LAWD refers its students to the various agencies that offer ESL classes such as Literacy Netw ork and

MATC. LAWD encourages participants to enroll in these ESL classes to be better prepared for the w orkforce. 2)

CULTURAL DIFFERENCES: LAWD is a community-based program that provides cultural interactions for class

participants and their families. We have found that the key to initial enrollment and students ’ w illingness to return to

class each w eek is their cultural connection w ith the agency and staff. LAWD creates a cultural environment that

facilitates the development and learning of our students. 3) CHILDCARE NEEDS: LAWD has found that offering

child care is essential to the attendance of 75% of the participants. LAWD offers child care in ALL the programs.

Program participants volunteer as child care providers. 4) LACK OF BASIC EDUCATION: This makes it harder for a

participant w ho tries to understand a specif ic subject. LAWD offers tutorial services three hours a w eek. Tutorial

services are provided by volunteers w ho have already participated and acquired the know ldege in a specif ic

subject. 5) LACK OF JOB SKILLS: LAWD offers accredited jobs skills to assure program participants’ success in

a specif ic industry sector.

LAWD emerged from the already successful trainings & classes provided by the Latino Family Resource

Centers(LFRCs) at Vera Court Neighborhood Center (VCNC) & Bridge Lake Neighborhood Center (BLW). In the

past 2 1/2 yrs, these programs have served 896 unduplicated Latino adults. LAWD counts on the leadership of

Mr. Thomas R. Solyst, VCNC & BLW’s executive director, Mr. Juan Carlos Reyes, former Latino Chamber of

Commerce executive director & Mr. Baltazar Deanda, computer classes’ instructor. Currently, Mr. Reyes and Mr.

Deanda coordinate the LFRCs at BLW & VCNC. LAWD has already achieved incomparable success in the areas

of recruitment & retention w / Latino trainings & employment programs in Madison. Participants not only come to our

programs, they stay & a large number become volunteers. LAWD has the support of the already established &

experienced Vera Court Neighborhood Center, Inc.’s governing board. A steering committee, formed by Latino &

non-Latino community leaders, business ow ners & students provides guidance on overall strategic direction.

LAWD relies on a strong w ord-of-mouth endorsement from program participants and community members. The

confidence program participants have in LAWD is such that they become its number one advocates among their

employers, peers and families. Even though this is a new program, w e have the support and trust of the City of

Madison. Last March, LAWD applied for the Emerging Neighborhoods Funds and received the total amount

requested. Out of the 50,000 available, w e w ere granted 10,354, w hich is over 20% of the available funds.











Income Level














among programs?


Est. Month


Jan & Jul

Every 2 months

Jan & Jul

Mar & Jun

Feb – Nov

Annually

Jul & Dec

Jul & Dec

Jun & Dec

Jan - Dec

Feb – Oct

Mar & Nov

0

0



410

0

0

150

260

Volunteer's appreciation reception

Workshops and seminars

Trainings and certifications

0

Course schedule available

0

0

Steering committee meetings

Volunteers orientation

Computer Classes

Volunteer instructors orientation

Participants' course evaluation at end of program

Steering committee elections

Courses graduation

Class calendar and course planning

This program pays for all direct and indirect program expenses.
















Other




LAWD conducts program participants survey three times per year; this survey collects data on income and family

size for each participant.

The follow ing are best practice framew orks utilized by LAWD w hich have led to incomparable success

conducting Latino trainings & employment programs in Madison.

1) CHILDCARE PROVISION: This service has become one of the key essentials of this program. Unlike other similar

program providers in the city of Madison, child care is offered at no cost. Program participants have reported that

childcare provision allow s them to access trainings & services. Program participants are grateful for the efforts

LAWD makes to offer this service w hich sets it apart from other agencies that offer similar programs in the City of

Madison. LAWD serves an average of 15 – 20 children per session. 2) CULTURALLY SENSITIVE PROGRAMS:

LAWD is a community-based program that provides cultural interactions for class participants & their families. We

have found that the key to initial enrollment & students’ w illingness to return to class each w eek is their cultural

connection w ith the agency & staff. 3) SPANISH PROGRAMS: LAWD has experienced that Latino adults respond

w ell to class instruction w hen class is taught in their ow n language. 4) COST ACCESSIBLE PROGRAMS

The majority of programs are offered free of charge. Participants are charged a percentage of the certif ication’s

overall fee (w hen these apply). LAWD finances the remaining amount. 5) PERSONALIZED SERVICES A strong

connection betw een staff & program participants is created by individual case management, one-on-one services

& follow -ups. LAWD’s programming has been developed follow ing resources and recommendations published by

P/PV on Job Training That Works

LAWD offers job training that is industry-focused and employer linked, offers an experienced program that can be

adjusted to the local conditions & needs, provides a range of training & support for Latino adults, designs

programs that serve people based on career interests & w orks closely w ith participants, agencies & employers to

ensure longer-term success for participants.

The majority of programs are offered free of charge. Participants are charged a percentage of the certif ication ’s

overall fee (w hen these apply). LAWD finances the remaining amount.





28. DEMOGRAPHICS





TOTAL 1495 100% AGE

MALE 823 55% <2 0 0%

FEMALE 672 45% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 289 19%

30 - 59 975 65%

60 - 74 199 13%

75 & UP 32 2%





ASIAN 0 0%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 0 0%

TOTAL RACE 1495 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Latino adults will increase job skills

85% of program participants will complete program curriculum and will pass written or practical

program evaluations.

Participants will complete an after program survey. Follow-up communication with participants

and employers (when applicable) will be conducted to assess advancement.

Latino adults will experience a decrease in barriers to employment.

90% of participants will actively participate in LAWD program activities and services.

Program instructors will document attendance of program participants. Participants will complete

an in-house survey concerning overcoming barriers.


7/15/2010



1. Program Name: Latino Academy of Workforce Development

2. Agency Name: Latino Academy of Workforce Development 3. Requested Amounts: 2011: $72,500 2012: $72,500 Prior Year Level: $10,354 (see note in comments below) 4. Project Type: New X Continuing


Activity:





3180 service hours will serve 1495 unduplicated Latino adults annually.



for 2011-2012




Staff Comments: A portion of the program is built around Sectoral Workforce Development objectives which is a growing method used in the workforce development field. Research is indicting positive outcomes with this method. It seems likely the program design will have a positive impact on the need or problem identified. Staff structure is somewhat unclear in conjunction with Vera Court Neighborhood Center/Bridge Lake Point Neighborhood Center’s Latino Family Resource Center programming. City funding is being sought for only administrative staff, no program staff. Agency Overview seems to indicate this also. Need more information on how this fits with VCNC & BLWP budgets/staffing. Agency is projecting a large increase in unduplicated numbers to be served (from 896 over 2 ½ years to 1495 annually) with only a .07 program person assigned to this program. This ratio seems unrealistic.


achieved within the proposed timeline? Staff Comments: Service goals seem unrealistic based on staffing structure. First objective seems applicable and measureable. Second objective would be better stated by indicating the number of people completing the program. No objective indicating number of people successfully gaining employment upon completion of the program.

7/15/2010



Staff Comments: Staff, volunteers and Board have experience with this type of program as it has been a component of an existing, broader program for a couple of years. They are projecting a large increase in the number of unduplicated people served with no additional program staff. Staffing structure is unclear and staffing ration is unrealistic.


and management?

Staff Comments: There are many questions on the budget of this application. Application was submitted with the LAWD as a separate agency when in fact is Vera Court Neighborhood Center, DBA as LAWD. As a stand alone agency, it reflects no direct program staff, only administrative staffing. Need clarification on whether or not VCNC Executive Director is the Executive Director for the LAWD or if different people. Legally and contractually would be contracting with VCNC. However, indirect costs for this “agency” is treated differently than the indirect costs for BLWP which would be a similar situation. Staffing ratios don’t seem realistic based on staff and structure outlined. User Fees: Are the user fees the portion of the costs for certifications? Note: Applicant lists $10,354 from Madison Community Services for this program in 2010. The CRP is not funding this program in 2010. Those funds are from the Mayor’s Emerging Neighborhoods Fund.



Staff Comments: Applicant is seeking funding from multiple sources. Use of volunteers is appropriate. Question: Are number of volunteers listed in this application duplicative of volunteers listed in VCNC/BLWP Latino Family Resource Center applications? Question # 17 indicates that the LAWD grew out of the VCNC & BLWP Family Resource Center programs. Those programs served 896 unduplicated Latino adults over the last 2 ½ years. However, in question # 28, they indicate the program served 1495 people in 2009. Please clarify discrepancy. Applicant has established working relationships with appropriate partners. Project/applicant seems to have the support of the larger Latino population in Madison.



Staff Comments: Program serves 100% Latino/Hispanics. Program is offered in Spanish. Office location of the program is physically accessible. It’s not clear if partners who provide service are physically accessible. Program serves low income people.

14. To what extent does the proposal meet the technical and regulatory requirements and unit cost limits as applicable? To what extent is there clear and precise proposal information to determine eligibility?

7/15/2010

Staff Comments: Not applicable

15. Other comments:

Agency listed on proposal is Latino Academy of Workforce Development. Board, EIN and Dunn’s number is the same as Vera Court Neighborhood Center and Bridge Lake Point Neighborhood Center. Program is offshoot of existing Latino Family Resource Center programming which takes place at both centers. Need clarification on separateness of LAWD staff and budget as noted in questions above. Not really a separate agency. Questions:


Suggested Qualifications: Need clarification on organizational and staffing structure and cost allocation between LAWD and VCNC/BLWP. Need clarity on program staff/client ratio.



ORGANIZATION: Lussier Community Education Center

PROGRAM/LETTER: F BEATS: Building Employment And Technology Skills

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL





MADISON-CDBG 0 0

UNITED WAY ALLOC 10,000 5,917 3,222 861 0


OTHER GOVT 2,452 2,452 0


USER FEES 8,600 5,089 2,771 740 0

OTHER 0 0 0 0 0

TOTAL REVENUE 31,213 19,471 9,267 2,476 0


SOURCE SPECIAL




MADISON-COMM SVCS 25,000 18,642 2,829 3,529 0

MADISON-CDBG 0 0 0

UNITED WAY ALLOC 25,000 18,642 2,829 3,529 0

UNITED WAY DESIG 0 0 0

OTHER GOVT* 2,452 2,452 0


USER FEES 0 0 0

OTHER** 20,768 15,486 2,350 2,932 0

TOTAL REVENUE 89,240 67,167 9,821 12,252 0

*OTHER GOVT 2011

Source Amount

Dane Co Partners w Business 2,452

0

0

0

0

TOTAL 2,452

**OTHER 2011

Source Amount

Cookies with Heart Revenue 12,168

Breakfast Club Revenue 8,600

0

0

0

TOTAL 20,768

ACCOUNT CATEGORY

Terms

Terms

Cookies cost $9/doz ORDER NOW!

Fees for meals catered at the LCEC















BUDGET SPECIAL





MADISON-CDBG 0 0 0

UNITED WAY ALLOC 25,000 18,904 2,713 3,384 0

UNITED WAY DESIG 0 0 0

OTHER GOVT* 2,452 1,854 266 332 0


USER FEES 0 0 0

OTHER** 20,768 15,704 2,253 2,811 0

TOTAL REVENUE 90,516 68,443 9,821 12,252 0

*OTHER GOVT 2012

Source Amount

Dane Co Partners w Business 2,452

0

0

0

0

TOTAL 2,452

**OTHER 2012

Source Amount

Cookies with Heart Revenue 12,168

Breakfast Club Revenue 8,600

0

0

0

TOTAL 20,768

ACCOUNT CATEGORY

Terms

Terms

Cookies cost $9/doz ORDER NOW!$

Fees for meals catered at the LCEC







PRIORITY STATEMENT:








BEATS service hours vary greatly averaging 60 – 80 hours w eekly. For example: ESL and GED classes– 11

hours/w eek, START 6 w eek sessions – 150 hours/year, DVR and W-2 placements – 45 hours/w eek of avail

w ork experience, Social Enterprises - 15 hours/w eek, Individual appointments available as needed 5 days/w eek

(10 hours/w eek, w ith plans to expand to 20)

Our overall goal is to provide employment support, training and education to low -income and underserved

individuals w ho face signif icant barriers so that they may have better economic opportunities, a higher quality of

life and have healthier families. Through BEATS w e w ill provide 100 unduplicated individuals w ith over 1000 hours

of service per year.

BEATS meets community members w here they are w ith a three tiered approach w ith the follow ing offerings:

Individualized support - offers adults one-on-one help w ith resumes, cover letters, interview s, goal setting,

computer and communication skills, job search, and referrals to community resources to address barriers to

employment. Through W-2, DVR volunteer and internship placements adults provide general center support w hile

learning off ice procedures, w orkplace communication, and teamw ork. Educational training - MATC GED & ESL

classes, Literacy Netw ork tutoring and vocational training (such as START classes and the UCP bakers training

program) help adults overcome barriers to employment. The center also recruits volunteers to provide job search

and interview skills w orkshops, computer trainings and the like. These offerings prepare people for further

education and jobs by improving basic literacy, math and w riting skills.

Social enterprise partnerships are perhaps the most exciting new addition to BEATS. Through Cookies w ith Heart

people w ith disabilities train w ith a master baker and bake cookies sold at a number of local businesses. In the

Breakfast Club, young adults w ith disabilities cook and cater a w eekly meal for a local Optimist club. These

efforts provide individuals w ith disabilities supported jobs and food industry training. This sustainable enterprise

gives individuals w ith disabilities economic opportunities, transferable skills, and expands their future employment

possibilities. One Breakfast Club member has already gotten an additional part time job.

Many residents on the w est and southw est sides of the city face signif icant employment barriers such as a

disability, discrimination, criminal record and/or lack of education. In a recession, it becomes harder for individuals

from marginalized communities to f ind employment. Through the Building Education and Technology Skills (BEATS)

program the LCEC offers a variety of w ays for individuals to gain necessary job skills, f ind jobs and increase their

self-suff iciency. The LCEC is a focal point for low and very low -income residents of Madison’s w est and

southw est sides. (In 2009 approximately 500 people from southw est Madison participated in programs at the

LCEC. Of those, 66% w ere low to very low income by HUD standards.) To become productive self-suff icient

citizens and improve life quality, underemployed and underserved individuals need access to personalized

employment services and technology resources.






or challenges).







Qualif ied and experienced MATC instructors teach ESL and GED classes in our facility. The Literacy Netw ork

trains native English-speakers to tutor English language learners. Additionally, the START program hosts one to

tw o six-w eek skilled apprentice sessions at our center annually.

This year w e have developed innovative collaborations w ith United Cerebral Palsy and Memorial High School.

Through our combined efforts, w e have created social enterprises w here participants bake cookies, cook and

serve breakfasts, and cater meetings on site. Our partners provide training and job support for the participating

individuals w ith disabilities. The LCEC provides coordination, space, outreach/marketing and accounting and

payroll.

Volunteers offer their expertise in business, information technology, and life skills to teach w orkshops to

individuals seeking employment support. Additionally volunteers help disseminate information about our programs

through presentations, phone calls and fliers.

As a community center, w e believe successful outreach requires understanding cultural nuances and the ability

to build relationships. Outreach is done largely through partnerships, netw orking, paper and electronic

new sletters, community events and building relationships w ith community members. We announce our services in

our monthly calendar and fliers w hich are distributed to the Wexford Ridge neighborhood, at the LCEC and at local

stores. We participate in outreach presentations at local schools and community events. We also have w orkshop

information available on our w ebsite. While it is necessary to be accessible online, w e value personal

communications and take note that not all have access to online technology. The most successful outreach is

done through building relationships w ith clients, making phone calls and w ord of mouth.

The population w e serve is mostly low -income. While some seniors attend technology classes, most program

attendees are under 55 years old. Participants w orking the social enterprise have physical and cognitive

disabilities. Adults in basic education classes have low English proficiency levels and many are Latino/a.

Historically the center has a strong base of low -income African American families involved, w hich is reflected in

the demographics of our program attendees.

All programs are conducted at the Lussier Community Education Center. While w e are open to anyone, our

service area is primarily the enrollment area of Memorial High School.














Development Director 0.17 Yes

Program Director 0.13 Yes

Program Assistants 1.00 Yes

Janitor 0.00 Yes

Trainees 0.73 No

Qualifications

BA/BS and/or significant experience



HSED and/or relevant experience

HSED and/or relevant experience

commitment & will to learn


Our program meets the needs of populations w ith economic, technological, language and educational barriers as

w ell as physical and mental disabilities, and lack of childcare and transportation. All our programs and support

services are free of charge. We do outreach by w ord of mouth, phone calls and fliers, in addition to w eb

announcements so that individuals w ho lack access to internet and computers may receive messages. We

translate outreach materials into Spanish and our Spanish-speaking staff is prepared to respond to the needs of

English language learners. Furthermore, staff is trained to w ork w ith individuals w ith disabilities and w e

continually strive to make our space accessible and w elcoming to individuals w ho are differently abled. We are

located on a bus line, and our proximity to the Wexford Ridge Apartments and Memorial High School allow for

easier transportation to our center.

Our agency’s strong leadership and dynamic staff have proven successful in launching new programs.

With open-mindedness and an array of skills, w e have been able to create new programs and netw ork w ith new

partners w ho share our mission and goals. We have a strong a culturally competent staff w ith strong

relationships in the community w e serve. People have come to the center for years for help f inding employment,

and BEATS is a logical outgrow th of people coming to a place w here they are comfortable and know n to get the

one-on-one help they need.

The LCEC has a strong base of longstanding partnerships (including one MATC instructor w ho has been

teaching at the center for over 17 years) as w ell as exciting new partnerships developing all the time. Our

partnerships w ith the W-2 program and WI DVR provide a number of formal w ork experiences and partners like

the Literacy Netw ork and START provide specif ic training.

It w as through strong collaborative relationships and creative program planning that w e launched the

Breakfast Club and Cookies w ith Heart programs highlighted throughout the proposal. Breakfast Club is strong

and stable and ready to expand to cater additional breakfasts or lunches at the center. Cookies w ith Heart has

hired on its f irst tw o bakers and added an additional w eekly training component in collaboration w ith the

Breakfast Club. While w eekly sales are grow ing w e have not yet reached capacity, w e predict that by draw ing

on the marketing skills and training of our staff the program w ill be able to expand.











Income Level














among programs?


Est. Month


Jun-11

Jul-11

3x per year

ongoing

2x per year

ongoing

ongoing


0

0

0

100

100


0

0

0

0

0

Social Enterprises:

Increase Cookies with Heart sales to 48doz/wk

Hire three add’l Bakers w disabilities

Employment Support:

Three week employment skills workshop series

One-on-one job seeker support

Education & Training:

START Pre-Apprenticeship Training (6 wks)

MATC Course

Literacy Network ESL tutoring

The LCEC allocates direct and indirect (shared) costs. Direct costs are those costs specif ically incurred for a

particular purpose in a specif ic purpose. Those costs are allocated to each funding costs according to each

funder’s proportional contribution of funds to the program. Indirect or shared costs are allocated to all programs

according to the percentage of staff w orking in each program and then are allocated in each program according

to each funding source’s share of revenue for that program. All cost allocations are done using computer

spreadsheets w ith cost allocation formulas.
















Other




We use CDBG’s sampling forms 3 times a year (for a w eek) to get a snapshot of w ho is using our programs.

Key elements in best practices are to offer a broad spectrum of employment support and sector-focused training.

BEATS offers job search support, basic education classes along w ith industry specif ic training to address the

needs of individuals w ith a diverse set of skills and circumstances. Providing both of these approaches is more

effective than either one on its ow n, according to a PEW study.

According to an In Brief (May, 2009) study, “program participants w ere signif icantly more likely to be employed,

w orking on average 1.3 more months than controls,” w here controls did not participate in an industry-based

training program like Cookies w ith Heart or the Breakfast Club. Such training provides long term and supported

training and employment opportunities. “…it is time to recognize the viability of w ell-implemented, sector-focused

training programs to support the advancement of low -skilled w orkers,” suggests In Brief.

We do not charge fees for any of our services. We cater to a low -income and marginalized population by doing

this such as using w ord-of-mouth and fliers in addition to online outreach methods.





28. DEMOGRAPHICS





TOTAL 111 100% AGE

MALE 66 59% <2 0 0%

FEMALE 45 41% 2 - 5 0 0%


13 - 17 15 14%

18 - 29 35 32%

30 - 59 48 43%

60 - 74 13 12%

75 & UP 0 0%





ASIAN 2 2%



MULTI-RACIAL: 6 5%






TOTAL RACE 111 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Low-income individuals utilize technology and training to develop the basic skills needed to

improve their quality of life.

At least 100 low-income, west side residents participate in technology and employment

readiness training at the LCEC.

Attendance and sign in sheets

Low-income, west side residents will find and maintain employment

20 individuals receiving individualized employment services will have find and maintain

employment for at least six months.

Phone calls, interviews, ongoing conversations and relationships.


7/15/2010



1. Program Name: BEATS: Building Employment and Technology Skills

2. Agency Name: Lussier Community Education Center 3. Requested Amounts: 2011: $25,000 2012: $25,000 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





Program will provide 100 unduplicated individuals with over 1000 hours of serve per year. (See question on Services hours at end of form.)



for 2011-2012

Staff Comments: Separation of what Center program will do and what outside partners will do in the Center is unclear. In combination, the program seems to meet the objectives of Program Area IV – Priority A1 and CDBG Category 4, Condition 4.



Staff Comments: This program is a combination of individualized employment support along with a Sectoral Workforce Development model which is a growing method used in the workforce development field. Research is indicting positive outcomes with this method. Separation of what Center operated program will do and what outside partners will do in the Center is not clear. Overall outcome for individuals is likely to have a positive impact on the need addressed.


achieved within the proposed timeline? Staff Comments: First Objective listed is simply a process number…..number to be served. Not an outcome objective. Second Objective is a good one. However, why are only ¼ of the participants being measured?



Staff Comments:

7/15/2010

Agency, staff and Board experience indicates probable success of the program.


and management?

Staff Comments: Budget seems reasonable and realistic and they are seeking funding from a variety of other sources. As a social enterprise, the program utilizes revenues from the sale of Cookies with a Heart and meals prepared and puts the profits back into the program budget. Creative funding. Agency is seeking financial support from a range of funding sources.



Staff Comments: Proposal builds on existing, appropriate partnerships with employment training agencies who place their clients in Lussier Community Education Center or operate their own programs at the Center. Appropriate use of volunteers .

13. To what extent does the applicant propose services that are accessible and appropriate to the needs of low income individuals, culturally diverse populations and/or populations with specific language barriers and/or physical or

mental disabilities?

Staff Comments: Program serves all low income individuals, is racially diverse and has ability to address language barriers.




14. Other comments: Questions: Contract goals indicate 1000 hours of serve per year. Answer to Service Hours question (#9) indicates far more hours of serve per year (3120 – 4160). Please clarify. Please clarify role of center staff in overall program with those of outside providers utilizing space at the center.


Suggested Qualifications: Based upon answers to questions above and the following:



ORGANIZATION: Omega School Inc.


PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL




MADISON-COMM SVCS 89,511 73,020 6,772 8,611 1,108


UNITED WAY ALLOC 64,744 37,908 24,836 1,148 852




USER FEES 21,560 17,192 4,141 227 0

OTHER 0 0 0 0 0

TOTAL REVENUE 175,815 128,120 35,749 9,986 1,960


SOURCE SPECIAL






UNITED WAY ALLOC 64,744 37,908 24,836 1,148 852



FUNDRAISING DONATIONS 0

USER FEES 35,152 23,903 8,436 2,813 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 198,407 143,831 40,044 12,572 1,960

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

No major changes planned in 2012.

No major changes planned in 2012.





PRIORITY STATEMENT:








Omega School's main offices are open Monday through Thursday offering five daily sessions (8-10 a.m., 10

a.m.-12 noon, 1-3 p.m., 3-5 p.m., 5:30 - 7:30 p.m.); Fridays are used for new student enrollment sessions and

program planning. Additional services w ill be offered at other community locations depending on the needs and

interests of participants.

Omega School w ill give adult students opportunities to find academic success and overcome their personal,

family, and economic challenges. We w ill only count students w ho attend at least 20 hours of instruction or

complete one GED test. Omega School's target w ill be to provide GED/HSED services to 250 adults. 35% of those

enrolled students w ill earn a GED/HSED credential; another 40% w ill complete at least one GED test. 56% of the

students earning a GED/HSED w ill receive vocational/career guidance and job-readiness training leading to

employment or transition services.

Omega School is targeting education (GED preparation) and employment-related services (job readiness/transition

services) to unemployed and underemployed individuals w ho face multiple barriers to employment. Omega plans

to continue to offer cityw ide services including literacy skills development, life skills, vocational/career guidance

and pre-employment services. Our program characteristics include free onsite childcare and transportation (bus

tokens) to reduce barriers for participation, since w e are located in South Madison and on a signif icant bus

transfer point. Our staff are adept at recognizing and addressing other barriers to success during the initial new

student enrollment sessions w hich are generally held every tw o w eeks to encourage individuals to act on their

decision to re-enroll in school. Omega School w ill provide individualized basic skills instruction to improve reading,

w riting and math skills leading tow ard the acquisition of a GED/HSED credential. Omega w ill provide hard skills

support including resume w riting, cover letters, completing a job application, career search materials, interview ing

skills and communicating w ith prospective employers. Omega School w ill provide additional transition services for

students seeking to further their education and secure additional job-related training including apprenticeships

and/or w ill provide assistance in f inding jobs through personalized job conseling and access to computers and

telephones. We expect students w ill earn a GED/HSED credential, and GED graduates w ill complete a job-

readiness transition plan.

In Wisconsin, the high school graduation rate for Latinos is 56% and for African Americans only 40% according to

2007 statistics. "State of Black Madison 2008" by the Urban League (ULGM) reports that only 60% of the African-

American students in the Madison Schools (MMSD) are proficient in reading and only 45% in mathematics in 8th

grade. The same report details how 40% of the African-American students in MMSD w ill not complete high school.

The report "The Silent Epidemic: Perspectives of High School Dropouts (2006)" interview ed the drop-outs

themselves. In the report, 72% of dropouts said they "w anted smaller classes w ith more individualized

instruction" and 57% "felt that their schools did not do enough to help their students feel safe in school."

Historically, almost 2/3 of Omega School students indicated they w ere unemployed w hen they first enrolled. The

need for individualized help and safe schools is clear to combat the dropout problem and connect students to the

w orkforce.






or challenges).







Omega School w orks w ith a number of organizations that regularly refer clients for GED/HSED preparation,

including the Salvation Army, YWCA, and Literacy Netw ork. These organizations generally make phone referrals

and the potential students are encouraged to sign up during the Omega School "new student enrollment days." In

addition, as part of our staff development program, at some of our regular staff meetings w e have visited

agencies/educational institutions such as the Literacy Netw ork, Operation Fresh Start, the Hispanic Education

Program at MATC, and the MATC GED Testing Center so that all staff become familiar w ith other resources in the

community. We also hold classes at other community agency sites.

Volunteers primarily serve as tutors in the GED Program. After initial training, volunteer tutors are placed w ith GED

students w ho need additional support and one-to-one instruction. The use of volunteers supervised by regular

staff allow s Omega to leverage the grant dollars w e receive, providing enhanced services w ithout additional

monetary support.

Omega School has developed a marketing plan tailored to our specif ic programming and service location. To

maintain a truly open entry/open exit educational program, Omega School offers bi-monthly new student

enrollment sessions. This provides an opportunity for individual students to start quickly once they decide to go

back to school, so they do not have to w ait for the beginning of the semester. Additionally,Omega School has had

over 3,000 GED/HSED graduates in the past decade and a half w ho serve as unofficial mentors/recruiters and

refer many students (including family members). Omega School has an active w ebsite and maintains Facebook

and MySpace pages, making it easier to stay in contact w ith students w ho have housing issues and lose phone

access due to their family's economic situation. Omega School also distributes an email new sletter and maintains

a database of school, county, and agency contacts to keep them abreast of our activities.

Historically, over 60% of Omega School students have been betw een the ages of 17 and 21. In 2009, 61% of

students w ere unemployed and 22% w ere employed only part-time. There are several options for students to get

a GED/HSED credential in Dane County: high school dropouts w ho can demonstrate excellent academic skills can

go to the GED Testing Center and take the GED tests on their ow n; dropouts w ho require minimal support can

enroll at MATC in a classroom setting or learning lab. Adults w ho need academic support or have learning

disabilities or challenges enroll at Omega School.

Omega School GED/HSED preparation and job readiness services w ill be provided at our main facility at 835 West

Badger Road and extended cityw ide through partnerships w ith other community groups.













Executive Director 1 Yes

GED Instructor 2.5 Yes

Pre-GED Instructor 0.5 No

Job-Readiness Instructor 0.5 Yes

Spanish GED Instructor 0.5 No

BS degree, knowledge of reading improvement strategies

BS degree, non-profit administration, educational experience

BS degree, experience in teaching adults in community-based settings

Qualifications

BS degree, experience in job readiness/transition services

BS degree. Spanish bilingual, adult education experience

One GED instructor is licensed to teach in the public schools. One GED instructor is licensed to teach at the

technical college level. Omega is in compliance w ith Wisconsin State GED regulations.

Omega School has structured its educational programming and facility to address potential barriers to access our

services and earn a GED/HSED credential and complete job-readiness/transition services . For example, Omega

School has five separate instructional times per day, in order to make it more accessible for people w ho w ork full-

time. Students w ho w ork 2nd or 3rd shift can attend school as early as 8:00 in the morning, after leaving w ork.

Students w ho w ork f irst shift can attend school in the evening at 5:30 p.m. In addition, Omega School offers free

onsite babysitting tw ice a w eek for students w ho have younger children and do not have access to childcare.

The facility is handicapped accessible and has an elevator lif t. For students w ith special education or emotional

needs, Omega School provides assistance in securing GED Special Testing accomodations. Several of the Omega

School staff are bilingual in English and Spanish and this helps alleviate language barriers in particualr w ith

parents of GED students w ho do not speak English. Omega School is a secured clean and safe facilty, and

provides individualized off ice/class space to minimize student disruptions and provide a quiet, comfortable place

for learning. Students w ith mental impairments or disabilities have commented that the environment at Omega

School and one-to-one support is conducive for learning.

Omega School has been providing GED/HSED services for the past 38 years. Oscar Mireles, the Executive

Director, has been w ith Omega School for the past 16 years, and has assisted over 2500 students to earn a

GED/HSED credential. His efforts w ere tw ice recognized in 2009 w hen the Madison Metropolitan School District

selected him for the Citizen of the Year Aw ard, and Dane County selected him as the recipient of the Martin

Luther King Jr. Recognition Aw ard. The purchase of the Badger Road facility in 2006 both expanded the

educational services and offered space for onsite childcare and a job/career computer lab. Robb Sunde, the GED

Coordinator/Instructor, has been at Omega School for the past four years and is a former high school

mathematics teacher; he created our new GED Math Curriculum last summer w hich covers Whole Numbers to

Fractions, Alegebra to Geometry. Subsequently w e have seen signif icant improvement in GED math test

completion and students have commented they feel more comfortable w ith math. Keziah Yosef has been the Pre-

GED Coordinator/instructor for 10 years and has a background in Orton-Gillingham Phonics-based reading

instruction as w ell as other reading strategies targeting students w ith low reading levels. GED instructor Antoine

Vance has been w orking at Omega School for the past tw o years and has a background in elementary education.

GED Instructor David Schlueter has recently started and has been w orkig w ith our high school contracted

students. Juan Carlos Rodriguez is completing a doctorate in Spanish and is the Spanish GED

Coordinator/instructor.











Income Level














among programs?


Est. Month


Continuous/ongoing

Continuous/ongoing

Continuous/ongoing

Continuous/ongoing

January

February-March

June

June-August

Continuous/ongoing

Continuous/ongoing

Provide individualized GED instruction for students in the morning, afternoon, and evening

Job-readiness/transition services offered to the January 2011 GED graduates

June GED/HSED graduation ceremony serving as the second program endpoint for students

Job-readiness/transition services offered to the June 2011 GED graduates

January GED/HSED graduation ceremony serving as the first program endpoint for students

Provide onsite childcare services for individuals preparing for their GED credential

Remove barriers to participation by providing bus tokens and paying some GED test fees

100

50

250

Provide academic skill assessments for individuals at the new student enrollment sessions

Create a graduation plan based on students' academic skills, barriers, and timing.

Enroll unemployed and underemployed individuals interested in the GED program

25

75



250

25

75

100

50

All costs of Omega School programs are the direct costs of the respective programs.
















Other




Currently, Individuals self-report their employment and income information on our initial intake form. We w ill revise

our intake forms to coincide w ith the information requested by the City of Madison.

The Silent Epidemic: Perspectives of High School Drop-outs.

http://w w w .gatesfoundation.org/united-states/Documents/TheSilentEpidemic3-06Final.pdf

An Evidence-based Adult Education Program Model Appropriate for Research

http://w w w .ncsall.net/f ileadm/resources/research/op_comings4.pdf

NCSALL (National Center or the Study of Adult Learning and Literacy)

http://w w w .ncsall.net/?id=1150

NCSALL Study Learner Engagement: Author Hal Beder

http://w w w .ncasall.net/index.php?id=1106

Research on Factors that Affect Learner Engagement

http://w w w .ncsall.net/?id=732

Currently, there is no enrollment fee to attend Omega School for GED preparation or job readiness/transition

services. Free babysitting services are offered for children w hose parents are studying for their GED/HSED. We

also offer free diapers and baby formula for children w hen they are at the school. How ever, there are

transportation costs to attend Omega School and to go to MATC for GED testing that w e help to defray by

providing bus tickets. In addition, w e provide support for GED testing fees that are payable to the MATC GED

testing center for students w ith limited resources.





28. DEMOGRAPHICS





TOTAL 260 100% AGE

MALE 115 44% <2 0 0%

FEMALE 145 56% 2 - 5 0 0%


13 - 17 30 12%

18 - 29 196 75%

30 - 59 34 13%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 10 4%



MULTI-RACIAL: 17 7%

Black/AA & White/Caucasian 0%




BALANCE/OTHER 21 8%

TOTAL RACE 260 100%

ETHNICITY





RESIDENCY





















.

tools or methods:








tools or methods:

Successful completers will create a job-readiness portfolio containing their resume and proof of

having undergone mock job interviews, creation of a cover letter for an employment application,

and completion of a career search assessment. Based on their interests, aptitude, and skill sets,

the most targeted career path will be suggested.

Provide GED preparation/basic skills instruction for 250 adults leading to a GED/HSED diploma.

By the end of the program year, 35% of all participants will have completed a GED/HSED

credential.

Successful completion of a GED/HSED credential. Receipt of official GED/HSED transcript from

the MATC Assessment and GED Testing Center.

Offer job readiness/transition services to 88 GED/HSED graduates that would make them eligible

for further education, a job, or apprenticeship.

56% of GED/HSED completers will also complete a job readiness/transition program making

them eligible for further education, a job, or apprenticeship.


7/15/2010



1. Program Name: Program A

2. Agency Name: Omega School 2. Requested Amounts: 2011: $98,511 2012: $98,511 Prior Year Level: $89,511 3. Project Type: New X Continuing


Activity:


X Adult Workforce Preparedness and Employment and Training – Job Skills Adult Workforce Preparedness and Employment – Literacy to Employment

ALSO CDBG CATEGORY 4: ACCESS TO COMMUNITY RESOURCES, CONDITION 4 Note: Upon review of proposal, staff believe the program more appropriately fits under the B1 – Literacy to Employment Priority.


Agency will provide GED/HSED services to 250 adults.



for 2011-2012

Staff Comments: Agency indicating they were applying for the Adult Workforce Preparedness and Employment & Training – Priority A1 - Job Skills. Upon review of proposal, staff believe the program more appropriately fits under the B1 – Literacy to Employment Priority.



Staff Comments: The program design and work plan seem sufficient to have a positive impact on assisting people in getting their GED/HSED and improved literacy which can lead to improved employability. Proposal seems to include job readiness as a secondary function. All contributing research cited relates to literacy and adult learning, nothing on employment skills/training is mentioned.

8. To what extent does the proposal include objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? Staff Comments: First objective related to the number of enrolled students who will earn their GED/HSED seems realistic and measurable.

7/15/2010

The second objective is the creation of a job readiness portfolio. It does not indicate how many people will be successful in gaining employment.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications that indicate likely success with the GED/HSED work of the program. Proposal does not strongly indicate likely success in helping clients gain employment.


and management?

Staff Comments: Budget appears reasonable and realistic. Agency is seeking funding from other sources as well. Agency is requesting a 10% increase from the City but do not plan to serve more students than in 2009. Please clarify what the User Fees are that are listed in the budget.



Staff Comments: Agency is seeking funding from sources other than the City of Madison. Program utilizes volunteers in an appropriate manner. Partnerships seem appropriate and long-standing with regard to GED/HSED portion of the program. No partnerships related to employment or employment training are discussed.



Staff Comments: Services are accessible physically and have the ability to address language barriers. Program also serves a culturally diverse population.






Suggested Qualifications: Consider funding under Adult Workforce Preparedness and Employment & Training B1 Priority rather than the A1 priority sought by agency.

7/15/2010

If funded under the A1 priority, through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: T.J.'s Support Brokerage Firm, Inc

PROGRAM/LETTER: A Program A - MAP/TOP

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL






UNITED WAY ALLOC 10,000 5,000 2,000 2,500 500



FUNDRAISING DONATIONS 5,000 0 5,000 0 0

USER FEES 0 0 0 0 0

OTHER 120,530 60,000 8,294 47,143 5,093

TOTAL REVENUE 192,064 90,477 16,294 79,700 5,593


SOURCE SPECIAL





MADISON-CDBG 46,000 46,000 0 0 0

UNITED WAY ALLOC 10,000 5,000 2,000 2,500 500




USER FEES 0 0 0 0 0

OTHER** 429,900 221,545 12,370 103,443 92,542

TOTAL REVENUE 555,934 306,522 20,370 136,000 93,042

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

Urban League 15,000

MG&E 5,000

Madison Comm Foundation 9,000

Taylor's One Price 294,900

Work Force Development 106,000

TOTAL 429,900

ACCOUNT CATEGORY

Donation

Donation

Grant

Donation

Donation

Terms

Terms















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

2010-2011: Costs increase due to grow th/expansion for OJT pre-employment training, including additional

personnel; space; and operations costs. 2011-2012: Expect cost of living increase only.






PRIORITY STATEMENT:








Classes are offered three times per year: Winter, Spring and Fall. Students choose the morning or evening

schedule for the MAP classes (10:00 a.m. - 2:00 p.m. or 5:00 p.m. - 9:00 p.m.) MAP classes meet three days per

w eek (Mon/Wed/Thurs) for 12 w eeks. Each student then completes 144 hours of rotations in OJT w ith TOP over

the next 12 w eeks. TOP hours are 6:30 a.m. - 6:30 p.m., Mon-Sat.

The primary goal of our program is to w ork w ith disadvantaged people that are less likely than most to succeed

and to prepare them to achieve and maintain employment.

Process Objectives:

- We w ill serve 63 unduplicated clients each year, w ith 288 hours of classroom/OJT training per student, thereby

providing a total of 18,144 student pre-employment training hours annually.

- We anticipate that 40% of MAP participants w ill attain sustainable employment w ithin 90 days of graduating.

MAP w ill provide a 24 w eek training program w ith 12 w eeks dedicated to classroom exercises and another 12

w eeks of on-the-job (OJT) training.

Classroom training w ill incorporate a curriculum a variety of exercises, including reading exercises, w ritten w ork,

oral presentations, as w ell as presentations by community leaders and others from the social netw ork w ithin the

City. Pre-employment learning objectives include: attendance, punctuality, quality w orkmanship, company

profitability, follow ing directions, and the importance of continuously advancing skills through dedication and

training. The MAP program includes group discussions as w ell as one-on-one mentoring and vocational guidance.

OJT training w ill consist of a rotation through all facets of the dry cleaning business, from Customer Service to

Operations. The training w ill build a foundation of basic skills necessary for job readiness w hich can be

transferred to a variety of employment opportunities w ithin the community. OJT roles experienced w ill include

Cash Handling, Customer Service, Dry Cleaning Operations, Janitorial Work, and exposure to Business

Management.

We anticipate that 40% of participants that w ere not employed (and in many cases, w ere not employable) upon

joining MAP w ill achieve employment w ithin three months of graduating from the program.

Serving on the Community Services Commission for the City of Madison, w e heard many accounts of long-term

poverty, homelessness, drug use, and prostitution overw helming some parts of Madison. Recognizing that much

of the spiraling cycle of poverty w ithin the community can be tracked to a combination of issues, including a lack

of education, poor life skills, criminal associations, low self esteem, lack of motivation, and minimal w ork

experience, w e designed the MAP program as a training facility for adults to specif ically address these areas of

deficiency. The program provides pre-employment and life skills training structured to help adults w ithin the

community break these barriers and obtain and maintain employment.






or challenges).







We w ill make our partner agencies aw are of our program, providing them w ith f liers show ing the times and

location of our program's operation. Area agencies w e coordinate w ith include:

The Allied Drive Community; The Allied Dunns-Marsh Community Center, Madison Public Schools; The Boys and

Girls Club ; The START Program; The Head Start Program; The YWCA; The Department of Corrections, Probation

and Parole; and Operation Fresh Start.

These are our established community partners; how ever w e are alw ays seeking to expand this list. We have

found that sharing referrals betw een our partner programs is a very effective w ay of supporting our community.

Volunteers are utilized in the classroom as tutors. They also serve as mentors to the students. They w ork

individually w ith students at times, and also w ith full class participation. They also serve as hostesses for

graduation activities three times each year. Volunteers also perform door-to-door marketing. Graduates have

also provided material and monetary donations to the program.

Our proven outreach strategies include all of the follow ing:

Presentations to social agencies; Referrals from social agencies; Partnerships w ith Urban League of Greater

Madison, the YWCA, and the Allied Drive CoOp; Write-ups in community papers (Madison Voices New spaper,

Isthmus New spaper, Madison Times, Mojaumoja Commty Magazine); Job fairs; Presentations at Neighborhood

Center Community meals; Homeless centers; Department of Corrections; Door-to-door distribution of f lyers; Word

of mouth advertising.

We have been successful in assisting adults of all ages, nationalities, races, and disabilities. We promote our

program to all area residents facing poverty and desiring to take steps to improve their situation for the sake of

themselves and their families. Most students face multiple barriers to employment. Our program has served 144

applicants from age 17-64. To date, the majority of applicants have been African-American, how ever, w e have

also served Caucasians, Hispanics and Native Americans. Some have previously been incarcerated or otherw ise

involved w ith the judicial system.

Services w ill be provided at 4522 Verona Road at the MAP Training Center. We w ill serve Census tract 6 and the

greater Madison area.














Instructor 1 Yes

Child care Work 3 Yes

Outreach Worker 2 Yes

Administrative Assistance 1 Yes Excellent Clerical skills. Proficient with Excel software.

Strong communicatons skills. Ability to provide program information.

Qualifications

Experience working with children; Clear background check.

Degree in Management & Communicaton. Five year Director of MAP.

Strong communication/interpersonal skills. Exp. w/cultural differences.

Diana Shinall is a QMRP (Qualif ied Mental Retardation Professional)

Vernon Taylor is a member of Wisconsin Dry Cleaning Professionals

We have done all w e can to eliminate barriers to our services. The greatest challenges have primarily been

transportation and getting students’ children to and from the program.

Financial deficits are another barrier of the program. Despite the tremendous impact of our program, w e alw ays

desire to do even more, and serve a greater number of students.

We operate w ithout cultural biases. We presently utilize interpreters for non-English speaking participants. We

have a diverse staff and are able to meet the needs of our participants so that cultural issues do not become a

problem.

We are familiar w ith the needs of disabled individuals, as w ell. We have w orked w ith students diagnosed w ith

learning disabilities and w ith ADHD. Our parent program (TJ’s) specif ically caters to the needs of developmentally

disabled individuals, so w e have a pool of resources that w e make available to our students w hen w e encounter

such issues.

T.J.’s Support Brokerage Firm, Inc (TJ’s) has been a successful and grow ing business in the Madison area for

more than a decade. Founded by Ms. Diana Shinall in 1999, TJ’s provides advocacy for local developmentally

disabled individuals. Ms. Shinall expanded TJ’s role in 2005 by successfully forming an educational/vocational

subsidiary know n as the Madison Apprenticeship Program (MAP). This program has been helping to eradicate the

cycle of poverty w ithin the community ever since by offering life skills courses to motivated individuals. Since its

inception, MAP has empow ered students to stretch beyond the artif icial limits they had previously set for

themselves. MAP promotes the concept of self-w orth, w hich naturally challenges students to live in a more

positive environment. MAP has changed many lives, taking drug dealers off of local streets and leading some of

its graduates into higher educational programs and employment.

The proposed dry cleaning business/training center w ill be know n as Taylor’s One Price Cleaners (TOP). Mr.

Vernon Taylor w ill be essential to launching and operating a thriving dry cleaning business. With more than 38

years of industry experience, he has recently launched and managed 2 successful dry cleaning businesses. He

shares MAP's vision to change lives. Ms. Shinall w ill continue oversight as Executive Director of TJ’s as w ell as

both its subsidiaries, MAP and TOP. The proven success of the MAP program has been noticed by leaders from

around the country. Several have expressed interest in replicating our program in their ow n communities.











Income Level














among programs?


Est. Month


Jul-10

Aug-10

Sep-10

Sep-10

Dec-10

Mar-10

Jan-11

Apr-11

Jul-11

Apr-11

Aug-11

Dec-11

0

0



63

0

0

0

63

Complete Six Months of OJT for Spring MAP Students

Complete Six Months of OJT for Summer MAP Students

Summer MAP OJT Training Program with TOP Begins

0

Hire Steff

0

0

Staff Training

Outreach

Summer MAP Classroom Program Begins

Fall MAP Classroom Program Begins

Fall MAP OJT Training Program with TOP Begins

Complete Six Months of OJT for Fall MAP Students

Spring MAP Classroom Program Begins

Spring MAP OJT Training Program with TOP Begins

We allocate one quarter of the indirect costs to our tax program during its limited months of operation. The

remainder of the year, w e allocate one third of the indirect costs to each of our three year-round programs.
















Other X




Information about applicants' income is collected on the application. The information is verif ied through various

other programs involved (YMCA, Urban League, W-2 program).

Prior to launching MAP, w e conducted a door-to-door survey to learn w hat individuals in the area w ould like to

see in a community training program. We also met w ith agency leaders in the area to get their input, including

leaders from the Allied Drive Neighborhood Association; the Wellness Center; the Early Childhood Initiative; the

Madison Public School System; City of Madison off ice staff; and County off ice staff. We structured the basis for

our curriculum design and format around the information w e gathered.

We implemented a person-centered planning model w hich has proven to be a very successful element of our

MAP program. This model w as expanded and further developed based on Ms. Shinall’s tw enty years of case

management w ork w ith the developmentally disabled. Recognizing that some individuals cannot reach their goals

in a group, w e added a one-on-one counseling component to the class.

An important book utilized in the classroom is Think and Grow Rich by Dennis Kimbrough. The book sets a

platform that students can build upon. It steps them through unveiling the negative influences in their lives and

tearing them dow n to replace them w ith new , positive alternatives.

Finally, w e patterned our program after the Accelerated Adult Education System w ith four hours of meeting time

per session in order to acclimate our students to committing a block of their time to the program.

There are no costs or fees charged to the students for our program.





28. DEMOGRAPHICS





TOTAL 63 100% AGE

MALE 25 40% <2 0 0%

FEMALE 38 60% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 53 84%

30 - 59 10 16%

60 - 74 0 0%

75 & UP 0 0%





ASIAN 49 78%



MULTI-RACIAL: 3 5%





BALANCE/OTHER 0 0%

TOTAL RACE 63 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

This program will increase students' motivation and ability to gain sustainable employment.

40% of students will obtain employment within three months of program completion.

We measure success during the program by tracking attendance. A total of 288 hours of training

time is anticipated for each student. Coordinators will follow along with students upon completion

of the program to encourage and review job search activities and to track employment outcomes.

Students obtaining gainful employment will be counted in our success rate.

Students will demonstrate that they have learned skills necessary to maintain employment.

60% of employed MAP graduates will maintain their new employment for a period of six

consecutive months without incident.

Graduates will utilize the MAP Center, the Outreach Coordinators, and mentors as a support

system to ensure they maintain their employment positions without incident. Every two weeks,

the Outreach Coordinators shall meet with each graduate and document their progress,

addressing any issues that may arise. These records shall become part of each student's

permanent record held at the Center in the Graduate's file.


7/15/2010



1. Program Name: MAP / TOP

2. Agency Name: T. J.’s Support Brokerage Firm. 3. Requested Amounts: 2011: $102,534 2012: $102,534

Prior Year Level: $56,634 (Comm Svcs/MAP only) 4. Project Type: New Continuing X


Activity:





The program will serve 63 unduplicated clients per year with each client receiving 288 hours of classroom/OJT training. A total of 18,144 student pre-employment training hours will be provided annually.



for 2011-2012


8. To what extent is the proposed program design and work plan sufficiently detailed to demonstrate the ability to

result in a positive impact on the need


Staff Comments: Program design is based on 12 weeks of classroom work followed by 12 weeks of on-the-job training through the agency’s new dry cleaning business established as a social enterprise. Dry cleaning business is expected to begin in fall 2010. It seems likely the program design will have a positive impact on the need or problem identified.


achieved within the proposed timeline? Staff Comments: Service goals seem realistic and outcomes seem realistic and appropriate and likely to be achieved within the timeline.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications to indicate probable success, especially with the classroom component. Newly hired staff to assist in the launch and operation of the dry cleaning business has extensive experience in dry cleaning business.

7/15/2010

Staff would suggest agency recruit a board member that has experience in for-profit business management given the new social enterprise endeavor.


and management?

Staff Comments: Agency’s program budget for MAP/TOP seem reasonable and realistic. The operational costs of TOP (the dry cleaning business) are not a part of this program budget but lie elsewhere in the overall T.J.’s budget. Profits from the dry cleaning business are folded back into the MAP/TOP program budget. Does not appear all agency staff are reflected on the personnel data page in the Agency Overview. No TOP positions represented. Do students earn a salary while participating in the on-the-job training component of the program? If so, how much? There appear to be errors in the Agency Revenue detail on question # 3 of the Agency Overview. Please clarify.



Staff Comments: Creation of a social enterprise business to help fund the non-profit work of the MAP/TOP program is a creative idea. This has been don by other non-profits, but is new to this agency. Program makes appropriate use of volunteers and has established partnerships and relationships with agencies and residents.



Staff Comments: Program serves only low income individuals. Experience and narrative on question # 10 indicate they serve a culturally diverse population. Appears the information in the demographic answers to question # 28 are inaccurate. Please verify demographics of population served. Agency utilizes interpreters when serving non-English speakers.




15. Other comments: Questions: Do students earn a salary while participating in the on-the-job training component of the program? If so, how much do they earn? Please verify demographics of population served. Inconsistency in narrative on question # 10 with data listed for question # 28


7/15/2010

Suggested Qualifications: Based on answers to questions above and the following: Funding for the portion of the program that is hands-on work experience at Dry Cleaner is contingent up approved the agency successfully opening the Dry Cleaner business. Funding for the MAP 12 week training component not part of the contingency. Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: Urban League of Greater Madison, Inc.

PROGRAM/LETTER: A Job Services Network Program

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL





MADISON-CDBG 73,280 40,160 90 798 32,232

UNITED WAY ALLOC 50,000 31,496 9,614 7,367 1,523


OTHER GOVT 32,000 20,157 6,153 4,715 975

FUNDRAISING DONATIONS 87,159 60,903 758 22,843 2,655

USER FEES 3,750 2,362 721 552 115

OTHER 0 0 0 0 0

TOTAL REVENUE 246,189 155,078 17,336 36,275 37,500


SOURCE SPECIAL






UNITED WAY ALLOC 68,360 48,638 4,323 6,675 8,724


OTHER GOVT* 47,500 33,796 3,004 4,638 6,062

FUNDRAISING DONATIONS 137,553 97,868 8,699 13,432 17,554

USER FEES 3,750 2,668 237 366 479

OTHER** 0 0 0 0 0

TOTAL REVENUE 395,719 281,551 25,026 38,641 50,501

*OTHER GOVT 2011

Source Amount

Public Service Commission 47,500

0

0

0

0

TOTAL 47,500

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Estimated portion for Internet training for 2011

Terms















BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

ACCOUNT CATEGORY

Terms

Terms

Because many of the services offered through our Fatherhood Responsibility Program are similar, w e have

integrated it into this program to gain effeciency and expand our capacity to serve more people.






PRIORITY STATEMENT:








Individuals are admitted in cohorts of up to 25 individuals. The cohorts w ill complete 100 hours of behavior-

focused job-readiness training follow ed by an 80-hour internship w ith area an employer. Participants may also

enroll in advanced skills training for specific jobs. Each participant w ill received individulized employment case

management for up to 12 months. Hours are generally M-F, 8am-5pm.

The program w ill serve 315 individuals, of w hich at least 80%, or 252, w ill be residents of the City of Madison.

25%, or 78, w ill be residents of the targeted South Madison neighborhoods. Each year 220 individuals w ill

participate in a Foundations or other core skill and behavior development class, w ith 70%, or 182, completing that

training and moving on the program. In addition, 50%, or 157, w ill achieve or maintain employment w ith the

support of the program annually.

The Job Services Netw ork Program helps unemployed and underemployed adults secure new or better jobs and

w ork tow ards economic independence. Our focus on career pathw ay development, under-served

neighborhoods/populations, and intensive individulized services are a much needed supplement to the public

sector employment services system. Our program services include career readiness & job skills training,

computer skills training, job search & placement assistance, individualized employment case management,

retention support, and career counseling & advancement assistance. In 2011 w e w ill begin collaborating w ith the

Literacy Netw ork to provide literacy and w riting, as w ell as pre-GED instruction to the participants that need it. An

important sub-component of the program is a collaboration w ith the YWCA and Madison Apprenticeship Program

to provide neighborhood-based services in the Allied Drive, Southw est Madison, Leopold communities, and other

distressed South Madison neighborhoods. The program model includes an array of employment services that are

community based, relationship-centered, and collaborative. Moreover, the model includes a continuum of services

that address individuals at different levels of employment readiness from unemployed to underemployed. The

program framew ork includes behavior-focused preparation, job-specif ic training, placement, and follow up

services along w ith the strategic engagement of a netw ork of employers, emphasising job types w ith upw ard

mobility.

According to The State of Black Madison 2008 report, 37% of African-Americans in Dane County live in poverty,

compared to 11% of the community as a w hole, w hile the unemployment rate for African-American adults is 2.5

times that of the full community. The reality of these statistics have been echoed by many of Madison's

neighborhood groups and community leaders. So far in 2010 demand for ULGM job programs has grow n 70%. In

our experience w ith w orking w ith the socially and economically challenged, w e have discovered that an

individual's behavior, as opposed to skill set or barriers, is the root cause of chronic unemployment and

underemployment w ith most individuals. This is supported by our observations of our program participants w hen

they first start Urban League programming. On the otherside, employers have told us that the top reasons

individuals do not maintain employment are all related to behaviors around attendence, communication and non-

performance w orkplace expectations.






or challenges).







Our w ork in the Allied Drive, Southw est and Leopold communities is a partnership that includes the YWCA and

MAP. The Urban League serves as lead contracting agency. The League is responsible for job development and

building partnerships w ith local employers, job-specif ic skill training, job placement, and post placement follow -up

w ith both employees and employers. MAP is responsible for providing pre-employment and life skills training.

YWCA reserves slots in training programs such as TrANS, Training Partnership for the Skilled Trades, and others.

The B&GC provides computer lab training facilities as need. Each agency leverages numerous other partnerships

w ith for-profit and non-profit partners according to a detailed partnership agreement. We w ill continue to develop

referral relationships w ith community centers, and organizations such as START, Workforce Development Board,

Early Childhood, etc. In addition, w e w ill collaborate w ith the Literacy Netw ork and MMSD as described above.

We recruit individuals to serve as volunteer instructors and aides in our classes. In addition, volunteers assist in

our computer labs during w here they support partipants conducting online job searches, completing, resumes,

completing online applications, etc. Oftentimes, particpants in the program serve in this and similar volunteer roles

as a w ay to gain experience.

Current demand for Urban League employment services exceeds our capacity to serve individuals in a timely

manner. The w aiting time for an individual to start our programming has been betw een 2 and 3 months. The

reason for this level of demand is a combination of strong w ord-of-mouth and referral netw ork, increased public

visibility and a very accessible facility. We focus special emphasis in the key neighborhoods listed above,

including dedicated staff members w ho offer "place-based" employment services in the neighborhood. Residents

of these neighborhoods also hold priority in our enrollment processes. We are also establishing a new partnership

w ith Dane County's JFF program in each of these neighborhoods that w ill further enhance our outreach efforts. In

addition, ULGM hopes to partner w ith Madison Metropolitan School District's proposed Open Schoolhouses as yet

another strategy to serve these key neghborhoods and also more intentionally serve the needs of MMSD parents.

The program serves unemployed and underemployed adults w ith barriers to employment such as inconsistent

w ork histories, limited formal education, and criminal records. Of the 315 individuals proposed to be served, at

least 25% w ill be residents of the Allied Drive, Meadow ood, Leopold, or other distressed South and Southw est

Madison neighborhoods. The program also integrates closely w ith our Fatherhood Responsibiilty Program, w hich

provides employment and fatherhood development services to non-custodial fathers w ith child support

arrearages.

Services are available throughout the City of Madison w ith a special presence in the neighborhoods described

above. We are w orking w ith DCHS JFF Program in these areas to develop an integration plan.













Specialist 4 Yes

Job Developer/Ass't Manager 0.5 Yes

Department Manager 0.5 Yes

Qualifications

College degree, management experience. Program development experience.

College degree and 2 years experience preferred. Computer proficient.


ULGM is not subject to special licensing or certif ication for this program. It is subject to the National Urban

League's affiliate standards and is evaluated every 2 years.

This program is for individuals w ho w ant to achieve or improve their employment, and are w illing to commit to a

proven process that is respected by area employers. ULGM's w orkforce programs can serve as an alternative

or a suppliment to other job training resources, like the Dane County Job Center. ULGM's location, located near the

South Tranfer Point, gives easier access to services for many Madison residents than the Job Center located on

the Northside. ULGM's program also provide more one-on-one services, resources and referrals that address the

individual's specif ic situations, and the ULGM case managers are restricted to having case loads one-third of the

size of many job center case w orkers. In addition, this program w ill target specif ic neighborhoods South Madison,

giving even greater access to those individuals that need it most. Many of the barriers that make it challenging to

f ind or maintain employment, also can make it challenging to participate in a job training program. ULGM can

provide resources or make referrals to community partners for issues such as childcare, housing, and

transportation. During the screening process ULGM staff assesses, among other things, the prospective

participant's housing situation, healthcare, nourishment, AODA history, and criminal background. If an individual

has a challenge that w ould prevent them from participating, w e referr them to the necessary resources to

address the issue and then invite them back once the situation is stabilized.

The Urban League is one of Dane County ’s largest community-based providers of job training and placement

programs for unemployed and under-employed adults. Our longstanding partnerships w ith the business

community have uniquely positioned us to serve as a matchmaker betw een employers looking to meet their

w orkforce and diversity needs and un/under-employed w orkers looking to improve their employment situation. We

currently provide employment and training services to more than 300 unemployed and under-employed individuals

each year. For those that complete our training programs, w e maintain an average placement rate of over 60

percent w hich meets or exceeds industry standards for the hard-to-employ. Our Workforce Department Director,

Sterling Lynk, has over a decade of organizational leadership as an entrepreneur and in operational management.

In 2008 he w as named a Marano Fellow by the Aspen Institute for leadership in the field of w orkforce

development. Mr. Lynk leads a diverse team of 6 w orkforce professionals w ho have a broad range of

experiences in IT, manufacturing, community organizing, non-profit leadership, AODA services, and human

development. Nearly all members of the team have a four-year post-secondary degree, paid job experience in the

w orkforce development industry, and proven cultural competency w orking w ith diverse populations. The team is

organized around four core specialties of case management, training, community outreach and job development

integrated into a single process.











Income Level














among programs?


Est. Month


Ongoing

Monthly

Ongoing

Ongoing

Ongoing

Ongoing

0

0



300

0

0

50

250

0

Intake, Orientation, and Assessments

0

0

100-Hour Career Readiness Training

Referralls to advanced/customized trainig classes

Job Placement Assistance for Training Graduates

Individualized Employment Case Management

Job Retention Follow-up at 1, 7, 15, 30, 60, 90, 180, and 365 day intervals

Indirect costs are allocated in proportion to direct costs.
















Other X




An individual that w ishes to participate in ULGM job training services must complete an application w here they

self-report their personal and household annual income. In addition, this information is confirmed during the

screening and assessment proccess for the program.

The Job Services Netw ork Program distinguishes itself from most County and State-run employment services by

providing more individualized and one-on-one attention to its clients. Moreover, as one of the oldest, largest, and

most respected African American-led community development organizations, the League provides culturally

competent services w hich help both employees and employers navigate the complex issues of race, class,

gender, and culture in the w orkplace. In addition, Urban League employment programs emphasize strong

partnerships w ith area employers and a focus on living w age employment opportunities in emerging sectors of

the economy. Urban League employment programs utilize much of the cutting-edge research and best-practice

concepts detailed in the many publications they produced by Public/Private Ventures specif ically for w orkforce

development practitioners. Public/Private Ventures (w w w .ppv.org) is one of the nation's leading organizations

w orking to evaluate and improve the policy and practice of w orkforce development. Finally, the League's

connection to the Aspen Institute has given it access to the organizations that are nationally recongized for

effectiveness. Of these, the League's program is most closely modeled after the Cara Program in Chicago, IL.

(thecaraprogram.org).

All services are available at no cost.





28. DEMOGRAPHICS





TOTAL 195 100% AGE

MALE 63 32% <2 0 0%

FEMALE 132 68% 2 - 5 0 0%


13 - 17 4 2%

18 - 29 92 47%

30 - 59 87 45%

60 - 74 12 6%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 15 8%





BALANCE/OTHER 11 6%

TOTAL RACE 195 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Verification provided by employer and employee.

Unemployed and underemployed individuals with employment barriers learn new and enhanced

job skills.

Individuals successfully completes the Foundations Career Development Training class.

Attendance logs, completed assignments, skill demonstrations, participant records

Individuals improve their economic stability and contribute to their community's economic stability

by securing and retaining new or better employment.

Individual obtains and maintains new or better employment.


7/15/2010



1. Program Name: Job Services Network

2. Agency Name: Urban League of Greater Madison 3. Requested Amounts: 2011: $138,556 2012: $138,556 Prior Year Level: $73,280 4. Project Type: New Continuing X


Activity:





The program will serve 315 individuals of which 25% (78) will be of the targeted neighborhoods of Allied Drive, Southwest and Leopold. 220 people will participate in Foundations or other core skill & behavior development class, 100 hours, with 70% (182) completing the training. Classroom work if followed by an 80 hour internship with an employer. 50% (157) will achieve or maintain employment with the support of the program annually.



for 2011-2012




Staff Comments: It seems likely the program design will have a positive impact on the need or problem identified.


achieved within the proposed timeline? Staff Comments: Service goals seem ambitious based on past service numbers but may be realistic due to new facility. Both outcome objectives seem appropriate and measureable.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications to indicate probable success. There has been significant turnover in a key position related to the ULGM/MAP/YWCA partnership but additional funding to make that a full-time position may take care of the issue.

7/15/2010


and management?

Staff Comments: 60% increase in overall size of the program budget. Significant increase in City request but also seeking increases in array of other funding sources. Budget reflects user fees but narrative response to question # 27 indicates all services are at no cost. Please explain user fees in budget.



Staff Comments: Program utilizes an array of financial support. Program seems to utilize volunteers in an appropriate manner. Agency has appropriate partnerships in the employment area and will be adding the Literacy Network to that list of partnerships. Agency seems to be reaching out to the Madison community in new ways.



Staff Comments: The program serves low income people. ULGM is located in a physically accessible building and is near bus transportation hub. Agency does not provide child care or transportation directly to their clients but does make referrals to other agencies for those services. Clients are expected to get those barriers resolved before entering the training program. Proposal did not discuss how they resolve language barriers but demographics indicate they are serving Latinos/Hispanics.






Suggested Qualifications: Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.



PROGRAM/LETTER: B Customized Workforce Training

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL






UNITED WAY ALLOC 20,000 14,752 1,453 2,803 992




USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 151,194 111,517 10,988 21,189 7,500


SOURCE SPECIAL






UNITED WAY ALLOC 20,000 15,224 1,394 2,528 854




USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 175,656 133,705 12,244 22,207 7,500

*OTHER GOVT 2011

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

ACCOUNT CATEGORY

Terms

PROGRAM B - 1 MAY 25, 2010














BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

Terms

ACCOUNT CATEGORY

Terms







PRIORITY STATEMENT:








Customized training courses and matching processes w ill be initiated based on the need of the partnering

employers. All program participants must have recently completed ULGM's Foundations job-readiness class or

another approved basic skills course before being enrolled in a customized training course or matching process.

The program w ill serve roughly 80 individuals, of w hich at least 80%, or 64, w ill be residents of the City of

Madison. 75%, or 60, w ill complete a customized training program or an employer/candidate matching processes.

In addition, 63%, or 60 (IS THIS NUMBER CORRECT?), w ill achieve or maintain employment.

The Customized Workforce Training Program engages Madison area employers in strategic partnerships to

provide them w ith candidates that meet their specif ic skill, behavioral, and experience needs. This program does

this through a candidate/employer matching process and through customized, short-term, and intensive

employment training keyed to specif ic sectors, employer and/or jobs. Examples of our 2009 customized training

projects that w e anticipate w ill continue in 2010 included Medical Administrative Training, UPS Package Handler,

Marriot Fairf ield Inn Customer Service Positions, U.S. Cellular Retail Wireless Associate, West Business Services

Sales Associate, Cintas Loader-Unloader, Dryer Operator and Garment Hanging Training, UW Custodian Training,

and Library Page Training. Through a new partnership w ith the Workforce Development Board, the League w ill be

involved w ith a Basic Welding Certif icate Program, and Business IT Academy, and possibly others. In 2011 w e

expect to pilot a customer service training "academy," a high demand skill that cuts across many sectors and

employers. Our Job Development Specialist w ill continually mine for opportunities to engage strategically w ith

other employers in an effort to build customized solutions that help meet their w orkforce need.

According to The State of Black Madison 2008 report, 37% of African-Americans in Dane County live in poverty,

compared to 11% of the community as a w hole, w hile the unemployment rate for African-American adults is 2.5

times that of the full community. The reality of these statistics have been echoed by many of Madison's

neighborhood groups and community leaders. Demand for ULGM job programs has grow n 70%. In our

experience, w e have discovered that an individual's behavior, as opposed to skill set or barriers, is the root cause

of chronic unemployment and underemployment w ith most individuals. This is supported by our observations of

our program participants w hen they first start Urban League programming. On the otherside, many Madison area

employers struggle to f ind qualif ied individuals to w ork in their organizations that have the skill set and behaviors

those employers desire. The supply of talent needs to be connected to employers.






or challenges).







Our w ork in the Allied Drive, Southw est and Leopold communities is a partnership that includes the YWCA and

MAP. The Urban League serves as lead contracting agency, helping each agency align its sevices into one

continuum. We w ill continue to develop referral relationships w ith community centers, and organizations such as

START, Literacy Netw ork, MMSD, Early Childhood, etc. Through a new partnership w ith the Workforce

Development Board, ULGM integrate its degree credit bearing and green jobs/utility initiatives w ith the broader

w orkforce system in Dane County, providing even greater access to Madison residents.

Partnering employers w ill appoint HR and community staff to serve on advisory committees for the customized

training programs. These committees w ill help w ith curriculum design as w ell as delivery.

Current demand for Urban League employment services exceeds our capacity to serve individuals in a timely

manner. The w aiting time for an individual to start our programming has been betw een 2 and 3 months. The

reason for this level of demand is a combination of strong w ord-of-mouth and referral netw ork, increased public

visibility and a very accessible facility. In response, w e focus the efforts of our outreach coordinator on reaching

our targeted neighborhoods and populations w hile to continuing to strengthen the referral netw ork. Residents of

our targeted South and Southw est Madison neighborhoods w ill hold priority in our enrollment processes. In

addition, ULGM w ill partner w ith Madison Metropolitan School District's Open Schoolhouse program participate in

their community outreach events, allow ing us to directly engage the parents of Madison's children living in

poverty. All participants must have recently completed ULGM's Foundations class or another approved basic

course.

The program serves unemployed and underemployed adults w ith barriers to employment such as inconsistent

w ork histories, limited formal education, and criminal records. All participants w ill be low -income.

Services are available to residents throughout the City of Madison w ith additonal emphasis on the South and

Southw est Madison neighborhoods.













Specialist 2 Yes

Job Developer/Ass't Manager 0.25 Yes

Department Manger 0.25 Yes

Qualifications


College degree, management experience. Program development experience.


ULGM is not subject to special licensing or certif ication for this program. It is subject to the National Urban

League's affiliate standards and is evaluated every 2 years.

This program is for individuals w ho w ant to achieve or improve their employment, and are w illing to commit to a

proven process that is respected by area employers. A special challenge for customized training participants is

adjusting to the rigors of fast-paced, intense, career-focused training. ULGM provides tutors and mentors to help

participants w ith this adjustment. ULGM's w orkforce programs can serve as an alternative or a suppliment to

other job training resources, like the Dane County Job Center. ULGM's location, located near the South Tranfer

Point, gives easier access to services for many Madison residents than the Job Center located on the Northside.

ULGM's program also provide more one-on-one services, resources and referrals that address the individual's

specif ic situations, and the ULGM case managers are restricted to having case loads one-third of the size of

many job center case w orkersMany of the barriers that make it challenging to f ind or maintain employment, also

can make it challenging to participate in a job training program. ULGM can provide resources or make referrals to

community partners for issues such as childcare, housing, and transportation. During the screening process

ULGM staff assesses, among other things, the prospective participant's housing situation, healthcare,

nourishment, AODA history, and criminal background. If an individual has a challenge that w ould prevent them

from participating, w e referr them to the necessary resources to address the issue and then invite them back

once the situation is stabilized.

The Urban League is one of Dane County ’s largest community-based providers of job training and placement

programs for unemployed and under-employed adults. Our longstanding partnerships w ith the business

community have uniquely positioned us to serve as a matchmaker betw een employers looking to meet their

w orkforce and diversity needs and un/under-employed w orkers looking to improve their employment situation. We

currently provide employment and training services to more than 300 unemployed and under-employed individuals

each year. For that complete our training programs, w e maintain an average placement rate of over 60 percent

w hich meets or exceeds industry standards for the hard-to-employ. Our Workforce Department Director, Sterling

Lynk, has over a decade of organizational leadership as an entrepreneur and in operational management. In 2008

he w as named a Marano Fellow by the Aspen Institute for leadership in the field of w orkforce development. Mr.

Lynk leads a diverse team of six w orkforce professionals w ho have a broad range of experiences in IT,

manufacturing, community organizing, non-profit leadership, AODA services, and human development. Nearly all

members of the team have a four-year post-secondary degree, paid job experience in the w orkforce

development industry, and proven cultural competency w orking w ith diverse populations. The team is organized

around four core specialties of case management, training, community outreach and job development integrated

into a single process.











Income Level














among programs?


Est. Month


Ongoing

Monthly

Ongoing

Ongoing

Ongoing

Ongoing

0

80

0

0

0

14

66


0


0

0

Individualized Employment Case Management

Recruit strategic employer partners

Develop and implement customized training classes and matching processes.

Job Retention Follow-up at 1, 7, 15, 30, 60, 90, 180, and 365 day intervals

100-Hour Career Readiness Training

Intake, Orientation, and Assessments

Indirect costs are allocated in proportion to direct costs.
















Other X




An individual that w ishes to participate in ULGM job training services must complete an application w here they

self-report their personal and household annual income. In addition, this information is confirmed during the

screening and assessment proccess for the program.

The Urban League of Greater Madison is emerging as a national leader in the f ield of Sectoral Workforce

Development. Sectoral w orkforce initiatives target grow th industries in the local economy and w ork closely w ith

employers to train low -income job-seekers for emerging careers in these industries. The Urban League of Greater

Madison is the only organization to have been selected tw ice to send a representative to the annual Sector Skills

Academy (As the premier national institute in the f ield, the Academy brings together government, private non-

profit, and for-profit w orkforce professionals to develop practical applications for present and future w ork in the

f ield).

Now in its fourth year, our Customized Training Program has consistently demonstrated placement and retention

rates 10 to 20 percent higher than national industry standards for programs that serve individuals w ith barriers to

employment. Moreover, starting salaries have typically been higher w hen compared w ith other Urban League job

placement programs. The program model engages employers at all levels including curriculum design and course

instruction. In turn, employers benefit through the referral of qualif ied applicants and through the support they

receive from Urban League staff once program graduates are hired. Participants also often earn credits though

MATC and certif icates through the Workforce Development Board.

Emerging research from organizations such as Public/Private Ventures (w w w .ppv.org) is confirming the benefit

of customized training programs for low -income job seekers. For example, data from their Sectoral Employment

Initiative mirrored Urban League results w ith placement rates of 75 to 85 percent among program participants as

w ell as signif icant earnings gains. The Urban League also hopes to benefit from partnering w ith other similar local

initiatives such as the South Central Wisconsin Workforce Development Board's Industry Partnership Project and

Career Pathw ays initiative.

All services are available at no cost.





28. DEMOGRAPHICS





TOTAL 67 100% AGE

MALE 31 46% <2 0 0%

FEMALE 36 54% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 19 28%

30 - 59 46 69%

60 - 74 2 3%

75 & UP 0 0%





ASIAN 0 0%



MULTI-RACIAL: 6 9%





BALANCE/OTHER 5 7%

TOTAL RACE 67 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Participant secures employment after having completed a customized training program.

Individuals with employment barriers learn occupation/job-specific skills and other skills which

prepares them for career ladder job opportunities.

Individuals complete all relevant training requirements.

Attendance logs, completed assignments, skill demonstrations, participant records

Individuals with employment barriers increase their economic self-sufficiency by securing and

maintaining employment that offers a living wage and career advancement opportunities

Verification provided by employer and employee.


7/15/2010



1. Program Name: Customized Workforce Training

2. Agency Name: Urban League of Greater Madison 3. Requested Amounts: 2011: $40,000 2012: $40,000 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





Program will serve 80 individuals of which 75% will complete the program. In addition, 63% will achieve or maintain employment.



for 2011-2012





Staff Comments: The program design is one of Sectoral Workforce Development objectives which is a growing method used in the workforce development field. Research is indicating positive outcomes with this method. Research sited by agency is appropriate and reflects this is a growing body of work in the workforce development world that is showing very positive outcomes. Contributing research is appropriate and useful. The program design seems likely that it will have a positive impact on the need or problem identified.

9. To what extent does the proposal include objectives that are realistic and measurable and are likely to be achieved within the proposed timeline? Staff Comments: Service goals seem realistic. Outcomes are appropriate and measurable. Proposal cites specific employers they have worked with for the customized training and plan to continue to work with and represent a good range of job types.

10. To what extent do the agency, staff and/or Board experience, qualifications, past performance and capacity indicate probable success of the proposal?

7/15/2010

Staff Comments: There has been some turnover in the Job Developer position, vital to this program, but that seems to have stabilized in the last year or two. The agency, staff and Board seem to possess the experience and qualifications to indicate probable success.


and management?

Staff Comments: Budget seems reasonable and realistic. Agency contributes significant fundraising dollars to the program.



Staff Comments: Program seems to utilize volunteers in an appropriate way. Agency has created significant partnerships with the employer community which is vital to the success of the program. Agency is reaching out to State Workforce Development Board in new way.



Staff Comments: Program serves low income people. Demographics indicate cultural diversity among clients. Proposal does not indicate how they overcome language barriers. New ULGM facility is physically accessible. Not aware if any/all employers locations are physically accessible and what issues arise with employers around language barriers.






Suggested Qualifications: Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.


ORGANIZATION: YWCA Madison

PROGRAM/LETTER: E Comprehensive Employment Services

PROGRAM BUDGET

1. 2010 BUDGETED

SOURCE SPECIAL






UNITED WAY ALLOC 62,000 49,500 4,000 8,500 0


OTHER GOVT 65,045 61,325 1,820 1,900 0

FUNDRAISING DONATIONS 6,275 0 4,055 2,220 0

USER FEES 0 0 0 0 0

OTHER 0 0 0 0 0

TOTAL REVENUE 133,320 110,825 9,875 12,620 0


SOURCE SPECIAL






UNITED WAY ALLOC 68,200 50,000 7,500 10,700 0


OTHER GOVT* 22,375 20,000 1,455 920 0

FUNDRAISING DONATIONS 26,500 25,975 525 0 0

USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0

TOTAL REVENUE 137,075 113,975 10,480 12,620 0

*OTHER GOVT 2011

Source Amount

Federal appropriations 22,375

0

0

0

0

TOTAL 22,375

**OTHER 2011

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

funds will end 12/31/2011, FY 11 request pending

ACCOUNT CATEGORY

PROGRAM E - 1 MAY 25, 2010














BUDGET SPECIAL










USER FEES 0 0 0 0 0

OTHER** 0 0 0 0 0


*OTHER GOVT 2012

Source Amount

0

0

0

0

0

TOTAL 0

**OTHER 2012

Source Amount

0

0

0

0

0

TOTAL 0

Terms

Terms

ACCOUNT CATEGORY







PRIORITY STATEMENT:








Case management includes face-to-face meetings, as w ell as follow -up phone calls scheduled according to client

need during day or evening hours. The job readiness class consists of 42 hours classroom time, offered 5

times/year and during various times of the day to accommodate client needs (mornings/afternoons/evenings). Job

retention classes are offered 1-2 times/w eek at 2-3 hours/class.

130 unduplicated clients w ill be served during the program year. 75% (98 of 130) of clients w ill learn skills to

conduct an effective employment search through enrollment in comprehensive employment service. 67% (66 of

98) of clients w ill obtain employment by utilizing the skills they have learned through the comprehensive

employment services. Through case management clients attend meetings on a w eekly basis (1-5hours/month).

The job readiness class is a total of 42 hours. Job retention classes are offered 1-2 times/w eek, 2-3 hours/class.

Service hours of 3,276.

The comprehensive employment services offered at the YWCA are designed to prepare underrepresented

individuals for permanent employment w ith a family supporting w age. Upon enrollment, an intake is conducted to

assess each client’s interests, needs, and barriers. Based on client-specif ic needs, clients begin case

management activities and/or enroll in a job readiness class. Through case management individuals w ork one-on-

one w ith a job counselor to identify barriers to employment and develop job skills. In the job readiness class,

clients strengthen their hard skills (job search, applications, resumes, interview s), technical skills (computer

training, math tutoring), and “soft skills” (communication, conflict resolution, attitude, responding to feedback,

teamw ork). Also included in this class are career assessments, f inancial education, a w orkplace discrimination

w orkshop, and an overview of training opportunities offered at YWCA Madison and elsew here in the community.

After beginning case management and/or completing the job readiness class, clients w ork w ith a job counselor to

w rite an employment plan, get referrals as necessary to address barriers, and determine w hich of the follow ing

tiers they w ill enter: structured training (for more career-specif ic technical training), internship (created through

the YWCA job developer), or active job search. Through participation in these activities, clients w ill learn skills to

help them obtain employment.

While there are a variety of effective employment & training (E&T) programs in Madison, the comprehensive

employment services offered at the YWCA Madison seek to address the follow ing local gaps & community needs:

need for greater connectivity betw een E&T service providers & area businesses (met through Employer Partner

Netw ork & job development); f lexible response to client needs (met through holistic case management services

paired w ith classroom training & peer support groups); focus on job retention (met through job retention classes,

new w orker support groups, & on-site mentors); greater connectivity w ith other E&T service providers (met

through involvement w ith Allied Drive Partnership, EmployAlliance, & other netw orks); & greater connectivity w ith

other service providers (met through involvement in Homeless Services Consortium & partnership w ith a variety

of mental health, AODA, domestic violence, housing, childcare, nutrition, clothing, & transportation services).






or challenges).







As members of the Homeless Services Consortium, Allied Drive Partnership (ADESP), and EmployAlliance, w e are

very w ell connected w ith other community groups and agencies. During intake, clients are assessed for the most

appropriate program placement and for referrals for other programs. Because of our holistic approach to case

management, w hile w orking on employment skills clients are also referred for enrollment in housing programs,

literacy programs, W-2, mental health services, Department of Vocational Services (DVR), alcohol and other drug

abuse (AODA) recovery programs, domestic violence advocacy, transportation, clothing, and food resources,

etc. Moreover, because of our strong presence in the community, other community groups such as DVR, W-2,

and agencies w ho provide transitional housing or shelter often refer their clients to us to w ork on the

employability skills component of comprehensive case management.

Volunteers are utilized to teach math and computer skills, to create resumes, to organize curriculum, and to

practice interview skills.

Our outreach plan focuses on w ord-of-mouth from clients and referrals from other service providers. Annually

w e meet w ith program managers of social service agencies throughout Dane County to discuss our programs

(i.e. JFF, Homeless Services Consortium agencies, Probation & Parole, etc.). We send email blasts out to our

partner agencies before every job readiness class begins to encourage referrals. Additionally, the YWCA E&T

programs are present at community events and job fairs.

While w e serve a very broad-based population, w e emphasize outreach to unemployed and underemployed

w omen and people of color, 18 years and older in Dane County. All of our clients are no/low -income individuals.

Many struggle w ith issues related to homelessness, domestic violence, incarceration, disabilities, mental health

issues, and AODA abuse. Some are immigrants/refugees or the children of immigrants/refugees. We serve both

clients w ith dependent children and single adults. Most of our clients have low education levels and very little

w ork history.

YWCA E&T programs operate out of our Empow erment Center at 3101 Latham Drive in Madison and is accessible

by four Madison Metro Bus lines. We serve individuals w ho live throughout Dane County.













Economic Empowerment Dir. 0.35 Yes

Job Options Coordinator 0.15 Yes

Success Coordinator 1 Yes

Bachelor’s degree or commensurate experience

Bachelor’s degree or commensurate experience

Qualifications

Master’s degree or commensurate experience

Staff attend at least 1 cultural competency training per year. Staff have attended training on Trauma Informed

Care, serving the homeless, alcohol & other drug abuse, & w orking w ith the mentally ill.

The YWCA’s comprehensive employment services assist many clients w ho are immigrants/refugees and w ho

speak languages other than English. While some of our services can be offered directly in Spanish by bilingual

staff members, some services must be provided through the use of an over-the-phone interpreter service.

YWCA staff are also aw are of the different employment barriers that often effect immigrant/refugee communities

and accommodate our services to best meet those needs. In addition, these programs also serve clients w ith

severe mental health issues, many of w hom are w ell-supported through other YWCA services. Individuals w ith

severe mental health issues w ho are not being served by other YWCA programs often need more

comprehensive job coaching services as provided by a disability-based employment support providers. In these

instances, w e continue to w ork w ith the individuals w hile also referring them to an agency that can meet the

specif ic needs associated w ith their severe mental health issues. The program’s approach is to never turn a

client aw ay or send them elsew here; instead, bolster a client's services by having them participate in dual

programming in conjunction w ith other local service providers. Frequently, client f inds the job readiness class

and case management incredibly effective w hile benefiting tremendously from the additional support a partner

agency can provide.

The YWCA Madison has offered comprehensive employment services for over ten years w hich had resulted in a

strong foundation of programming for the Madison community. E&T programs offered at the YWCA have grow n

w ith the changing needs in the community and the job market over the years. The Economic Empow erment

Director, w ho holds a bachelor’s degree, oversees YWCA Employment and Training Programs, YW Transit, and

developed the Success Program Pilot Program. The Director has been in this position for f ive years and has over

fourteen years of experience w orking in employment and training and w ith diverse populations The Job

Options/Displaced Homemakers Coordinator, w ho holds a bachelor’s degree, w orks individually w ith job seekers

one-on-one to identify barriers to employment, resume preparation, referrals to particular employers and

computer training. The Coordinator has w orked for the YWCA for eleven years and w ith the Employment and

Training Programs for nine years. The Success Program Coordinator teaches job readiness classes and

conducts extensive job development w ith local employers. The Success Coordinator, w ho holds a bachelor’s

degree, has extensive experience w orking w ith persons that are low -income, homeless or at risk of

homelessness and has w orked for the YWCA for four years.











Income Level














among programs?


Est. Month


0

0

0

0

0

0

0


0

0


0

















Other




Clients self-report income level during initial interview .

In the article Job Training That Works: Findings from the Sectoral Employment Impact Study, May 2009, it is stated

“Welfare reform’s emphasis on “w ork f irst” has meant many programs offer participants only short-term job

readiness services rather skilled training” and discusses how w elfare reform has caused a decline in dollars

spend on training and how few er people have been served. YWCA Employment and Training programs offer

long-term support to clients. Over the past ten years of effective E&T programming, w e have developed

extensive best practices. Through w ell-developed relationships w ith employers, the YWCA E&T programs

incorporate employer feedback and needs. During case management and job readiness classes clients learn hard

skills (job search, applications and resumes, interview s) and technical skills (computer training and math tutoring).

How ever, the focus of the class is on “soft skills” (communication, conflict resolution, attitude, responding to

feedback, teamw ork, etc.) to ensure long-term success in employment. Additionally, the comprehensive

employment services offer ongoing support after employment is obtained to ensure success, continue w ork in

problem solving and conflict resolution, and exploration of improved employment.

There are no fees charges to clients for services offered through the YWCA Employment and Training programs.





28. DEMOGRAPHICS





TOTAL 128 100% AGE

MALE 47 37% <2 0 0%

FEMALE 81 63% 2 - 5 0 0%


13 - 17 0 0%

18 - 29 12 9%

30 - 59 63 49%

60 - 74 53 41%

75 & UP 0 0%





ASIAN 1 1%



MULTI-RACIAL: 0 0%





BALANCE/OTHER 7 5%

TOTAL RACE 128 100%

ETHNICITY





RESIDENCY






















tools or methods:








tools or methods:

Once having learned how to conduct an effective job search through the job readiness class,

clients will attend case management appointments as needed while conducting an employment

search. Clients will successfully obtain employment. Clients will self-report when they have

obtained employment. Employment will be verified through case management appointments,

follow-up phone calls to the client and/or the employer. Employment will be documented in client

files and recorded in program database.

67% (66 of 98) of clients will obtain employment by utilizing the skills they have learned through

the comprehensive employment services at the YWCA and during the current year.

67% of clients will self-report that they have successfully secured employment.

At the end of the job readiness workshop and/or case management clients are given a survey to

fill out anonymously. Program staff will compile the results.

75% of program participants will report they learned skills that will help them conduct an

employment search and gain employment.

75% of clients will learn skills to conduct an effective employment search through enrollment in

comprehensive employment services at the YWCA during 2011.


7/15/2010



1. Program Name: Comprehensive Employment Services

2. Agency Name: YWCA of Madison 3. Requested Amounts: 2011: $20,000 2012: $20,000 Prior Year Level: $0 4. Project Type: New X Continuing


Activity:





130 unduplicated clients will be served. 75% will learn skills to conduct an effective employment search. 67% will obtain employment . Total service hours = 3,276.



for 2011-2012





Staff Comments: Program design is clearly articulated and seems likely that it will have a positive impact on the need or problem identified. Agency uses a case management model providing individualized assistance. Agency has been providing employment training services for several years.


achieved within the proposed timeline? Staff Comments: Service goals seem realistic. Outcome Objectives seem realistic, meaningful and measureable and likely to be achieved within the timeline.



Staff Comments: The agency, staff and Board seem to possess the experience and qualifications to indicate probable success

7/15/2010


and management?

Staff Comments: Agency’s budget seems realistic and they provide funding for the program from multiple sources. Appears this new request to the City is to partially assist with a reduction in Federal funding for the program. Please explain more about the Federal Funding for the program, why the reduction, and amount of FY 11 Federal request.



Staff Comments: Program utilizes a diverse array of financial support including fundraising. Program seems to utilize volunteers in an appropriate way. Agency has long-standing and appropriate partnerships.



Staff Comments: Program serves low-moderate income clients. Clients are racially diverse. To overcome language barriers the program sometimes is able to utilize bilingual staff. When they can’t, they use an interpreter service. All services are offered at their new Employment Center on Latham Drive which is physically accessible.





Please explain more about the Federal Funding for the program, why the reduction, and amount of FY 11 Federal request.


Suggested Qualifications: Based upon answer to question and the following: Through contracting process, CDD staff will work toward some consistency of Outcome Objectives amongst Employment programs. All will include at least one objective which is to track the number of people obtaining jobs.